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Someone who is so excited about working there that they become an evangelist for your product. It doesn’t matter what their background is
Good question…for me, it would be income and needs based. For example, if I’m losing income because I can’t physically do all the work, then I’d hire someone full time. Sorry, that’s such a general answer because I don’t know your situation. My situation is a lot easier because it’s a simple math problem: if I open my store for 4 more hours, I make $x more per day, which affords x more employees
Usually tech are hired first. All other are handled by founders or outsourced. And you only have an in-house finance team when you are getting serious about rounds and growth.
I would think it depends on what your strengths and weaknesses are so finding someone who can complement you and take over what you're least-suited to
I was thinking this. I’m strong in program/product management and customer service but less so in finance, sales and marketing.
Your question is vague. Can you first describe what hat(s) are you wearing?
Why don’t you give the outsourced customer service job to a paid intern and see if they will keep up and then give them a job but of course make sure they can wear more hats than one.
Get your product right in first place, rest everything will fall in line!
The product is there. I’m asking for next steps as we are growing.
It depends on your background and how much you can handle yourself.
I mentor, advise and sometimes invest in eCommerce startups and I often notice founders focusing on investor relations, vendor management and product outlook (GTM).
If you plan on handling this yourself then I suggest you onboard a technology co-founder because as you scale this is one area you do not want to manage if you are focusing on the above mentioned areas.
Happy to chat if you have any questions.
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To answer precisely, I would need more detailed information about the business. However as a general advice, hire to compliment your strengths and bridge your weak areas. Also, consider hiring employees who have T-shaped skills (1 core expertise and broad knowledge of everything else in their domain), because you might be too lean to afford multiple experts. Lastly, hiring will depend on your business goals too. For example, if you know you have a MVP that is already market fit, then ramping up sales seem to be the next focus. If you are already selling and need to expand in new markets and scale up, consider a sales-marketing person. Etc
For e-commerce, probably customer service. If sales take off, that part can be rather draining.
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A bad ass (pre-) sales person who can show of your product as it's the next big thing. Combine this with a great technical roadmap, listing all things you don't have yet technically to show you're thinking about the future. Only start further developing after you got your first customer(s) in. Develop further together with/for your customers.
We can't possibly advise you properly without knowing your abilities and interest. A solopreneur must minimally have some sales and delivery ability (this is why independent consultants usually start businesses), then as you scale to a second person you can relinquish one of these two hats. Retaining sales essentially makes you the CEO retaining delivery essentially makes you the COO, you can continue to outsource CFO and CMO rolls until it makes sense to bring those in-house as well.