Guillaume Moubeche

I've seen too many times, you know, like you hire too quickly, you hire the wrong people, you can't keep like a high level, you know, like a high talent density and eventually like... But... In some cases, it's really helpful, but in our case, it wasn't the right timing. So I had another investor approaching us and talking about cash out and secondary.

I've seen too many times, you know, like you hire too quickly, you hire the wrong people, you can't keep like a high level, you know, like a high talent density and eventually like... But... In some cases, it's really helpful, but in our case, it wasn't the right timing. So I had another investor approaching us and talking about cash out and secondary.

I've seen too many times, you know, like you hire too quickly, you hire the wrong people, you can't keep like a high level, you know, like a high talent density and eventually like... But... In some cases, it's really helpful, but in our case, it wasn't the right timing. So I had another investor approaching us and talking about cash out and secondary.

And in that end, I was like, okay, tell me more. And it's basically when the money goes directly to the founder. And I think this is really awesome.

And in that end, I was like, okay, tell me more. And it's basically when the money goes directly to the founder. And I think this is really awesome.

And in that end, I was like, okay, tell me more. And it's basically when the money goes directly to the founder. And I think this is really awesome.

The only thing I know, once we started making a lot of profits before we acquired another business. So we had like some cash in the bank that we use for M&A, but we use it like for a different purpose. We started spending more on hiring. And I remember in six months at the time, we doubled the team almost. And we were like maybe like from 30 to 60 people.

The only thing I know, once we started making a lot of profits before we acquired another business. So we had like some cash in the bank that we use for M&A, but we use it like for a different purpose. We started spending more on hiring. And I remember in six months at the time, we doubled the team almost. And we were like maybe like from 30 to 60 people.

The only thing I know, once we started making a lot of profits before we acquired another business. So we had like some cash in the bank that we use for M&A, but we use it like for a different purpose. We started spending more on hiring. And I remember in six months at the time, we doubled the team almost. And we were like maybe like from 30 to 60 people.

I realized how bad hiring could really kill your company. And for me, you know, I have this feeling where when you feel the pressure to hire more, to spend faster, et cetera, if you're not skilled enough, it's going to be like really, really bad for your company and it can kill it. And in full transparency, I wasn't good enough at hiring for me to be able to handle like a fundraising.

I realized how bad hiring could really kill your company. And for me, you know, I have this feeling where when you feel the pressure to hire more, to spend faster, et cetera, if you're not skilled enough, it's going to be like really, really bad for your company and it can kill it. And in full transparency, I wasn't good enough at hiring for me to be able to handle like a fundraising.

I realized how bad hiring could really kill your company. And for me, you know, I have this feeling where when you feel the pressure to hire more, to spend faster, et cetera, if you're not skilled enough, it's going to be like really, really bad for your company and it can kill it. And in full transparency, I wasn't good enough at hiring for me to be able to handle like a fundraising.

One, you should hire people who have done it already. Literally, like because bootstrap mindset, you know, it gives kind of the underdog vibe. So from the start, I kept this underdog mindset, like I'm going to only find underdogs, the talent that no one knew they existed. And I'm going to show them that we're the Avengers and we're going to like, you know, like be the fucking rock stars.

One, you should hire people who have done it already. Literally, like because bootstrap mindset, you know, it gives kind of the underdog vibe. So from the start, I kept this underdog mindset, like I'm going to only find underdogs, the talent that no one knew they existed. And I'm going to show them that we're the Avengers and we're going to like, you know, like be the fucking rock stars.

One, you should hire people who have done it already. Literally, like because bootstrap mindset, you know, it gives kind of the underdog vibe. So from the start, I kept this underdog mindset, like I'm going to only find underdogs, the talent that no one knew they existed. And I'm going to show them that we're the Avengers and we're going to like, you know, like be the fucking rock stars.

No resume, no schools, like a lot of grit, a lot of talent. And that works to a certain extent. But when you really want to scale your company and scale it like faster, having people who have done it in other companies who have seen what rapid scale is really, really helpful.

No resume, no schools, like a lot of grit, a lot of talent. And that works to a certain extent. But when you really want to scale your company and scale it like faster, having people who have done it in other companies who have seen what rapid scale is really, really helpful.

No resume, no schools, like a lot of grit, a lot of talent. And that works to a certain extent. But when you really want to scale your company and scale it like faster, having people who have done it in other companies who have seen what rapid scale is really, really helpful.

Second thing, pay people and create a package where people are extremely well paid for their, you know, like their role, et cetera. And the reason you should do it is because hiring is extremely emotional. You know, like you get attached to people, you get, you know, like you have a It's something that everyone, you know, wants like scorecard and try to make it as an engineer.

Second thing, pay people and create a package where people are extremely well paid for their, you know, like their role, et cetera. And the reason you should do it is because hiring is extremely emotional. You know, like you get attached to people, you get, you know, like you have a It's something that everyone, you know, wants like scorecard and try to make it as an engineer.