The Hardest Part of Early-Stage Startups? People.

Recruiting - Hiring - Onboarding - Firing: the four people decisions that can build - or break - your early-stage company.

Last week, I had conversations with clients on these exact topics.

• One founder was hiring their first SDR.
• Another (a past client) was wrestling with whether to let someone go 😮‍💨
• Another was in the middle of revamping their entire sales recruiting process.

These conversations are always intense. They're not just about tactics or strategy.

They’re about people.

And in early-stage startups, your company is your people.

That’s why I try to be extra intentional when we discuss recruiting, hiring, onboarding, and firing.

But here’s the thing:

Most early-stage founders I meet haven’t hired more than a handful of people.

Firing? Maybe never.

Also, recruiting feels like a vague LinkedIn activity that only becomes urgent when things are already on fire.

So… how do you manage these four critical levers without formal HR or leadership experience?

Let me share how I approach it, based on real conversations, mistakes, and many years in the field.

Recruiting

🧠 ABR: Always Be Recruiting

Set aside 1–2 hours per week for it. Block it in your calendar.

Use Sales Navigator. Or use LinkedIn Recruiter - if you have the money (it’s expensive 😅).

But don't wait until you need to hire. Because great talent never shows up right when you need it.

Instead:

• Reach out to interesting people now.
• Invite them for a coffee or call.
• Share updates about your startup.
• Keep them warm. Drop a WhatsApp. Send a voice note.

At Inscaler, I recently hired for a Founder Associate role.

150+ applicants. 4 in the final round. I chose 1 - but I’m still in touch with the other 3.

That’s your talent pipeline. Active, warm, and ready when you are.

Hiring

⏳ Slow is smooth. Smooth is fast.

Hiring shouldn’t feel rushed.

Unless it’s someone you know very well, gut instinct isn’t enough.

You need a system.

A structured process that filters out nice CVs and surfaces A-players.

Here’s what I use:

• ✅ A-Player Scorecard (define “great” before you start)
• ✅ Screening Interview (with a fixed question set)
• ✅ Chronological Deep-Dive (understand the real story)
• ✅ Roleplay (live + offline homework)
• ✅ Motivation Interview (with founders)
• ✅ Offer (with clarity, timelines, and no surprises)

Yes - it’s 6 steps.

Yes - it takes time.

But you’re not hiring to fill a seat.

You’re hiring to raise the bar.

Onboarding

🚀 Onboarding is underrated.

Most founders think: “They’re senior. They’ll figure it out.”

Big mistake.

Every hire - junior or senior—needs context, clarity, and a 30-60-90 day plan.

At Inscaler, I use a notion page with our full playbook:

• 🎯 Role expectations + How to work with me
• 🛠 Tools & CRM walkthroughs
• 🧠 Product deep-dive + top FAQs
• 🔁 Weekly 1:1s from day one

Make them feel supported.

Check in often.

You’re not babysitting - you’re accelerating their ramp-up.

Firing

😬 Hardest part. Still necessary.

We’ve all heard “hire slow, fire fast.”

I used to believe in it 100%. Maybe I still do - but with nuance.

Because when you hire right, firing becomes hard.

You’ve invested time. You’ve onboarded. They’ve tried.

And the truth is - no one wakes up wanting to underperform.

Most people try. Most people care.

But sometimes, they need more structure, feedback, or coaching.

So, before pulling the plug:

• 📊 Set a clear Performance Improvement Plan (PIP)
• 👀 Track activity, KPIs, calls, pipeline
• 💬 Have honest weekly check-ins
• 🤝 Be in the trenches with them, join calls

If things still don’t improve - and the person is uncoachable or dragging down team morale—you have to act.

Let them go, but do it with respect.

Help them find their next gig. Make intros. Give clarity.

Final Thoughts

People decisions are the hardest part of building a company.

They’re also the most impactful.

Recruiting, hiring, firing, and onboarding aren’t scientific.

They’re messy. Emotional. Often unfair.

But they’re your responsibility.

And here’s a truth that took me years to accept:

When you hire the wrong person, it’s usually not their fault. It’s yours.

You rushed the process.

You ignored the signs.

You weren’t structured enough.

And now, both your company and the person are paying the price.

That’s a big responsibility.

But if you embrace it, structure it, and improve every time, you’ll build a team that doesn’t need to be micromanaged.

You’ll build a company you’re proud of.

Thanks for reading this far.

As always, see you next week 👋

– Matteo