2. Roll-up-the-sleeves Do’ers: This is someone who will get involved with tactical projects and drive tangible value for the company. You probably won’t be able to hire this person — they’ll be too expensive or not sufficiently challenged by the workload — but make sure the rules of engagement are upfront and clear. Just because you are compensating with equity should not lower the standards of what you expect from them.
I have seen many advisor relationships fall short, so consider giving them a project or two before you formalize the arrangement, and stop vesting the equity if they are not driving the kind of value you expected. Equity is just as sacred as cash, don’t take it lightly.
3. Try-before-you-buy’ers: All of your senior hires should start here. I know entrepreneurs go through an elaborate recruiting process before bringing on senior people — lots of interviews, dinners, references, etc. But just because the person has done well at other companies and is fun to be around doesn’t mean they’ll be a great fit for your company. There is only one way to find out — get them involved in the business.
If your advisor falls into this third category and you’re looking to hire them, ask them to invest their vacation days with your company.
For instance, a B2B company we funded had identified a world-class VP of sales. He had strong relationships with all the key buyers in their space. He seemed like a slam dunk on paper, but the CEO wanted to make sure there was a culture fit since he was coming from a very large company. So he asked this candidate to go with him on some sales calls. This forced the advisor to use PTO days at his current employer. He went to the meetings and sold the vision to customers. He became invested. Most importantly, he had to forgo a trip to Hawaii with his family, demonstrating real commitment.
![[削除済みユーザ]](https://secure.gravatar.com/avatar/695023b4efd563721d13716b1457bc73.png?d=identicon&mode=crop&r=PG&s=42)
彼はその分野の重要なバイヤーたちと密な関係を持っていました。資料を見る限り彼は完璧なように見えましたが、 CEOは彼の今まで働いてきた大企業との社風の違いに関して、彼がうまくやっていけるか確信を持ちたかったので、一緒に何度かセールスに同行するように頼み、彼にその時働いていた会社を退職せず、有給を取るように言いました。彼は、会議に参加し、顧客にビジョンを売り、その結果能力を見込まれました。その上、予定していた家族とのハワイ旅行もキャンセルし、やる気を示したのです。
Not only did this make the decision a lot easier for everyone involved, but it also demonstrated the passion and intent of the potential recruit.
Talk Through the Term Sheets in Advance
Often startups will have an informal agreement with advisors. As a VC we’re skeptical of these arrangements. We’ve seen too many companies burned by such deals. This is a morale killer at the company and can do serious damage to your reputation with investors.
Any time you’re starting a relationship with an advisor, work out a formal offer letter and have the advisor sign it. Avoid generalities and spell out everything: what you expect from them, compensation, what percentage of equity they’ll receive, and the vesting schedule.
For people you intend to eventually hire, get into the nitty-gritty. Bonus potential. PTO days. Reporting structure. Hiring plans (some execs are loathe to leave their admins behind). Make the process real for the would-be employee.
This contact with reality may freak out some potential hires. That’s good. It’s far better to weed out the people who can’t work in a startup sooner rather than later. There is always the possibility that the potential hire will renege, but at least they won’t be able to BS you that there was a misunderstanding about compensation or strategy.
Building a world-class company takes rockstar talent, and top talent is not cheap. But savvy entrepreneurs don’t wait for funding to start engaging their future team members in a meaningful way.
世界トップクラスの企業を構築するにはロックスターの様な才能を必要とし、優秀な人材は安くない。しかし精通した起業家は、自分の将来のチームのメンバーを引きつける為に資金調達を待つことはない。
会社が何パーセント程度の利益を受け取るかです。会社がが抜けていました。申しわけありません。