Show notes
Join the NetworkSummary:In this episode, Paul pulls back the curtain on how he actually hires at Philadelphia Table Company—what’s worked, what’s burned him, and how he’s refined the process as the team has grown to 10+ people. He talks about why “greatness is in the agency of others,” why waiting too long to hire can hold your whole business back, and how to know when it’s time to bring someone new into the shop or office.From vetting true self-starters to using 30/60/90-day check-ins and clear SOPs, Paul walks through the exact questions, filters, and small “tests” he uses to find people who can think for themselves, work efficiently, and actually make the business better—not heavier. Whether you’re a solo maker hiring your first helper or running a small team that needs to level up, this episode gives you a practical framework for building a crew you can trust.Key Takeaways / Highlights:“Greatness is in the agency of others.” You won’t build something great by doing everything yourself. At some point, growth requires bringing in people who are better than you at specific parts of the work.When it’s time to hire. There’s no perfect formula—it’s a mix of gut and necessity. If you’re consistently overloaded, turning down work, or stuck in tasks that keep you from sales and growth, you’re probably overdue.What to look for in makers. Paul prioritizes “handy” problem-solvers who’ve fixed things their whole life, work well independently, and can think through a build step-by-step—not just people with a pretty portfolio.Red flags in interviews. Chronic lateness (or super-early and ignoring instructions), trouble following simple directions, and candidates who only bring problems—not potential solutions—are all signs someone may not fit.Use structured questions and mini tests. Asking how someone would tackle a challenging project, what they do when they don’t know something, or what role they played in group projects reveals how they actually operate.Hire slow, fire fast (and why it matters). Rushing hires and hanging on too long can hurt team morale, productivity, and culture. A thoughtful multi-step interview process helps avoid painful mis-hires.30/60/90-day check-ins only work with clear SOPs. Paul uses written roles, responsibilities, and non-negotiables so new hires know what “success” looks like—and so feedback is concrete, not vague.Look for bottlenecks, not just “extra hands.” When the business grows, hires should be aimed at relieving specific choke points—admin, design, operations, or shop work—so the whole system runs smoother.Let hiring open YOU up. The right person should free you to do higher-value work—sales, leadership, design, strategy—not just keep the wheels turning.Where to find good people. Paul taps trade schools, maker programs, Indeed/LinkedIn, and—very effectively—his own brand and social media presence to attract aligned applicants.Don’t hire perfectionists who can’t ship. You want people who care about quality but also understand efficiency and deadlines. Perfectionism that kills throughput is a liability, not an asset.If you have your own favorite interview questions or hiring tricks, Paul would love to hear them—send them his way at [email protected] the Network