4 ms·
All 3 but I think most important is feeling sure that the business leaders understand Engineering trade offs and who to sell the product. You can’t do everythin
by spooneybarger 9y ago
All 3 but I think most important is feeling sure that the business leaders understand Engineering trade offs and who to sell the product. You can’t do everything. Everything comes with an opportunity cost.
Have the business leaders thought that through? Can they talk about it credibly? Can they explain how they imagine the company will succeed?
There are certain characteristics around focus, willingness to make hard decisions etc that are more important to me than a “record of success”. Past success doesn’t indicate future success. After all, there’s a ton of luck involved.
- LisaDziuba 9y agowow! To summarize your ideas: the founders should prove that they are real leaders who know how to succeed in both tech and business part. Follow-up question: how do you define if founders can do that? Is it how they talk (credibility is something hard to image without context)? Maybe they need talk about numbers & future plans? I'm curious to understand, what is important to show in the job description and tell during the interview with the engineers. Some side note: in our founding team we have both business and engineering expertise. We talk about this from the perspective "what we can teach you" but not from "look, we can deliver result".