Torsten Reil

They give the company a light-footedness that otherwise wouldn't be there and the speed that otherwise wouldn't be there. How quickly do you know when someone is exceptional?

They give the company a light-footedness that otherwise wouldn't be there and the speed that otherwise wouldn't be there. How quickly do you know when someone is exceptional?

quite often within 30 minutes of an interview that's what i usually try to achieve what are the clearest signs i think it's just a feeling the thing i always look forward is is effortlessness you know not trying too hard just being so kind of on top of the detail of everything that kind of the effortlessness shines through that's the main thing i look for i look for unwavering imbalance

quite often within 30 minutes of an interview that's what i usually try to achieve what are the clearest signs i think it's just a feeling the thing i always look forward is is effortlessness you know not trying too hard just being so kind of on top of the detail of everything that kind of the effortlessness shines through that's the main thing i look for i look for unwavering imbalance

quite often within 30 minutes of an interview that's what i usually try to achieve what are the clearest signs i think it's just a feeling the thing i always look forward is is effortlessness you know not trying too hard just being so kind of on top of the detail of everything that kind of the effortlessness shines through that's the main thing i look for i look for unwavering imbalance

It's interesting. I never ask questions in interviews like that. I don't have a set of questions. I just try to get into the flow. Really? Yeah. And you don't find there's commonalities in the questions that you ask? No. And I find them quite often too staged. And people, I always think people can tell when a question is staged. And so they're not themselves.

It's interesting. I never ask questions in interviews like that. I don't have a set of questions. I just try to get into the flow. Really? Yeah. And you don't find there's commonalities in the questions that you ask? No. And I find them quite often too staged. And people, I always think people can tell when a question is staged. And so they're not themselves.

It's interesting. I never ask questions in interviews like that. I don't have a set of questions. I just try to get into the flow. Really? Yeah. And you don't find there's commonalities in the questions that you ask? No. And I find them quite often too staged. And people, I always think people can tell when a question is staged. And so they're not themselves.

It's easier for me to just go with the flow and kind of see where it goes.

It's easier for me to just go with the flow and kind of see where it goes.

It's easier for me to just go with the flow and kind of see where it goes.

Yeah, this is about talent density. We do a founder offsite every three months and we make kind of decisions about how we want to run the company. And one of the decisions that we made was that we really do everything to go for talent density.

Yeah, this is about talent density. We do a founder offsite every three months and we make kind of decisions about how we want to run the company. And one of the decisions that we made was that we really do everything to go for talent density.

Yeah, this is about talent density. We do a founder offsite every three months and we make kind of decisions about how we want to run the company. And one of the decisions that we made was that we really do everything to go for talent density.

And that means really taking hiring seriously, but also taking performance management seriously and making sure that only people that are Helsing people are at Helsing. And that means very often that we try to reduce the number of people overall. We found that the most performing teams are really small in the company.

And that means really taking hiring seriously, but also taking performance management seriously and making sure that only people that are Helsing people are at Helsing. And that means very often that we try to reduce the number of people overall. We found that the most performing teams are really small in the company.

And that means really taking hiring seriously, but also taking performance management seriously and making sure that only people that are Helsing people are at Helsing. And that means very often that we try to reduce the number of people overall. We found that the most performing teams are really small in the company.

you can achieve a lot, particularly around software, with three to four exceptional people. And so we'd rather have a team of four exceptional people than eight good people. It makes everything easier. It's also cheaper, by the way. Even though you pay above market rate, it's cheaper to do it that way.

you can achieve a lot, particularly around software, with three to four exceptional people. And so we'd rather have a team of four exceptional people than eight good people. It makes everything easier. It's also cheaper, by the way. Even though you pay above market rate, it's cheaper to do it that way.

you can achieve a lot, particularly around software, with three to four exceptional people. And so we'd rather have a team of four exceptional people than eight good people. It makes everything easier. It's also cheaper, by the way. Even though you pay above market rate, it's cheaper to do it that way.