> I'm making my first hires this month Early-stage business advice is cheap and sometime barely worth the bytes it's stored in, but... Speaking as someone who

> I'm making my first hires this month Early-stage business advice is cheap and sometime barely worth the bytes it's stored in, but... Speaking as someone who has done a few startups. Until you get to 50+ employees you probably don't want to spend a lot of time thinking about the org structure. Keep it relatively flat (CXOs -> VPs -> Everyone Else) It is less cognitive load on you and empowers individuals to help form the company culture and workflow. Edit: I don't really agree with the premise of this article. I think it is critically important at early stages that everyone (engineering, marketing, sales, customer service, etc) are exposed to every part of the business. If a customer sends customer service a great review, engineering should see it. If a customer has an issue, engineering should be involved in making the customer happy. And the other way around, customer service should have a say in how the product is built... heck, the administrative assistant that answers the phone should even have an avenue for their feedback to be heard. Of course someone needs to ultimately make the decision but everyone should have a voice and feel vested in the company success.