How to Scale: Lessons from Stripe CEO | Khosla
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How to Scale: Lessons from Stripe CEO | Khosla
Here’s a quick outline of some of the things I’ve encountered: 1. Hiring T-shaped people versus specialists2. Try to get doers3. More candidate flow solves a lot of problems4. Interview for the actual work you’ll be doing, not skillset trivia5. Raw intelligence is just one factor – don’t overestimate it.
Andrew Chen • Building the initial team for seed stage startups at andrewchen
Takeaways:
- Sales becomes the second most common hire , after engineering.
- A quarter of companies hired a product manager at this point.
- Recruiters become a surprisingly common hire. I did not expect that. This is particularly true across some of the most unique startups, like Linear, Figma, Ramp, and Coda. Here’s Jori Lallo, co-founder of Linear,
Lenny Rachitsky • Hiring your early team
If you are creating a start-up, or otherwise building an institution from scratch, and hiring a whole team, various markers of talent—including intelligence and cooperativeness—will matter much more. Hiring a whole batch of very smart people has the potential to create strongly positive, dynamic, nonlinear benefits.
Daniel Gross • Talent: How to Identify Energizers, Creatives, and Winners Around the World
"Well, I would have liked to have hired more top-notch folks throughout the company earlier." Because I'm still in that position now—I'm still struggling to fill positions with the types of people that we want to hire. It's not something that we do very efficiently here. It takes us a long time to fill a req. When we do fill a req, we hav
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