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Free Playbook · Hiring & People How to Hire a Great SalespersonBefore You Can Afford a Bad One A bad sales hire at early stage doesn’t just miss quota — it burns pipeline, damages customer relationships, and sets your revenue back 6-12 months while you recover. Here’s how to hire the right salesperson the first … Read more
Free Playbook · Hiring & People The Founder’s Guide toLetting Someone Go With Dignity Terminating someone is one of the hardest things a founder does — and one of the most defining. How you handle it shapes your reputation as a leader, affects the team watching, and either honours or damages the person leaving. Here’s … Read more
Free Playbook · Hiring & People How to Hire Your First Engineeras a Non-Technical Founder Hiring your first engineer when you can’t code is one of the highest-stakes hiring decisions you’ll make — and one of the easiest to get wrong. Here’s how to evaluate technical candidates, structure the process, and avoid the traps that … Read more
Free Playbook · Hiring & People How to Write a Job Offer LetterThat Closes the Deal Most offer letters are either too cold and corporate or dangerously vague. Both lose candidates. Here’s how to write an offer that conveys excitement, covers everything legally, and gets a yes — with prompts for every scenario including counteroffers. … Read more
Free Playbook · Founder Mindset The Survival Guide forYour First Time Managing People Nobody trains founders to manage people — you’re just suddenly responsible for someone else’s growth, performance, and wellbeing. Here’s what actually matters in the first 90 days of managing someone for the first time. What’s in this playbook The shift nobody tells … Read more
Free Playbook · Hiring & People How to Onboard YourFirst 5 Hires Bad onboarding is one of the most expensive mistakes an early-stage founder makes. It costs you months of ramp time, destroys the confidence of great people, and creates a cultural template that’s hard to undo. Here’s how to do it right from day … Read more
Your best employee just asked for a meeting. You can tell from the message that it’s not about a project. Something is wrong. What you do in the next 72 hours will either keep them or lose them. Most founders handle this badly — not because they don’t care, but because they don’t have a … Read more
The most expensive hiring mistake a founder can make is hiring a Head of Sales too early or hiring the wrong one. I’ve seen it happen at every stage. A Series A founder finally has the budget to bring on a sales leader, hires someone impressive from a large company, and watches them fail within … Read more
Most performance review systems fail before anyone fills them in. They’re too long. Too generic. Too disconnected from how people actually work. They ask employees to rate themselves on “communication” and “teamwork” using a 1-5 scale that means nothing because nobody defined what a 3 looks like. I’ve seen this at every stage of startup. … Read more
Most Series A companies make the same mistake with their first VP of People hire. They wait until something breaks — a bad hire that costs six months, a culture problem that surfaces in an all-hands, a departing engineer who cites “poor management” in their exit interview. Then they panic-hire a People leader and expect … Read more