Guillaume Moubeche

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.

Like, okay, how many points do they have for this skill, et cetera? This is bullshit. Hiring, you know, it's like, it's the same, you know, at school, we teach you that there are only like five, five cents, you know, it's like a touch, sight, taste, hearing and taste or whatever. But actually intuition is the sense that everyone should build. Your intuition, your gut feeling is

Like, okay, how many points do they have for this skill, et cetera? This is bullshit. Hiring, you know, it's like, it's the same, you know, at school, we teach you that there are only like five, five cents, you know, it's like a touch, sight, taste, hearing and taste or whatever. But actually intuition is the sense that everyone should build. Your intuition, your gut feeling is

Like, okay, how many points do they have for this skill, et cetera? This is bullshit. Hiring, you know, it's like, it's the same, you know, at school, we teach you that there are only like five, five cents, you know, it's like a touch, sight, taste, hearing and taste or whatever. But actually intuition is the sense that everyone should build. Your intuition, your gut feeling is

This is like the strongest moment, the strongest things, you know, and in hiring, you should always trust it. So for me, whenever, you know, you have someone with a really good package that you are paying extremely well, the reason it's helpful is because if they don't deliver, it's super easy for you to let them go fast and find someone who could.

This is like the strongest moment, the strongest things, you know, and in hiring, you should always trust it. So for me, whenever, you know, you have someone with a really good package that you are paying extremely well, the reason it's helpful is because if they don't deliver, it's super easy for you to let them go fast and find someone who could.

This is like the strongest moment, the strongest things, you know, and in hiring, you should always trust it. So for me, whenever, you know, you have someone with a really good package that you are paying extremely well, the reason it's helpful is because if they don't deliver, it's super easy for you to let them go fast and find someone who could.

And really like paying someone maybe like 20% more than what they are offered usually help you find the 10x profile.

And really like paying someone maybe like 20% more than what they are offered usually help you find the 10x profile.

And really like paying someone maybe like 20% more than what they are offered usually help you find the 10x profile.

Maybe that's my relationship with money, but it's like everyone, you know, like you're in a company. So it's basically a capitalistic model where every person needs to bring something to the table. And if they don't deliver and if they can't give a certain ROI on their salary, then it's easy, you know, like to just say it's not an investment anymore. It's a cost.

Maybe that's my relationship with money, but it's like everyone, you know, like you're in a company. So it's basically a capitalistic model where every person needs to bring something to the table. And if they don't deliver and if they can't give a certain ROI on their salary, then it's easy, you know, like to just say it's not an investment anymore. It's a cost.

Maybe that's my relationship with money, but it's like everyone, you know, like you're in a company. So it's basically a capitalistic model where every person needs to bring something to the table. And if they don't deliver and if they can't give a certain ROI on their salary, then it's easy, you know, like to just say it's not an investment anymore. It's a cost.

And it's a cost that can be, you know, like just should be different. You know, it should be an investment and not a cost. Yeah. What are the biggest hiring mistakes that you made that you look back on now? One thing that I think would have helped me is like after an interview, asking myself, do I see myself working for 10 years with that person?

And it's a cost that can be, you know, like just should be different. You know, it should be an investment and not a cost. Yeah. What are the biggest hiring mistakes that you made that you look back on now? One thing that I think would have helped me is like after an interview, asking myself, do I see myself working for 10 years with that person?

And it's a cost that can be, you know, like just should be different. You know, it should be an investment and not a cost. Yeah. What are the biggest hiring mistakes that you made that you look back on now? One thing that I think would have helped me is like after an interview, asking myself, do I see myself working for 10 years with that person?

Like, do I like their energy or like this kind of things? I think it's super important. And sometimes it's not even that people don't have the right skills. It's not even that they're not going to be great at their job. If you don't get on well with someone, your job is not going to be as fun. And to be honest, it's so tedious. Like you shouldn't make these hires. Do you do one-on-ones? I used to.

Like, do I like their energy or like this kind of things? I think it's super important. And sometimes it's not even that people don't have the right skills. It's not even that they're not going to be great at their job. If you don't get on well with someone, your job is not going to be as fun. And to be honest, it's so tedious. Like you shouldn't make these hires. Do you do one-on-ones? I used to.

Like, do I like their energy or like this kind of things? I think it's super important. And sometimes it's not even that people don't have the right skills. It's not even that they're not going to be great at their job. If you don't get on well with someone, your job is not going to be as fun. And to be honest, it's so tedious. Like you shouldn't make these hires. Do you do one-on-ones? I used to.

Now I'm not so much in the operational anymore. This is kind of actually you come at a moment where this is a transition phase for me, but yeah.