"One team in a big company, like Google or Amazon, is just a part of a big machine. There is not a lot of pressure of having to like or be close to the people you work with. For a young company, every new person can make or break the whole project, both skill-wise and personality-wise. So, what are the pitfalls of searching for co-creators and employees for your new enterprise and how to avoid them? This topic will be interested for those who look at: - Building a tech startup team - Building a strong startup team - Startup team This is adopted presentation. To review the longread, visit https://axisbits.com/blog/issues-business-owners-should-keep-an-eye-building-a-tech-startup-team"

1. Top 5 Issues Business Owners Should Keep An Eye On
While Building A Tech Startup Team
For a young company, every new person can make or break the whole project, both skill-wise and
personality-wise. So, what are the pitfalls of searching for co-creators and employees for your new
enterprise and how to avoid them?

2. Top 5 Issues Business Owners Should Keep An Eye On While
Building A Tech Startup Team
Introduction
Absence of technical background
Lack of commercial expertise to build a tech startup team
Team structure and workload
Correct division of roles and accountabilities
Tech Startup Team demotivation
Final Thoughts
Contacts

3. Introduction
Getting together a small crew of professionals is a difficult task both for big companies and small startups. Every person brings
their own personality, vision of the final product and the road to reach it, and different expectations about their position on the
team. However, for a relatively small startup, the consequences of these difficulties could be much more damaging.
One team in a big company, like Google or Amazon, is just a part of a big machine. There is not a lot of pressure of having to like
or be close to the people you work with. For a young company, every new person can make or break the whole project, both skill-
wise and personality-wise. So, what are the pitfalls of searching for co-creators and employees for your new enterprise and how
to avoid them?

4. Absence of technical background
If you have a concept that you’re certain about in terms of relevance and return of investment, but you have little to no idea
about the technical aspects of its realization, you will definitely have a problem picking an employee for this task. Smaller
startups usually don’t have enough finances to use the services of a competent HR manager, so you will have to do qualification
and experience checks and interviews by yourself.
The most important advice that you need to follow in order not to be scammed and hire an incompetent person is not to rush
the process and be thorough. This is essential when building a strong startup team. Don’t pick the first person who seems
qualified: ask around, reach out to their previous employers and colleagues for comments. Look further than professional skills
and double-check that your personalities work well together, too. Another tip that comes in pair with this one is to be swift and
merciless when it comes to firing. Don’t try to prolong the inevitable if a person doesn’t have the skills you need – there’s plenty
of fish in the sea, find someone who suits you better.
Alternately, you can look into small outsourcing teams - those are a great option when you need to reach your goals at a
reasonable cost, and you don’t need to worry about your personalities clashing when you don’t work in close quarters.

5. Lack of commercial expertise to build a tech startup team
The reversed situation is just as common, probably even more plausible, as most of the new ideas in a field are developed by
professionals in that field. However, if you don’t know the detailed process of monetization and marketing for your idea, it will
never become profitable.
It is much more likely to encounter a scammer in this area, because money attracts them like honey attracts bees. So, the
simplest solution to this problem is to hire a part-time consultant, who would have no interest in lying to you. They are much
easier to find and, with enough information, you will later be able to either handle the task by yourself or to hire someone you are
sure will be competent.

6. Team structure and workload
On the subject of advisors and part-time workers, sometimes it is much better to hire them for other positions, too. Some
experts say that for young companies, hiring a person on a part-time basis with the possibility of offering them a permanent
position based on their performance works much better than accidentally hiring an ineffectual full-time employee. It is also
helpful to hire contractors or advisors as initial help to a new staff member to take off some workload to let them focus on
studying or assess the case. Once again, outsourcing the services might be a good idea that will save you quite a bit of money.

7. Correct division of roles and accountabilities
Sometimes a startup doesn’t have a clearly determined leader. When everyone is equal, problems might arise in terms of the
decision making, taking the responsibility, etc. To take away the confusion, you should either pick a capable person to take the
lead or hire a professional to take up the position of CEO.

8. Tech Startup Team demotivation
This problem is quite common for startup companies that have been active for a while but haven’t achieved the success that
was expected. However, you should never lose faith in your project. The best way to encourage the team is for the leader to set
up clear goals and checkpoints that in the end lead to a distinct big picture. Be prepared for some of that goals to not work out
and don’t be dismayed by it – adapt to the changes and stay positive!

9. Final Thoughts
Although creating something new is always risky and unpredictable, with the right people by your side you will always be able to
overcome every obstacle and avoid the pitfalls. Just select your team, inner or outsourced, and enjoy watching the evolution of a
simple thought into something more material.

10. Contact Us
Do not hesitate to reach out to us in case you would like to get a quotation or clarify the details of our potential cooperation.
Maxim Kozlovsky
Founder & CEO
maxim@axisbits.com
/in/maximkozlovsky/
Angelika Kuznetsova
Partnerships Manager
angelika@axisbits.com
/in/angelika-kuznetsova-b7422b159/
Victoria Levchenko
Project Manager
victoria@axisbits.com
/in/victoria-levchenko-0616b196/
Skype: info.axisbits Phone: +1 347-389-0492E-mail: info@axisbits.com Website: axisbits.com