Great article which hit very close to my heart. I worked at startup which grew organically from a couple to 150 people over 7 years. After we raised Series C, VC forced a “high performing executive team” from large corporation on us. This star team burnt through all money with little success in less than 2 years (mostly by over-hiring), so we got sold cheap when pandemic hit because there were no other option.
From engineering perspective I can definitely confirm that leading a team in startup and big enterprise are two completely different things. In startup one needs to be hands on and setting example of high pace but versatile development.
Great article which hit very close to my heart. I worked at startup which grew organically from a couple to 150 people over 7 years. After we raised Series C, VC forced a “high performing executive team” from large corporation on us. This star team burnt through all money with little success in less than 2 years (mostly by over-hiring), so we got sold cheap when pandemic hit because there were no other option.
From engineering perspective I can definitely confirm that leading a team in startup and big enterprise are two completely different things. In startup one needs to be hands on and setting example of high pace but versatile development.