Elena Verna · 9 min read · Product Teams
How I think about hiring
Read the original on elenaverna.com →
The article argues that sprint velocity at scale comes from the team, not just headcount, by assembling a mix of 'farmers' and 'cowboys' and both 'old guard' and 'new guard' who must collaborate. It presents a hiring framework and emphasizes AI-native instincts as a valuable asset, while noting they’re not the sole factor for success.
Key Takeaways
- A high-performing product team needs diverse roles: farmers who scale resources and cowboys who explore new territory.
- Balance and collaboration between old guard (experience) and new guard (AI-native instincts) to navigate risks and seize opportunities.
- Ensure these groups actually get along to maintain velocity at scale.
- AI-native skills are valuable but must be complemented by traditional business experience.
- A deliberate hiring grid helps codify who to hire to support growth and velocity.
Excerpt
‘Okay, but seriously: how do you achieve this level of velocity in the product and this level of noise in the market… with 200 people!?’ People ask me this all the time. It seems unreasonable, even unbelievable, how much is being produced by so few employees. My answer is: It’s all about the team. And the team profile is not at all what you’d expect for a company that has $400M+ in ARR. It takes all types of people. Yes, we’re big on AI-nativeness , but that’s not all. You have to have the right blend. So I’ve been telling…