This is a good rough outline. As the author says, it's not meant to be a perfect target that fits every company. Adjust accordingly. I like how he limits the n

This is a good rough outline. As the author says, it's not meant to be a perfect target that fits every company. Adjust accordingly. I like how he limits the number of C-level titles in the early stages to just a CEO and CTO. It's a common mistake for startup founders to hand out too many C-level titles to their cofounders and early hires. This causes problems when the company outgrows some (or most) of those people. If you need to bring in a more experienced CMO, CRO, CSO, or other C-level, your only options are to demote the existing C-level and replace them with a new boss or to arrange their exit from the company. Neither are good looks, and neither make people happy. Much better to start with Director and VP level titles in the early days. You can either bring in a C-level above them when the time is right, or promote them to C-level if they grow into the role. That said, most SaaS I've worked with would want more people on backend/devops at the earl stages. Having 3 people total handle combined devops and backend development is a big risk, especially if any of them want to go on vacation or leave for other jobs. Downtime and server outages are not a good look for a growing SaaS, so don't skimp on people who can keep it up and running.