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How to start building a startup team

Creating from zero a startup is not that simple, and manage it even less. Nevertheless one of the first problems in which we bump into, and that many underestimate, is exactly how to build a first team of a startup following the criterions and activity characterizing the business concerned.

Initially "the only person who is really necessary at the beginning of a startup is the one who originated it."
At the beginning the challenge does not consist so that much in looking for the right people for certain positions or that own specific professional experiences, but rather  in finding people with the right attitude, capables of understanding the customers’ needs and requirements, and for doing that might be necessary as much an anthropologist as a psychologist.


The second step that the creator of a business’ idea should do is going out “in the street”: learning how to be familiar with the customers psychology and understand what they want and what they are interested in. In fact, if a new product / service is not previously tested on a client it does not even make sense creating an enterprise.
It is necessary therefore beginning  to "come out of the closet" on the market, but this test is not about investigating or directly ask clients what they need or what they would like. It is more about keeping on creating prototypes, showing them to potential clients and make good use of their opinions whether positive or not.
One of the main causes of a startup’s failure is in fact to have started to sell the product / service before even having convinced customers to buy it, and therefore made sure that the idea has an actual real value and not just potential.

Then  we can start to establish the company. And for doing this it is useful previously drafting a road map which consists in setting a series of goals to achieve  in a short and long term and then consolidate them once they are reached go along. In these cases it might be useful to fix some weekly meetings with our own team in order to set some little targets to achieve.
In this projectual and development phase is useful to lean on freelance figures on which we can rely on, because we will see how to every achieved target  it also corresponds a new need.

Only after we have well organized the management, drafted the objectives, made sure of the product / service we want to offer, and launched the business, we can start thinking to hire staff.
To be taken into account in this initial phase are the figures of CTO, Chief Technology Office, the one who "directs"and supervises the "building" of the company; Business Developer, who is in charge of growing the business and developing it step by step; Account Manager, who is designated for the management of sales and the relationships with customers; a hybrid figure who is in charge of managing the team’s both external and internal communication and that keeps informed everybody on the continuous startup’s development; and a marketing profile that helps earning feedbacks and positioning the company name on the reference market.

These are some general useful criterions for the majority of the startups in their starting phase, even if it is necessary to well bear in mind that in this ecosystem rules do not exist since that everyone must search for what suits him best and is in line with its own core business and the resources at its disposal.

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