The tech industry is buzzing again—especially with AI and crypto in the spotlight. Everyone’s talking about hiring devs and scaling engineering teams—and sure, those hires are crucial—but they’re not the whole picture. Without the right operational and people talent, even the most talented tech teams can stall. Founders often find themselves scrambling to scale, while culture, structure, and retention start to slip. Let’s be honest: the magic doesn’t just happen because you’ve got rockstar engineers. It happens because your company gives them the space and support to thrive.
Top engineers aren’t just looking for a paycheck—they want to be part of something bigger. They want to work somewhere that aligns with their values and feels like a meaningful career, not just another job.
This is where people and talent teams come in. They help founders define and amplify the company mission, making sure it’s something that attracts top-tier talent. During my time at Foundation, we focused on hiring candidates who didn’t just have the technical chops but were also deeply aligned with our vision. This led to more engaged hires who were genuinely invested in building something impactful, and more importantly, stuck around when things got tough—critical for any startup.
Even the best engineers can’t work their magic in a chaotic environment. Without clear goals, growth opportunities, and consistent feedback, productivity takes a hit, and morale follows.
People and talent teams step in here, creating the systems and processes engineers need to thrive. From structured performance evaluations to clear growth paths, these teams foster an environment where engineers feel supported and empowered to do their best work. When you set the right systems in place, it’s not just about keeping the wheels turning; it’s about making sure your talent feels aligned and motivated to build what matters most.
At the start, founders wear all the hats. But when you’re juggling hiring, onboarding, and managing team dynamics, it’s easy to lose sight of what really matters—scaling the business.
Here’s where people and talent teams make a huge difference. They bring in operational talent who can streamline workflows, improve cross-functional communication, and implement scalable processes that support rapid growth.
For example, while working at Foundation, I partnered with our Founders to create hiring frameworks taht allowed for quick, efficient decision-making without sacrificing quality. Our People team produced culture docs that teammates could read to create culture around async communication, DRI culture, and more. By embedding these efficiencies into the company’s culture, they free up founders to focus on strategy while keeping the company moving fast.
Scaling a company is tough—founders end up doing everything until they burn out. Managing hiring, onboarding, and team dynamics takes up energy that should be spent on big-picture growth.
People and talent teams take the load off founders’ shoulders. They design efficient hiring processes, manage candidate pipelines, and onboard new hires quickly, so founders can focus on scaling the business. When the right team is in place, everything runs smoothly, and founders can focus on the bigger goals without getting bogged down in the details.
The best time to hire is before you absolutely need it. Waiting until the chaos of a bull run to build out your operational and people functions will put you behind the eight ball. On average, filling a senior engineering role takes around 45-60 days—that’s if your hiring process is running like clockwork. If you wait too long, critical roles stay vacant, and you’re left scrambling to catch up.
People and talent teams help you hire smart, not fast. They make sure you have the right people in place well before the market heats up. When the bull run does arrive, your team is ready to move fast, scale efficiently, and retain your best people through the highs and lows.
The next boom—whether in AI, crypto, or another emerging tech—is your chance to scale—but only if you've built the right foundation first. Operational and people talent aren’t just support roles; they’re the backbone of a company that can move quickly, execute flawlessly, and adapt to the rapid changes of any industry.
Here’s the takeaway: yes, hire the technical talent you need, but don’t stop there. Build the support systems around them, and you’ll have a company that attracts the best and keeps pace with whatever new wave of innovation comes next. The time to build your team is now—so you're ready for the next big opportunity when it hits.
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