The rule of thumb I’ve heard in various CEO interviews is that an organization’s nature fundamentally changes when it triples in size. 80K has ten full-time staff at the moment (counting their team page plus one person who hasn’t been added yet), but if only a couple of those are advisors, tripling the size of the advisory team might change a lot.
Not that I’m saying “concern with difficulty around scaling up” is 80K’s only motivation; I’d just guess that it’s roughly as important as difficulty finding good advisors.
We think the question of how fast to hire is very difficult and we’re constantly debating it. Currently we think that five per year is manageable and will help us grow. Much above five per year, and most of our time would be spent hiring and there would be risks to the culture. Much below that seems like a failure to adequately grow our team capacity.
Still not sure about the importance of this vs. other factors, though.
The rule of thumb I’ve heard in various CEO interviews is that an organization’s nature fundamentally changes when it triples in size. 80K has ten full-time staff at the moment (counting their team page plus one person who hasn’t been added yet), but if only a couple of those are advisors, tripling the size of the advisory team might change a lot.
Not that I’m saying “concern with difficulty around scaling up” is 80K’s only motivation; I’d just guess that it’s roughly as important as difficulty finding good advisors.
Just found a relevant line from the review:
Still not sure about the importance of this vs. other factors, though.
Thanks, I missed that!