Last week I closed off a project working with a firm who has *just* launched publicly, with the majority of the hiring process happening whilst they were still in stealth.
They needed a Director of AI Engineering who could bridge antibody science and AI, someone who could lead a technical team, understand biologics, and build systems and structure that will carry them through to Series A and beyond.
Here are a few things that came about from that process that can be applied if you're also hiring in stealth or early stages:
When nothing comes up when people Google your firm, you need to be able to explain exactly your mission, goals, and strategy for getting there. At senior level people respond when you can explain precisely the science, the impact, reason for existing, and the type of person who you think will thrive alongside you.
At stealth stage whoever you bring in will massively shape the foundations of the culture. Know what you want from someone in terms of attitude, communication, and general working/leadership style because they’ll set the tone for who joins their team over the next year or two.
If you’ve got more than one person in process you could see yourself hiring, think about how else they could be involved through consultant projects or advisory input.
Consider the hires at this stage that will build investor confidence further down the line. This director being secured right at the time the firm came out of stealth has sent a message of intent and capability.
Most of all, hiring in stealth is an exercise in clarity. Every chat you have and decision made in the process tells candidates who you are and your capability.
Very very tough to do all the heavy lifting without the strength of a brand behind you yet, but if you get it right at this stage you can create a solid blueprint for hiring as you scale.
Can't wait to see how this firm gets on with this new hire!
#stealth #hiring #startup
Roman Engeler Thank you for these insights. It is definitely useful for me as an early-stage founder