Traits and Tactics of $200B Founders

"We need to start innovating now on these other acts if we actually want to build that large company... trying to know what are the technical debts we cannot afford so that we can build these acts."

• Anticipate future growth stages and invest in innovation accordingly.
• Communicate a clear long-term vision to align the team.
• Identify and address technical debt early to enable scalable expansion.

"We have the best engineering team in Europe... It's not that they are managing people in Europe and sitting on their own in the US."

• Utilize unique strengths, such as a strong engineering base, to differentiate in new markets.
• Build a global team structure with leadership present in key markets.
• Invest in frequent travel and customer engagement to bridge geographical gaps.

"You need to find ways to find a spy in the industry to get to know the person... The power of the board is bigger than you think."

• Conduct deep, covert references on potential board members beyond their provided contacts.
• Understand that a misaligned board member can significantly impact your company.
• Choose investors who respect the founder's vision and provide supportive governance.

"I don't like when someone asks me for their title... The title should be reserved for very large companies."

• Seek hires who are motivated by the company's mission rather than personal status.
• Maintain a horizontal organizational structure to minimize politics.
• Focus on candidates who demonstrate adaptability and commitment to the company's success.

"Firstly, you need to find someone that obviously works well with your values... and someone, more importantly, who could hire the best of the best talents."

• Align on core values and long-term objectives with your co-founder.
• Choose someone whose skills complement yours, filling gaps in your expertise.
• Ensure your co-founder has a strong ability to attract and hire top talent.

"When there is a crisis... it's time to invest. Let's go because your competitors cannot invest right now."

• Use challenging economic times to invest in R&D and innovation.
• Capitalize on reduced competition to gain market share.
• Maintain a long-term perspective and continue to build despite short-term market fluctuations.

"We went very early to the US... We sold to tech companies and they are forward-looking companies that everybody else in the world is looking up to."

• Consider entering larger markets early if your product fits, even if it's unconventional.
• Target early adopters in your industry who are open to innovative solutions.
• Use remote selling strategies to reach customers in new geographies without extensive on-the-ground presence.

"The advice is to talk to 20 people in the field... Ask when you're hiring your CRO, ask the 20 best CROs out there what good looks like."

• Seek insights from industry experts to understand what makes a great candidate in unfamiliar roles.
• Develop a detailed rubric based on seasoned professionals' input to guide your hiring decisions.
• Invest time in understanding the specific needs of each role to make informed hiring choices.

"The biggest mistake you can make... is to go for the brand before thinking about the person, and at your board, you get one person, and you don't get a brand."

• Prioritize the individual investor's values and alignment over the firm's brand.
• Conduct thorough due diligence on potential board members to ensure they will support your vision.
• Recognize that board members have significant influence and choose those who will be true partners.

"My hiring process is very complex. So starting with sourcing, I'm always sourcing... I'm always trying to find something extraordinary out there and I say, who are the best people you know?"

• Be proactive in sourcing talent by constantly networking and seeking referrals.
• Understand precisely what you need in a role by consulting experts and creating a detailed rubric.
• Tailor your hiring process to each candidate, refining questions based on previous interviews.