George Bonaci

Unless you're trying to solve a very specific problem and you have a really high confidence that this is the right problem to solve, I would not hire a specialist or someone with a traditional marketing background. I think hiring someone that has demonstrated they can think logically and they can do math is really, really important in the early days.

Unless you're trying to solve a very specific problem and you have a really high confidence that this is the right problem to solve, I would not hire a specialist or someone with a traditional marketing background. I think hiring someone that has demonstrated they can think logically and they can do math is really, really important in the early days.

Unless you're trying to solve a very specific problem and you have a really high confidence that this is the right problem to solve, I would not hire a specialist or someone with a traditional marketing background. I think hiring someone that has demonstrated they can think logically and they can do math is really, really important in the early days.

So that might be engineers, that might be ex-finance folks. It might be an ex consultant that hated consulting and like really wanted to stick with something long term and get their hands dirty. I think those make generally the best first first growth hires. But really, you should just be trying to assess for potential, which I think is a combination of like, can they have vision?

So that might be engineers, that might be ex-finance folks. It might be an ex consultant that hated consulting and like really wanted to stick with something long term and get their hands dirty. I think those make generally the best first first growth hires. But really, you should just be trying to assess for potential, which I think is a combination of like, can they have vision?

So that might be engineers, that might be ex-finance folks. It might be an ex consultant that hated consulting and like really wanted to stick with something long term and get their hands dirty. I think those make generally the best first first growth hires. But really, you should just be trying to assess for potential, which I think is a combination of like, can they have vision?

Can they kind of see areas where they can go? Like, can they acquire new skills really, really rapidly? And are they like internally motivated?

Can they kind of see areas where they can go? Like, can they acquire new skills really, really rapidly? And are they like internally motivated?

Can they kind of see areas where they can go? Like, can they acquire new skills really, really rapidly? And are they like internally motivated?

Yeah. If you've been at a company, especially a company that's an order of magnitude or larger or bigger, for more than a few years, it's just really hard to then change your mindset and go to a smaller startup and think about how much you have to get your hands dirty and how differently you need to think about things.

Yeah. If you've been at a company, especially a company that's an order of magnitude or larger or bigger, for more than a few years, it's just really hard to then change your mindset and go to a smaller startup and think about how much you have to get your hands dirty and how differently you need to think about things.

Yeah. If you've been at a company, especially a company that's an order of magnitude or larger or bigger, for more than a few years, it's just really hard to then change your mindset and go to a smaller startup and think about how much you have to get your hands dirty and how differently you need to think about things.

I think if you've been at a much, much larger company, you're going to tend to think more in terms of playbooks and rely more on your past experience than on what you can learn from others or what you can learn from maybe like other geographies, other companies or other peers. So going from playbook to first principle thinking is generally difficult to do.

I think if you've been at a much, much larger company, you're going to tend to think more in terms of playbooks and rely more on your past experience than on what you can learn from others or what you can learn from maybe like other geographies, other companies or other peers. So going from playbook to first principle thinking is generally difficult to do.

I think if you've been at a much, much larger company, you're going to tend to think more in terms of playbooks and rely more on your past experience than on what you can learn from others or what you can learn from maybe like other geographies, other companies or other peers. So going from playbook to first principle thinking is generally difficult to do.

I personally like stayed away from that type of profile.

I personally like stayed away from that type of profile.

I personally like stayed away from that type of profile.

I think if you're able to do some sort of back channel and some sort of test in that first interview, that is going to be like the most valuable, highest signal thing you can do.

I think if you're able to do some sort of back channel and some sort of test in that first interview, that is going to be like the most valuable, highest signal thing you can do.