An engineer in a key position in our deeptech startup announced to have accepted another job. This came as quite a shock, not only because it’s a vital role, but also because we’ve never once received a spontaneous application for it. Furthermore, it’s a position no one else in the company knows anything about, meaning we can’t simply hire a junior and coach them up to the required level.
In our pre-seed startup we are in a catch-22: we have limited resources to hire senior talent, yet we need that talent to secure the resources. How can we navigate this uncertainty?
Clearly, providing feedback and rejecting candidates is a delicate art
After 15 years, my job no longer challenges me. To improve my opportunities on the labor market, I’ve started a part-time MBA. I’ve asked my boss if I could work less, but he doesn’t see any options.
We’ve been talking to VC’s for months for our series A round and no results have yet been achieved. Although our business case is considered very strong, it is not possible to convince investors. The most important reason for this is the suspicion of trade restrictions that the US has imposed on Iran.
Sometime ago I started as a manager at a high-tech startup. It is a busy time with long days, seven days a week. We build a business from scratch, and I spend at least half my time on hiring new team members. The competences we are looking for are scarce, and the market is already very heated. Finding the right people has the highest priority, we can not afford mistakes. Yet I wonder how to build our all-star team. Especially for the managerial roles it is best to attract the right people. What could we improve on our recruitment?