In the early days, hiring isn’t just about filling roles; it’s about shaping the foundation you’ll build on for years. A great early hire can accelerate everything. The wrong one can set you back more than you expect.
Here’s what’s worked — and what I’ve learned from seeing many founders go through it:
1. Keep critical work close
Prioritize the people working on what makes your company unique:
- A product lead (or founder as acting PM)
- A technical co-founder or full-stack engineer
- A growth-minded GTM generalist
- A customer success or community lead
Specialized areas like legal, bookkeeping, or design can often be outsourced until you truly need that depth in-house.
2. Look beyond the résumé
Skills matter, but so does mindset. People who adapt quickly, take ownership, and don’t need a detailed map tend to thrive in early-stage chaos.
3. Notice the early warning signs
If someone is uncomfortable with ambiguity, needs rigid structure, or avoids accountability, it’s likely not a fit for an evolving startup environment.
4. Be open and creative with compensation
Mix equity, milestone-based bonuses, flexible work, and other non-cash benefits. Be transparent about both the opportunity and the risks so there are no surprises.
5. Protect your culture from the start
Your first hires will set the tone for how you work and solve problems. I like to ask myself: “Would I be happy to have 10 more people like this?” If I hesitate, I keep looking.
At OrbiQ, we work with founders to make these early decisions carefully, helping them find the right people and scale without overreaching.
What role are you finding hardest to fill right now?
