Personal Networks</h2>\n<p>This is the most important source by far. Once your startup scales it’ll become less important as you’ll have more budget to spend on recruiting tools and building a recruiting team. At the start though it’s where you should exclusively focus your energy and only consider other sources when you’ve exhausted all possibilities here.</p>\n<p>Hiring someone you’ve already worked with is your best option because you already know if you’ll like working with them. How much you enjoy working with any single person matters less as you grow larger but for your first hire it could be the difference between persevering to success and shutting down the company. (Caveat: startups are also uniquely stressful environments and there’s still some probability you might not enjoy working with your friend under this kind of stress as much as when you were both at a bigger company).</p>\n<p>You’ll also have a better chance to convince someone you know to take a risk and join you. Asking anyone to join as your first hire is asking for an order of magnitude greater commitment than pitching an investor to invest. With personal connections you’ll know what would most motivate them to join and you can lean on friends to help convince them to make the leap.</p>\n<p>Yet I’m surprised by how often founders don’t fully explore their personal networks for hiring. It’s easy to be quick in assuming that none of your friends are available before even asking them. It’s understandable. Asking your friends to leave their jobs and take a risk with you is scary. It’s also more awkward to be rejected by your friends than strangers. Still, if you’re optimizing for the success of your startup you’ll have to put this aside. Here’s a plan you could follow:</p>\n<ol>\n<li>\n<p>Make a list of the best engineers you know, whether you think they’re available or not. Go through your Facebook and LinkedIn to jog your memory.</p>\n</li>\n<li>\n<p>Invite them to lunch or dinner with them to talk about your startup.</p>\n</li>\n<li>\n<p>Make the ask – would you consider joining us?.</p>\n</li>\n<li>\n<p>Whatever they answer, ask a follow up question – if you did join us, which engineers would you most want to hire?.</p>\n</li>\n<li>\n<p>Ask for an introduction to those people.</p>\n</li>\n<li>\n<p>Repeat 2 – 5 with each of the introductions.</p>\n</li>\n<li>\n<p>Repeat 1 – 6 ad infinitum, I know public company founders who still do this. Expect to be spending at least a third of your time on this alone.</p>\n</li>\n</ol>\n<p>For your first three engineering hires I’d recommend focusing exclusively on personal network hiring. As your team grows though you’ll start thinking more about the composition and diversity of your team. Hiring through your personal network usually isn’t the best option for this and the larger a team grows the harder it becomes to change the balance. After your first three hires, I’d suggest continue to work your personal network and supplementing with the strategies below to meet candidates your own network wouldn’t reach.</p>\n<h2>Hiring Marketplaces</h2>\n<p>Newer recruiting startups like us (Triplebyte) and Hired operate as marketplaces. There’s candidates on one side and companies on the other. The value to candidates is increasing their number of options and to companies it’s reducing their time to make hires.</p>\n<p>These marketplaces are strictly inferior to using personal networks for your first hire. The good ones can attract high quality candidates but most will want to work somewhere that already has an engineering team. They also charge a fee per hire that will usually be around $25,000 for an experienced engineer. Whether that’s good value for you depends on how much funding you’ve raised and how much founder time you’d have to spend on making that hire.</p>\n<p>Candidates on these marketplaces are also speaking with multiple companies so you’ll face competition. You can get success though (we’ve had startups make their first hire on Triplebyte). Your results will depend heavily on how effective your pitch and closing process is. I’ve seen a lot of variance in how effective companies are at this. An engineer hired at <a href=https://www.ycombinator.com/"http://gusto.com//">Gusto (YC W12) through Triplebyte <a href=https://www.ycombinator.com/"https://kellysutton.com/2016/10/20/visualizing-a-job-search-or-how-to-find-a-job-as-a-software-engineer.html/">blogged about how much difference there is between companies in just being responsive to him. To get the most from a hiring marketplace you need a polished pitch for why your company is an exciting place to work and a speedy process for moving them from first call to interview and offer.</p>\n<p>Despite the disadvantages I still rank (good) hiring marketplaces as your second best option because they provide quick access to a pool of vetted, skilled engineers. The candidates on these marketplaces are mostly motivated to move jobs right now. You can quickly get on the phone to make your pitch and start interviewing the interested ones. This also helps you practice and improve both your pitch and calibration on what exactly you’re looking for. Getting better at pitching will increase your success at hiring in general.</p>\n<p>Some of the marketplaces will also do a rigorous technical evaluation of the candidates before accepting them onto the marketplace. If that evaluation is done well, you can skip your own pre-onsite technical screening and expect a higher conversion rate of onsite interviews to offer which saves you time. (The average direct to onsite to offer rate for Triplebyte candidates is 40% vs the industry standard of 20%).</p>\n<h2>Generate Inbound</h2>\n<p>As an early stage startup you likely won’t get much organic inbound interest from good engineers. The quickest way to generate this is posting on job sites. However most job sites aren’t frequented by high-quality engineers. They’ll get you volume, not quality and volume alone isn’t what you want. The majority of job applicants for any job posting are below the bar and it creates more work for you to filter them. The job postings I would recommend trying are on sites with a sizable engineering audience e.g. <a href=https://www.ycombinator.com/"https://stackoverflow.com/jobs/">Stack Overflow Jobs</a>, the monthly Hacker News <a href=https://www.ycombinator.com/"https://news.ycombinator.com/item?id=17442187\%22>%e2%80%9cWho is hiring?”</a> thread (Hacker News job postings themselves are only available to YC companies) and <a href=https://www.ycombinator.com/"https://angel.co/recruiting/">Angel List</a>.</p>\n<p>You can also create content that appeals to engineers to generate inbound interest. This is especially easy if you’re working on a particularly exciting idea e.g. self-driving cars. As soon as you publicly announce what you’re doing you’ll get a burst of inbound applications. As this type of startup you’ll always have a hiring advantage by having an easier time getting press and building brand recognition.</p>\n<p>Developer tool companies also have an advantage. Your product is already interesting to engineers and you should be investing in writing good quality blog posts about it – both to attract customers and for hiring. Set a goal of writing an article that’s Hacker News front page worthy at least once a month.</p>\n<p>If you’re not either of these types of companies you can still blog about the technical choices you’ve made. Have you made any controversial or unusual choices in your stack? If so, write about them. You may alienate some engineers who disagree but you may also capture the full attention of a few who agree strongly e.g. Cognito have especially strong views on testing and wrote about how they use mutation testing (<a href=https://www.ycombinator.com/"https://blog.cognitohq.com/how-to-write-better-code-using-mutation-testing//">https://blog.cognitohq.com/how-to-write-better-code-using-mutation-testing/). Not only does this get the attention of potential candidates, it creates content that you can also use include in cold outreach (more on that later).</p>\n<p>A more time-intensive option is creating interactive content like coding challenges or puzzles, the Netflix algorithm contest being the most famous example. This can definitely work, Robby Walker, founder of Cue (acquired by Apple), wrote about how this worked well for them here (<a href=https://www.ycombinator.com/"https://techcrunch.com/2013/03/08/programming-challenges-benefit-job-seekers-and-employers//">https://techcrunch.com/2013/03/08/programming-challenges-benefit-job-seekers-and-employers/). It’s a high-risk strategy though. If you can’t design something genuinely interesting then spending time on this will be a boondoggle. If you’re confident in your ability to make something interesting then go for it but run your idea by some engineering friends first to see if it sparks interest.</p>\n<p>Finally your inbound conversion will increase the higher quality your job posting is. Invest time in making it stand out. Larger companies default to generic job postings that all look and sound the same (often because they’re literally using the same software to create them). As a startup you can do better. You could make your job posting personal by writing in the first person as founder about why you started this company. You could use an informal tone that doesn’t read like corporate boilerplate. Experiment with what feels right but move away from blandness.</p>\n<h2>Cold Outreach</h2>\n<p>Cold outreach is messaging engineers online. This could be on career/recruiting specific platforms like LinkedIn or places where engineers spend time like Hacker News and GitHub. (One advantage a technical founding team has here is they’ll already know where the best places are to look).</p>\n<p>The challenge with cold outreach, especially on recruiting-specific platforms like LinkedIn, is the overwhelming number of messages good engineers receive on them. For your message to stand out from the crowd you need to put in work to make it personalized. Greg Brockman has some great advice (<a href=https://www.ycombinator.com/"https://stripe.com/blog/startup-advice-cold-recruiting/">https://stripe.com/blog/startup-advice-cold-recruiting) on this.</p>\n<p>You’ll also see a greater return if you can hunt down email addresses rather than sending messages. If you’re looking at profiles on LinkedIn, use the Connectifer (<a href=https://www.ycombinator.com/"https://www.connectifier.com//">https://www.connectifier.com/) Chrome extension to get them. Otherwise do what you can to find an email address (sometimes people include them in their forum profiles or try finding a personal website that might have contact information). If you have any press articles or noteworthy mentions, I’d link to these in the message too. You also need to follow up and expect it’ll take two or three emails before you get a reply.</p>\n<p>This approach is how the majority of technical hiring at larger companies is done. Teams of recruiters reach out to candidates and optimize their messaging over time to get more responses. There are tools to help you with this optimization e.g. Sourceress and ZenSourcer. If you send enough messages this approach will work and can result in great hires. If you reach people just before they’ve started interviewing and move quickly, you’ll have a much higher chance of closing them.</p>\n<p>The disadvantage is it’s very time consuming and will feel draining. The majority of your messages won’t get replied and you’ll be tempted to give up. You’ll have to commit to spending a certain amount of time per day sending emails and messages. One time saving trick you can consider is giving someone else access to your email and paying them to send the messages on your behalf then you handle the replies. How comfortable you feel doing that is of course your call.</p>\n<p>It’s hard to estimate how quickly you might be able to hire through cold outreach. If you’re lucky you could get the right person in for an interview next week. More realistically, I’d expect this approach to take up to 6 months before it results in a hire.</p>\n<h2>Recruiters</h2>\n<p>Hiring a technical recruiter to make your first engineering hire is hard to make work. The strategy they’ll probably use is cold outreach and it’s unlikely they’ll achieve higher response rates than messages coming from a founder.</p>\n<p>What a recruiter does have more of than you is time and focus. They can send more messages per day and this could get more candidates replying if the gap between their effectiveness and yours is narrow enough. My recommendation if you go down this route would be to find recruiters who work on a contract basis. You can agree on a rate per hour, how many hours they’ll work per week and for what period of time. Then if they’re producing candidates, great. If not, you cancel the contract. Anecdotally, I’m noticing a trend where more of the best recruiters at companies are starting to work as independent contractors for multiple startups.</p>\n<p>Before working with a recruiter make sure you’ve invested time in really training them on how to pitch your company well. I’d give them all the information they need, give them a day to prepare and then ask them to pitch it back to you. Only work with them if they do this well.</p>\n<h2>Meetups</h2>\n<p>Meetups are difficult to rank on this list because their effectiveness has high variance depending on both the type of event and the type of person you are. Meetups that are primarily business conferences with corporate sponsors who send along some members of their IT department are almost certainly a complete waste of time. Smaller, informal meetups with a deeply technical agenda where people bring laptops and code can be great. Even these will still only be an effective strategy if you’re either:</p>\n<p>(1) An engineer who can gain the respect of other engineers through technical conversation. (2) A highly charismatic personality</p>\n<p>You need to honestly decide if you’re either of these. If you’re unsure whether you are (2), you probably aren’t. If you’re (1) and tend to avoid group meetups, you’ll have to get over this if you’re the only technical founder. Convincing engineers to join is one sales job you can’t delegate entirely to your cofounder.</p>\n<p>Even if you attend great technical meetups and you’re the right type of personality, it’s still unlikely you’ll make a good hire quickly through this channel. The better meetups have fewer people and they’re primarily not there to find a job. It’s a good way to build a network of smart people, which will become valuable as you scale, but not a good bet to solve your problem right now.</p>\n<h2>Agencies</h2>\n<p>Traditional recruiting agencies tend to have bad adverse selection bias on the candidates they can engage. Most good engineers won’t work with them and the engineers that do are being sent out to as many companies as possible. I can’t think of a startup I know that made their first engineering hire through a recruiting agency. While I’m sure there are counter examples, it’s more likely using an agency will suck up a lot of your time with little ROI. The best agencies tend to focus more on executive level hiring which won’t be helpful for you.</p>\n<h2>Conclusion</h2>\n<p>As I said at the start, hiring your first engineer is incredibly hard unless you’re lucky enough to have a friend you can convince to join. To make any other strategy work you need to treat hiring like you did fundraising and start by refining your message and pitch. Candidates think differently to investors and you’ll need to tweak the message that worked for your fundraise e.g. candidates will think less about your market size and more about your most interesting product challenges.</p>\n<p>Once you understand what resonates most about your company with engineers you can switch gears to working through channels to get that message out to potential candidates. Then be prepared for a lot of struggle and rejection until you find the right person. Good luck!</p>\n<p>If there are any other strategies you’ve tried with success that should be added here, please do email me (<a href=https://www.ycombinator.com/"mailto:harj@triplebyte.com\">harj@triplebyte.com</a>), I’d love to hear them.</p>\n<p>If you’re hiring engineers and would like to try Triplebyte, <a href=https://www.ycombinator.com/"http://triplebyte.com/tblog/express/">use this link</a> to sign up and you’ll get a special $15,000 hiring fee for your first hire</p>\n<!--kg-card-end: html-->","comment_id":"1102767","feature_image":null,"featured":false,"visibility":"public","email_recipient_filter":"none","created_at":"2018-08-21T05:02:11.000-07:00","updated_at":"2021-10-20T12:05:59.000-07:00","published_at":"2018-08-21T05:02:11.000-07:00","custom_excerpt":null,"codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a71094","name":"Harj Taggar","slug":"harj-taggar","profile_image":"/blog/content/images/2022/02/Harj.jpg","cover_image":null,"bio":"Harj Taggar is a Managing Partner at YC. He was previously founder and CEO of Triplebyte (YC S15) and Auctomatic (YC W07), which was acquired by Live Current Media in 2008.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/harj-taggar/"}],"tags":[{"id":"61fe29efc7139e0001a71174","name":"Advice","slug":"advice","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/advice/"}],"primary_author":{"id":"61fe29e3c7139e0001a71094","name":"Harj Taggar","slug":"harj-taggar","profile_image":"https://ghost.prod.ycinside.com/content/images/2022/02/Harj.jpg","cover_image":null,"bio":"Harj Taggar is a Managing Partner at YC. He was previously founder and CEO of Triplebyte (YC S15) and Auctomatic (YC W07), which was acquired by Live Current Media in 2008.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/harj-taggar/"},"primary_tag":{"id":"61fe29efc7139e0001a71174","name":"Advice","slug":"advice","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/advice/"},"url":"https://ghost.prod.ycinside.com/how-to-hire-your-first-engineer/","excerpt":"Harj Taggar [https://twitter.com/Harjeet] is cofounder and CEO of Triplebyte\n[https://triplebyte.com/] (YC S15). Triplebyte helps great engineers find work\nat the fastest growing companies in the world, with the least amount of time and\neffort. Before cofounding Triplebyte, Harj was a Partner at YC.\n\n\n--------------------------------------------------------------------------------\n\nThis post is advice for early stage startup founders who are hiring their first\nengineer. At this stage traditional","reading_time":12,"access":true,"og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"email_subject":null,"frontmatter":null,"feature_image_alt":null,"feature_image_caption":null},"mentions":[],"related_posts":[{"id":"61fe29f1c7139e0001a71c09","uuid":"32743a77-d903-4b5f-997a-7cd4ee854788","title":"Startups For Students Guide","slug":"startups-for-students-guide","html":"<p>In the past two years, we’ve met over 6,000 students during our virtual outreach tours. We compiled a list of the questions they most frequently asked about startups, and created this Startups for Students Guide.</p><p>The guide is informed by hundreds of hours of talks, blog posts, and essays we’ve written for students who are interested in starting or working at startups – many of which can be found in the <a href=https://www.ycombinator.com/"https://www.ycombinator.com/library/">YC Library</a>).</p><p><strong>Below is the introduction, and you can read the full <a href=https://www.ycombinator.com/"https://www.ycombinator.com/library/D0-startups-for-students-guide/">Startups for Students Guide here</a>.</strong></p><h2 id=\"introduction\"><strong>INTRODUCTION</strong></h2><p>In his 2007 essay “<a href=https://www.ycombinator.com/"http://www.paulgraham.com/notnot.html/">Why to Not Not Start a Startup</a>,” YC co-founder Paul Graham wrote about how common uncertainty was among people considering starting a company. “There's nothing wrong with being unsure,” he noted. “You’re part of a grand tradition.” When Y Combinator launched in 2005, <a href=https://www.ycombinator.com/"http://www.paulgraham.com/mit.html/">starting a startup was an unusual career path for recent graduates</a>. It was hard to be taken seriously by investors if you didn’t have an MBA or years of experience in business or tech. To get a sense of how many startups were in the world, look at TechCrunch in 2005. It published about 40 company launches per month, and YC itself only got a couple hundred applications for its first batches.</p><p>The world has changed since then. Today we get tens of thousands of applications per year. On any given day you can look on Product Hunt and see dozens of new companies launch. Taking a chance and starting a startup is not the foreign concept it once was. While it has become more common for people around the world to start startups, there are many more who could consider startups as an option. For example, lots of folks choose a career in finance or as an engineer at a big company without considering other options. Whether you know you want to become a founder or are more interested in finding a job at a startup, we want to equip you with the best resources for getting started.</p><p>In this guide, we’ll discuss why you should think about starting a startup and why you should consider not starting a startup. We’ll also talk about what you should do in college and walk-through some tips for applying to Y Combinator. And if it turns out being a founder isn’t for you, we’ll talk about how to choose the right company and the benefits of working at a startup.</p><p><a href=https://www.ycombinator.com/"https://www.ycombinator.com/library/D0-startups-for-students-guide/">Read the Startups for Students Guide here</a>.</p>","comment_id":"61f5f94feb74f90001a95776","feature_image":"/blog/content/images/2022/01/Startups-for-Students-Guide.png","featured":false,"visibility":"public","email_recipient_filter":"none","created_at":"2022-01-29T18:34:55.000-08:00","updated_at":"2022-02-01T16:22:58.000-08:00","published_at":"2022-01-18T09:00:00.000-08:00","custom_excerpt":"In the past two years, we’ve met over 6,000 students during our virtual outreach tours. We compiled a list of the questions they most frequently asked about startups, and created this Startups for Students Guide.","codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a710ca","name":"Tamanna Khemani","slug":"tamanna-khemani","profile_image":"/blog/content/images/2022/02/Tamanna.jpg","cover_image":null,"bio":"Tamanna is YC's Outreach Manager. Previously, she worked on business operations at All Raise.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/tamanna-khemani/"},{"id":"61fe29e3c7139e0001a710a2","name":"Kat Mañalac","slug":"kat-manalac","profile_image":"https://secure.gravatar.com/avatar/c15939b217561ebda4c129bfea5f65f3?s=512&d=mm&r=g","cover_image":null,"bio":"Kat is the Managing Outreach Officer at YC. She was Chief of Staff to Alexis Ohanian, cofounder of reddit, before joining YC as its Director of Outreach. Prior to that, Kat was at WIRED Magazine.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/kat-manalac/"}],"tags":[{"id":"61fe29efc7139e0001a71174","name":"Advice","slug":"advice","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/advice/"},{"id":"61fe2438c7139e0001a70e98","name":"Getting Started","slug":"getting-started","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/getting-started/"},{"id":"61fe29efc7139e0001a71177","name":"Jobs","slug":"jobs","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/jobs/"},{"id":"61fe29efc7139e0001a71170","name":"Startups","slug":"startups","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/startups/"},{"id":"61fe29efc7139e0001a71171","name":"Work at a Startup","slug":"work-at-a-startup","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/work-at-a-startup/"},{"id":"61fe29efc7139e0001a7117f","name":"Startup School","slug":"startup-school","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/startup-school/"}],"primary_author":{"id":"61fe29e3c7139e0001a710ca","name":"Tamanna Khemani","slug":"tamanna-khemani","profile_image":"https://ghost.prod.ycinside.com/content/images/2022/02/Tamanna.jpg","cover_image":null,"bio":"Tamanna is YC's Outreach Manager. Previously, she worked on business operations at All Raise.","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/tamanna-khemani/"},"primary_tag":{"id":"61fe29efc7139e0001a71174","name":"Advice","slug":"advice","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/advice/"},"url":"https://ghost.prod.ycinside.com/startups-for-students-guide/","excerpt":"In the past two years, we’ve met over 6,000 students during our virtual outreach tours. We compiled a list of the questions they most frequently asked about startups, and created this Startups for Students Guide.","reading_time":2,"access":true,"og_image":null,"og_title":null,"og_description":null,"twitter_image":"https://ghost.prod.ycinside.com/content/images/2022/01/BlogTwitter-Image-Template-8-2.png","twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"email_subject":null,"frontmatter":null,"feature_image_alt":null,"feature_image_caption":null},{"id":"62c640aadb59f2000159e618","uuid":"062e4f3f-c2e8-4f21-8a15-eb02adb47efe","title":"Same, Same but Different with Vanta and Zapier","slug":"same-same-but-different-with-vanta-and-zapier","html":"<p>Both <a href=https://www.ycombinator.com/"https://www.vanta.com//">Vanta CEO <a href=https://www.ycombinator.com/"https://twitter.com/christinacaci/">Christina Cacioppo</a> and <a href=https://www.ycombinator.com/"https://zapier.com//">Zapier CEO <a href=https://www.ycombinator.com/"https://twitter.com/wadefoster/">Wade Foster</a> made the decision to take a disciplined approach to fundraising. They flipped the equation of a typical startup founder: instead of raising money to enable a certain amount of growth, they eliminated the assumption of fundraising, controlled their spend, and evaluated how to ramp up spending based on what the business was bringing in. <br></p><p>YC’s <a href=https://www.ycombinator.com/"https://twitter.com/anuhariharan/">Anu Hariharan</a> sat down with Christina and Wade to talk about their unique funding history in our first episode of <a href=https://www.ycombinator.com/"https://www.ycombinator.com/blog/new-yc-audio-series-same-same-but-different/">Same, Same but Different.</a> </p><div class=\"kg-card kg-audio-card\"><img src=https://www.ycombinator.com/"https://ghost.prod.ycinside.com/content/media/2022/07/SSBD_Final_1_thumb.jpg?v=1657216763245\" alt=\"audio-thumbnail\" class=\"kg-audio-thumbnail\"><div class=\"kg-audio-thumbnail placeholder kg-audio-hide\"><svg width=\"24\" height=\"24\" fill=\"none\" xmlns=\"http://www.w3.org/2000/svg\"><path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M7.5 15.33a.75.75 0 1 0 0 1.5.75.75 0 0 0 0-1.5Zm-2.25.75a2.25 2.25 0 1 1 4.5 0 2.25 2.25 0 0 1-4.5 0ZM15 13.83a.75.75 0 1 0 0 1.5.75.75 0 0 0 0-1.5Zm-2.25.75a2.25 2.25 0 1 1 4.5 0 2.25 2.25 0 0 1-4.5 0Z\"/><path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M14.486 6.81A2.25 2.25 0 0 1 17.25 9v5.579a.75.75 0 0 1-1.5 0v-5.58a.75.75 0 0 0-.932-.727.755.755 0 0 1-.059.013l-4.465.744a.75.75 0 0 0-.544.72v6.33a.75.75 0 0 1-1.5 0v-6.33a2.25 2.25 0 0 1 1.763-2.194l4.473-.746Z\"/><path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M3 1.5a.75.75 0 0 0-.75.75v19.5a.75.75 0 0 0 .75.75h18a.75.75 0 0 0 .75-.75V5.133a.75.75 0 0 0-.225-.535l-.002-.002-3-2.883A.75.75 0 0 0 18 1.5H3ZM1.409.659A2.25 2.25 0 0 1 3 0h15a2.25 2.25 0 0 1 1.568.637l.003.002 3 2.883a2.25 2.25 0 0 1 .679 1.61V21.75A2.25 2.25 0 0 1 21 24H3a2.25 2.25 0 0 1-2.25-2.25V2.25c0-.597.237-1.169.659-1.591Z\"/></svg></div><div class=\"kg-audio-player-container\"><audio src=https://www.ycombinator.com/"https://ghost.prod.ycinside.com/content/media/2022/07/SSBD_Final_1.mp3/" preload=\"metadata\"></audio><div class=\"kg-audio-title\">Same, Same but Different with Vanta and Zapier</div><div class=\"kg-audio-player\"><button class=\"kg-audio-play-icon\"><svg xmlns=\"http://www.w3.org/2000/svg\" viewBox=\"0 0 24 24\"><path d=\"M23.14 10.608 2.253.164A1.559 1.559 0 0 0 0 1.557v20.887a1.558 1.558 0 0 0 2.253 1.392L23.14 13.393a1.557 1.557 0 0 0 0-2.785Z\"/></svg></button><button class=\"kg-audio-pause-icon kg-audio-hide\"><svg xmlns=\"http://www.w3.org/2000/svg\" viewBox=\"0 0 24 24\"><rect x=\"3\" y=\"1\" width=\"7\" height=\"22\" rx=\"1.5\" ry=\"1.5\"/><rect x=\"14\" y=\"1\" width=\"7\" height=\"22\" rx=\"1.5\" ry=\"1.5\"/></svg></button><span class=\"kg-audio-current-time\">0:00</span><div class=\"kg-audio-time\">/<span class=\"kg-audio-duration\">59:28</span></div><input type=\"range\" class=\"kg-audio-seek-slider\" max=\"100\" value=\"0\"><button class=\"kg-audio-playback-rate\">1×</button><button class=\"kg-audio-unmute-icon\"><svg xmlns=\"http://www.w3.org/2000/svg\" viewBox=\"0 0 24 24\"><path d=\"M15.189 2.021a9.728 9.728 0 0 0-7.924 4.85.249.249 0 0 1-.221.133H5.25a3 3 0 0 0-3 3v2a3 3 0 0 0 3 3h1.794a.249.249 0 0 1 .221.133 9.73 9.73 0 0 0 7.924 4.85h.06a1 1 0 0 0 1-1V3.02a1 1 0 0 0-1.06-.998Z\"/></svg></button><button class=\"kg-audio-mute-icon kg-audio-hide\"><svg xmlns=\"http://www.w3.org/2000/svg\" viewBox=\"0 0 24 24\"><path d=\"M16.177 4.3a.248.248 0 0 0 .073-.176v-1.1a1 1 0 0 0-1.061-1 9.728 9.728 0 0 0-7.924 4.85.249.249 0 0 1-.221.133H5.25a3 3 0 0 0-3 3v2a3 3 0 0 0 3 3h.114a.251.251 0 0 0 .177-.073ZM23.707 1.706A1 1 0 0 0 22.293.292l-22 22a1 1 0 0 0 0 1.414l.009.009a1 1 0 0 0 1.405-.009l6.63-6.631A.251.251 0 0 1 8.515 17a.245.245 0 0 1 .177.075 10.081 10.081 0 0 0 6.5 2.92 1 1 0 0 0 1.061-1V9.266a.247.247 0 0 1 .073-.176Z\"/></svg></button><input type=\"range\" class=\"kg-audio-volume-slider\" max=\"100\" value=\"100\"></div></div></div><p><strong>You can also listen on <a href=https://www.ycombinator.com/"https://open.spotify.com/episode/3c1CmZtpzCqMa2MxXK845H?si=Ay6GBKIuT4OPfZePwUO4bQ\%22>Spotify, <a href=https://www.ycombinator.com/"https://podcasts.apple.com/us/podcast/158-same-same-but-different-with-vanta-and-zapier/id1236907421?i=1000569160335\%22>Apple Podcasts</a>, or <a href=https://www.ycombinator.com/"https://twitter.com/i/spaces/1vAxRkrNwoXKl/">Twitter. </strong><br></p><p><strong>3:20 </strong>- Christina, why did you wait so long before raising your first round?<br></p><p><em>Vanta was bootstrapped until raising a Series A round that ended up looking more like a traditional Series C. The company has surpassed 3,000 customers and is valued at $1.6B.</em><br></p><ul><li>Investors want to fund businesses that don't actually need funding.</li><li>Christina talks about ensuring they were truly building something that people wanted and finding product-market fit.<br></li></ul><p><strong>7:10 </strong>- Christina, what was the scale of Vanta when you decided to raise? Why did you decide to raise if you were cash-flow positive? <br></p><ul><li>Vanta had true signs of product-market fit, as shown by the impact of sales and marketing.</li><li>Christina talks about raising to ensure they didn’t lose the market they created. <br></li></ul><p><strong>10:50</strong> - Christina, how did you say no to the investors wanting to fund Vanta? What was your mental model? <br></p><ul><li>Be pragmatic with how you plan to spend funds; ensure the dilution from fundraising is worth it.</li><li>Christina talks about already hiring as quickly as possible and funds not helping with this challenge.<br></li></ul><p><strong>14:15 </strong>- Wade, tell us about your experience raising a seed and why you decided not to raise again. <br></p><p><em>Zapier raised only a $1.3M seed round in 2012 and has been profitable since 2014. The company is valued at $5B. </em><br></p><ul><li>Treat each funding round like it will be the last money you ever get.</li><li>Wade talks about his personal experience working for a quickly-growing, bootstrapped company, growing Zapier in a cost-effective way, and addressing constraints without fundraising. <br></li></ul><p><strong>20:00</strong> - Wade, did you always want to build a bootstrap company? When did you know Zapier had product-market fit and that it was a business model predisposed to being bootstrapped? <br></p><ul><li>When you make something people care about, it’s easy to sell to customers.</li><li>Don’t hire until it hurts.</li><li>Wade talks about finding product-market fit, their repeatable go-to market strategy to grow their base without a ton of capital, and their philosophy around hiring and building a remote company. <br></li></ul><p><strong>24:30</strong> - Wade, how did you attract talent without big headlines about fundraising news?<br></p><ul><li>Wade talks about hiring in a distributed way, writing about their learnings, and unique hiring tactics to raise the profile of Zapier as an employer. <br></li></ul><p><strong>27:00</strong> - Wade, what was the hardest part about hiring for a bootstrapped company? <br></p><ul><li>Wade talks about this not being an issue when hiring outside of Silicon Valley and already being profitable. <br></li></ul><p><strong>29:15</strong> - Christina, can you highlight Vanta’s journey to product-market fit?<br></p><ul><li>You can’t raise your way into the right product.</li><li>Christina shares insight into her first customers and advice on testing the value proposition with early users. <br></li></ul><p><strong>35:45 </strong>- Christina, when did you know you had product-market fit and what were the signs? <br></p><ul><li>The path to product-market fit isn’t linear.</li><li>Christina speaks to the mistake of focusing solely on hiring versus selling in the early days. <br></li></ul><p><strong>38:45 </strong>- Christina, how did you attract talent without big headlines about fundraising news?<br></p><ul><li>Christina shares how her pitch to candidates changed throughout Vanta’s journey. <br></li></ul><p><strong>44:10 </strong>- Wade, how has hiring changed since the pandemic? <br></p><ul><li>Wade speaks to more companies competing in this remote environment and how this is shifting again given today’s economic climate. <br></li></ul><p><strong>46:45</strong> - Wade, what is your advice for founders whether to fundraise or not? <br></p><ul><li>Determine the constraints in your business and figure out how to address those.</li><li>Wade shares their biggest challenges and his mental model to determine whether to raise or not raise. <br></li></ul><p><strong>49:00 </strong>- Wade, talk about your early days and how you were able to reach product-market fit as a remote company. <br></p><ul><li>When building a company, pick a lane: all remote or all in-office; the hybrid approach is the most challenging.</li><li>Wade talks about how this played out for Zapier, including working in-person with his co-founders the first few years and reaching product-market fit during this time. <br></li></ul><p><strong>51:15</strong> - Christina, do you recommend in-person, remote, or hybrid? <br></p><ul><li>Christina talks about the importance of documentation for remote and hybrid companies.<br></li></ul><p><strong>53:30 </strong>- Christina, how long in Vanta’s experience was in-person important? <br></p><ul><li>Christina shares the challenges of shifting from in-person to remote. <br></li></ul><p><strong>55:30 </strong>- Christina, how are you thinking about fundraising today in this funding environment and what advice do you have for founders? <br></p><ul><li>If you can, push your fundraising out — and if you can’t, it’s all about unit economics.</li><li>Christina talks about her recent experience fundraising (<a href=https://www.ycombinator.com/"https://www.vanta.com/blog/vanta-announces-series-b/">$110M Series B</a>) and the importance of metrics.<br></li></ul><p><strong>58:00 </strong>- Wade, what advice do you have for founders in this funding environment? <br></p><ul><li>Running a good business never goes out of style. Focus less on what investors care about and a lot more on what your customers care about.</li></ul>","comment_id":"62c640aadb59f2000159e618","feature_image":"/blog/content/images/2022/07/Same_Same_1600x900_72DPI.png","featured":false,"visibility":"public","email_recipient_filter":"none","created_at":"2022-07-06T19:10:50.000-07:00","updated_at":"2022-07-07T10:59:27.000-07:00","published_at":"2022-07-07T08:55:00.000-07:00","custom_excerpt":null,"codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a7106f","name":"Y 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Continuity","slug":"yc-continuity","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/yc-continuity/"}],"primary_author":{"id":"61fe29e3c7139e0001a7106f","name":"Y 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They flipped the equation of a typical startup founder: instead of raising money to enable a certain amount of growth, they eliminated the assumption of fundraising, controlled their spend, and evaluated how to ramp up spending based on what the business was bringing in. ","reading_time":4,"access":true,"og_image":null,"og_title":null,"og_description":null,"twitter_image":"https://ghost.prod.ycinside.com/content/images/2022/07/Same_Same_1600x900_72DPI-1.png","twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"email_subject":null,"frontmatter":null,"feature_image_alt":null,"feature_image_caption":null},{"id":"61fe29f1c7139e0001a71af9","uuid":"cf5966b4-2e98-437c-a155-8f0f4258e83a","title":"Gaming AMA with YC Visiting Partner Holly Liu","slug":"gaming-ama-with-yc-visiting-partner-holly-liu","html":"<!--kg-card-begin: html--><p>YC Visiting Partner <a href=https://www.ycombinator.com/"https://twitter.com/hollyhliu/">Holly Liu</a> recently did a Gaming AMA with Startup School founders. It was so good that we wanted to share it here.</p>\n<p>Enjoy!</p>\n<hr />\n<p><strong>If you were starting a new game company today, assuming all other conditions and game mechanics, retention, were equal, and UA costs were the biggest decision factor, would you: A) Develop your own IP B) Use public domain IP like Sherlock, similar to your Camelot game C) spend money at market rate to license a hot/the hottest IP you can like an upcoming movie D) spend money to license a less hot IP that has been sitting around</strong></p>\n<p>If UA costs are big factor, I would work to reduce the CAC as much as possible. If you don’t have as much money, I would use a public domain IP like B – in fact this is the exact reason why our first game we chose the Camelot theme – it was public domain and market accessible.</p>\n<p><strong>Are there any great mobile UA resources or channels that are cheaper/undervalued, but overlooked because they perhaps don’t scale for the big players?</strong></p>\n<p>Unscalable UA channels overlooked are any of the ones that tend to be more grassroots. I would consider looking at forums, reddit , Discord etc… I don’t know which one will work the best for you, but go to where the potential gamers are at.</p>\n<p><strong>Mobile games are notoriously hard to raise money for, understandably, and also require a fair amount of capital to experiment with. Where should mobile game founders go to find investors?</strong></p>\n<p>Yes they are hard to raise money for! If you have the means, bootstrap the game! If not, there are a couple of ways to raise capital especially if you have a team or pedigree to raise money. You can go on Angellist to find founders who were in gaming still investing. There is also a list of VCs here for Series A: <a href=https://www.ycombinator.com/"https://signal.nfx.com/vc_lists/top-games-series-a-investors/">https://signal.nfx.com/vc_lists/top-games-series-a-investors/n
And a plug for my friends at <a href=https://www.ycombinator.com/"https://www.fig.co/">https://www.fig.co – if you want to crowd fund your game.</p>\n<p><strong>Is product market fit thought of differently in mobile games? Is it more retention based than “people are beating a path to your door/demand is exploding”? Seems many breakout mobile games are more the result of game with good retention and great UA strategy than they are about releasing it and it “taking off”</strong></p>\n<p>It’s much closer to player / market fit. And it’s closer to consumer – if you have your servers melting, you have product market fit. But when you first release your game, definitely drive a small amount of traffic to it (few thousand) in your target and work on your retention numbers, then I would start driving more traffic once retention is good.</p>\n<p><strong>Can you tell us more about how you see the future of mobile gaming (Hyper casual to High-core)? Do you see gaming ecosystems and how big companies (Facebook, Twitch, Google, Apple etc) are thinking about it?</strong></p>\n<p>So I may be jaded here, but because mobile has become more mature, I think the ones that make it a big hit will tend towards more core and niche than casual. This does not mean that the theme cannot be casual, but mechanics will likely be core. This is because content is so readily available that it is easy for someone to leave quickly, which is what casual tends to do more of. Even all the popular casual games definitely loop in more core mechanics – progression, player level ups, etc…</p>\n<p>In terms of gaming ecosystems – I’m a big believer in growing platforms provide gaming ecosystems. I think the larger ones (except twitch) focus on platform for all types of applications and not just gaming. It’s just that people love games and the highest revenue generating app tends to be games on any given platform. I think this is how PC games and mobile games are able to get their start. I do think there is still room for console or some type of hardware (VR?) gaming, but getting mass adoption will be difficult until you can reduce barriers of entry.</p>\n<p><strong>A little long-winded question: Sam Altman and others have said in the past that ‘starting a hard startup is easier in the long run than starting an easy startup’. Which means, if you’re solving a hard problem for people, initially it can be painful, but gets better over time because more people will be motivated to join you, invest in you, and be part of your mission. I worked for one such company for many years, and it was well worth it. Now, I was into game development growing up, and I got back into it in recent past with some potentially good ideas. But I started struggling to motivate myself because of questions like ‘it’s not real value to people’, ‘it’s not impactful to society’ popping up in my head all the time. It felt like making games wasn’t akin to solving a real problem for anyone. Do you ever struggle with such questions as a game designer? Do you think gaming companies have a disadvantage in terms of, 1) how much lasting value they actually bring to people, and 2) how much talent they can attract as a result? How do you get around this? And what’s your opinion on communities like gamesforchange.org that are trying to mix in game development with societal impact?</strong></p>\n<p>I get questions all the time about what I’m doing is frivolous. I absolutely disagree.</p>\n<ol>\n<li>\n<p>This is how human beings learn and behave. Most people who tell me how they don’t like games or play games – I am absolutely astonished and say “well I think there hasn’t been a game made for you.” <= AND this coming from someone who did not grow up in the gaming industry OR as a gamer. Games are how we learn and connect. The first game a human being plays is peek-a-boo he/she is learning “object permanence”.</p>\n</li>\n<li>\n<p>Ever notice that building a great gaming company can come from anywhere in the world? You have amazing game makers in every continent. To make a Hollywood blockbuster movie, you should go to Hollywood. To build a big tech company you should go to Silicon Valley. But not games – you don’t need to leave. This to me drives home point #1.</p>\n</li>\n<li>\n<p>Games obviously solve a real problem for people or else they would not be spending time on there. This is the hardest problems of all, because usually what games are solving are not tangible – they are problems of loneliness, loss of purpose, sense of low worth, boredom, lack of motivation, and yes even physical pain.Countless people use games to solve all those problems.</p>\n</li>\n<li>\n<p>Games is entertainment. It goes a step further in that it is interactive entertainment. In entertainment you get the privilege to influence culture. People cannot be what they cannot see, as game makers we enable them to not just see (and be) what they cannot see. Help them see the greater good in themselves as a game maker.</p>\n</li>\n</ol>\n<p>I can go on and on… but those are some of my initial thoughts.</p>\n<p>Games drive forward adoption of technology, they are the forefront of change, and I think its’ up to game makers to be responsible with that power. That is how you make lasting change.</p>\n<p>My general sense of games + social impact: I certainly think games for social impact make sense, but you have make that into a game in it of itself and not really tell players it’s for social impact and then surprise them! what if Pokemon go was about exercise, that would be no fun!!</p>\n<p><strong>1. When you first started, how you dealt with spam/bad content in the community? What policies, mechanisms you and your team implemented? (anything besides manually scanning the content).</strong></p>\n<p><strong>2. Did you used social media to grow the community? If so, what did you do? Do you consider social media an effective way to grow a community? When the value of the product lays in the community, it is hard to start.</strong></p>\n<p>I felt like I started 3 companies in the last 11 years, but I will try to answer the most relevant experience to you question.</p>\n<ol>\n<li>\n<p>We had an admin tool for our fan communities and appointed officers to help us clean content. We did do it manually but we outsourced it to officers. For our games, we created some tools to help within the chat rooms to enable others to mute others and then eventually automated the prevention of spam.</p>\n</li>\n<li>\n<p>When we were early on Facebook for our fan communities we went into existing groups to tell people to install our application. When we did our mobile games we spent most of our time with UA – mainly because it was cheap. UA is really good when it’s an untapped channel but hard to grow. Now with UA being so expensive, I would consider doing grass roots social media.</p>\n</li>\n</ol>\n<p><strong>How to model games where “Player exp” will potentially decrease?</strong></p>\n<p><strong>Many “games” start from level 0, then the player exp/levels grow monotonically, so players can feel the rewards for their effort.</strong></p>\n<p><strong>What about the other type of “games” – think Fitness tracker, flashcard memory apps, that players actually start somewhere, and if they stop they actually go backwards. Giving them reward points for progress itself might be misleading – they actually gain weight / forgot, say. While punishing them & deducting their exp could be frustrating.</strong></p>\n<p>Within games there are other things that start with a number and decrease (instead of the other way)<br />\n1. Energy – often times I’m limited by the number of lives like in Candy Crush<br />\n2. I usually start with a # of coins and I need to use it over time<br />\n3. In many pet and sim games, if I do not take care of them, they die<br />\n4. Limited number of actions (spins) done in a day</p>\n<p><strong>My startup is a gamified Q&A app where a global community of language learners practice by checking each other’s writings. Our gamification consists of leveling up, unlocking features and earning virtual currency that can be used to buy power ups. There’s some social interaction that consists mostly of users following and helping each other.</strong></p>\n<p><strong>1. Given that we have to prioritize features, in general, how do you know when it’s a good time to build gamification features over building social features, or vice versa?</strong></p>\n<p><strong>2. Some of our users are a bit upset about having to unlock features, but we use this as a motivation for them to help others (everything is free). Do you have any tip on how to make users see unlockable features in a positive light?</strong></p>\n<p><strong>3. We have avoided adding paid features because we fear this could create an stratified community where things are not earned by merit alone. Is there a good way to charge for extra features without affecting the dynamics of the community?</strong></p>\n<ol>\n<li>\n<p>I’m not sure the difference between the gamification features and social features? How does someone level up and how can they use their power ups?</p>\n</li>\n<li>\n<p>Sometimes you can give them a sample of what the feature is unlocked and lock it more based off of the second time they use it. Almost give a free trial so they know what they are trying to unlock.</p>\n</li>\n<li>\n<p>You can charge for things that do not impact whatever they need to earn points or level up. You can limit the number of things someone can get checked and then charge them money, split that money with the translator. In a game like League of Legends they only charge for skins or cosmetic things so as not to impact the core of the game.</p>\n</li>\n</ol>\n<p><strong>What are your thoughts on virtual reality gaming? Do you think it will go mainstream and if so what is your prediction to when?</strong></p>\n<p>Ah, opining on VR! A favorite past time of a gamers and techies.</p>\n<p>I think right now the VR gear is to cumbersome for it to be mainstream. You have to set up a whole rig and room. Compare that to the phone, where you just have to pull it out of your pocket and start playing. On top of that, most of the content I see for VR is just not that great. So I’m going to gear myself up, look more than an idiot than I already look for less of an experience? No thank you.</p>\n<p>I liken it to a bit of snorkeling vs. scuba diving. Snorkeling is much more accessible to the masses, less gear and less training. I can see some really great things. But if I want to see even better things, I need to learn how to scuba dive, put up the gear and prep a lot more! The content just better be worth it.</p>\n<p>I do eventually think it will go mainstream if it can solve some of the usability issues and phenomenal content on the other side.</p>\n<p><strong>1. Do you see e-sports or e-sports betting as markets with exponential growth?</strong></p>\n<p><strong>2. Which e-sports platform or game has the gamers that are most obsessed with statistics or live statistics?</strong></p>\n<p>e-Sports has a larger audience than NFL. That’s pretty crazy!</p>\n<ol>\n<li>\n<p>Yes e-sports is definitely a growing industry.</p>\n</li>\n<li>\n<p>I do think betting can be big – my issue with betting is it’s been so regulation heavy in the US and have seen it kill regular sports betting companies (a la Fan Duel)</p>\n</li>\n<li>\n<p>Not sure.</p>\n</li>\n</ol>\n<p><strong>What would you do if your product was engaging and fun, but didn’t have enough k-factor or new users to scale to meaningful size organically? How long do you iterate versus try something new?</strong></p>\n<p>I am assuming that the monetization strategy is ads or something with a lot of audience and that usage is important. If that is the case, I would give it 3-6 months iterating to crack the k-factor and then consider moving on.</p>\n<p><strong>We are building facebook messenger chatbots for restaurants for getting new customers and re-engaging existing customers. We have gamification as a core part of our user acquisition and retention strategy. We are using contests like Spin the wheel (variable rewards) and steal of the day (fixed rewards) to acquire restaurant customers on the chatbot.</strong></p>\n<p><strong>We will also be using variable reward based games as a way to increase customer loyalty for restaurants. For instance, we will send out a message saying your spin has recharged, spin and see what you get. Along with this we are also building a gamified referral system with a social aspect. My questions are:</strong></p>\n<p><strong>1. What are some best practices of building product retention using gamification?</strong></p>\n<p><strong>2. In your experience, what are the key elements of a gamified reward system which make it addictive? For instance, I really admire Google Tez scratch cards as a product feature.</strong></p>\n<p><strong>3. Are there any resources you would recommend to gain deep insights into gamification?</strong></p>\n<ol>\n<li>\n<p>I don’t think gamification builds retention. I think the core of your product needs to be retentive and sticky. Facebook does a great job at creating a core loop first and then giving you signals and gamifying it.</p>\n</li>\n<li>\n<p>I’m not familiar with Google Tez scratch cards, but in a non-game, I think creating a core loop of a behavior that can become a habit. Games work differently in that they set a core loop and the game is the purpose, whereas your purpose maybe different entirely.</p>\n</li>\n<li>\n<p>I would consider a lot of work from BJ Fogg to help.</p>\n</li>\n</ol>\n<p><a href=https://www.ycombinator.com/"https://www.bjfogg.com/">https://www.bjfogg.com as well as Dan Ariely: <a href=https://www.ycombinator.com/"http://danariely.com/">http://danariely.com
/nP.S. Bonus article: <a href=https://www.ycombinator.com/"https://medium.com/startup-grind/do-this-one-thing-to-make-your-product-sticky-aa8ed6d55797/">https://medium.com/startup-grind/do-this-one-thing-to-make-your-product-sticky-aa8ed6d55797
/nWe cofounded queue.gg, which is a marketplace that lets gamers hire coaches for 1:1 online coaching and replay feedback. We’re pretty excited that someone from the gaming industry is doing an AMA here!</strong></p>\n<p><strong>1. How can we combat cyberbullying in online gaming? Gamers are notorious for talking crap to each other and sometimes creates a toxic enough environment to the point a shooting happens (the recent Madden shooting) or swatting.</strong></p>\n<p><strong>2. Can you tell us what your goals were when you oversaw the worldwide People and Culture function?</strong></p>\n<p><strong>3. Coaching in e-sports is still uncommon and not a norm in society. How can we change that?</strong></p>\n<p>Congrats on launching!</p>\n<ol>\n<li>\n<p>I think there are a couple of reasons why gamers can get out of hand: 1. usually highly achievement zero-sum oriented games, you attract competitive people 2. Layer on anonymity and it can become a place that is really difficult. If you are a game developer or a platform you can enact decency rules or better yet penalize players that go too far. I can’t find the article but I think LoL implemented a user tribune to help combat poor user behavior. This was several years ago I remember reading about that. In terms of the Madden shooting, I’m very very sad about that and I personally think it’s related to a larger problem that is not applied to gamers.</p>\n</li>\n<li>\n<p>The people and culture function was related company building. Once you get product market fit, company building is your second job as founder. Our goals were very aligned with the business and would change as the business would change. An example of this is we needed to focus on building a long term relationship with the customer, from the culture side, we saw that our only metric of the customer that was shared widely was revenue. This was not a great way to build a relationship with our customers. So we began looking at other metrics such as retention , alliances and also added in qualitative ways to build a better relationship with our customers.</p>\n</li>\n<li>\n<p>I think e-Sports needs to become more mature. Once there is a clearer paths of longevity like the NBA or the NFL then all the support and feeder leagues can happen. Right now it’s a growing but not fully mature field. This is what makes it exciting!</p>\n</li>\n</ol>\n<p><strong>I’m keen to know more about user behaviour insights and learnings from Kabam, corporate social network.</strong></p>\n<p><strong>Specifically, what motivated people to engage and initiate new discussions among peers? And you were to do this again, how differently you will do it?</strong></p>\n<p><strong>At my startup, StackRaft, we are re-thinking professional social graphs to connect people with global and remote opportunities.</strong></p>\n<p>With the corporate social network we had very little traction. In our opinion it was because people did NOT want to keep talking about work when they were done with with work. They were at work to work, not socialize.</p>\n<p>If I were to do it again, I would find something that they wanted to do and tie it with what they needed. As we are moving towards a gig and freelancer economy, I do think a social network that is wider than the company may make sense. These people are always looking for the next job and their company is themselves.</p>\n<p><strong>I’m actually building a mobile game. Targeted at kids and using voice as a component. My main question is what is the best way to test, validate and market your game on a shoe-string startup budget. I’d love your thoughts on my game if you had time as well.</strong></p>\n<p>Here are some initial ideas:</p>\n<ol>\n<li>Recruit friends with kids and see if you can do a “playdate” with them – offer free child care or offer it as a class! Parents of toddlers are always looking for ways to entertain. </li>\n<li>Go to the library and offer it as a class for toddlers </li>\n<li>Create a signup list for the beta </li>\n<li>Infiltrate some facebook groups and recruit users there. </li>\n</ol>\n<p>Hope that helps!</p>\n<p>P.S. I’ve assumed that this is a game for toddlers because of the name.</p>\n<p><strong>We’re on a mission to connect the human brain to the computer using an AI-powered headset device. We’re currently exploring potential applications for our product in the gaming industry and I’m more than happy to have the opportunity to ask you a few questions.</strong></p>\n<p><strong>1) What do you think is the next big thing in the gaming industry when it comes to character control?</strong></p>\n<p><strong>2) Do you think that adapting a game content based on physiological signals might be a good idea at all?</strong></p>\n<p><strong>3) Do you envision any disruptive innovations in improving the video game console (components, electronics and/or any other hardware-related improvements to be made), controllers/joystick upgrades, etc. happening soon?</strong></p>\n<p><strong>4) Are you familiar with any gaming studio company that is experimenting with hard tech innovations or products at the moment?</strong></p>\n<ol>\n<li>\n<p>Funny enough, I’m bullish on voice as the next big gaming platform. Mainly because it’s immersive and so easy to get into.</p>\n</li>\n<li>\n<p>Could be really interesting!</p>\n</li>\n<li>\n<p>I certainly think the more you can remove barriers of entry the greater mass adoption will be. I honestly think consoles and controllers and terribly unusable. This is how I think mobile gaming was one of the reasons it could grow so fast</p>\n</li>\n<li>\n<p>A YC company called Plexus is creating a smart glove, but they re not a gaming studio. There are a ton more YC companies that are hard tech innovations, less with gaming.</p>\n</li>\n</ol>\n<p><strong>1. Why didn’t the social network for corporates work? and how did you pivot from fan communities to mobile gaming? Especially what made you or helped you take these pivotal decisions.</strong></p>\n<p><strong>2. Assumably, first thing a B2C based founder does is that – sharing the amateur(beta) version of the product to friends, and family and ask for their suggestions, Is this a good way because this set of users don’t give us the straightforward reviews? how did you manage to get product market fit for “Kabam”?</strong></p>\n<p><strong>(Funny thing is my mom[traditional South Indian] understood the business, she is playing with the app and literally is doing the marketing for me which I did not realize until a few days back – she calls up her friends and ask them to try out the Android version).</strong></p>\n<ol>\n<li>\n<p>I think the way we executed it, we sent an unsolicited email so many employees were confused and hesitant to use it. Many companies thought we were not trustworthy. Basically no one was using us, so that is why we pivoted. When we pivoted we learned it was really hard to build a platform and for us that meant we could not get users to come to us, so we learned – go where the users are. We were incredibly lucky as Facebook had just launched their platform and they were growing like gangbusters.</p>\n<p>Product-wise we learned a couple of things:<br />\na) We did not hit people’s passion points. People were not searching for stuff about work outside of work. Therefore we couldn’t ride off of any free traffic from Google by people searching for our stuff<br />\nb) We needed to provide value within an ecosystem we could play in. This meant instead of going after enterprises (we didn’t know inside the company their rules), we could create fan communities around TV and help TV show creators get to know their audiences more.</p>\n</li>\n<li>\n<p>Yes find the customers and watch them use it. IT’s more important to watch them use it than to have them give you feedback. You certainly should ask for feedback, but in B2C, what and why they say it is worthless compared to what they do. I feel like in user testing which we did, it is there to look for patterns. But most people cannot tell you if they will use it or buy it = they may say it and not do it.</p>\n</li>\n</ol>\n<p>When asking users questions, ask them about the last time they used a product like yours, ask them to show you how they found it it, what they did, etc… Easier for users to be telling a recount than what they WOULD do.</p>\n<p><strong>1) At a high-level, how did you approach game design when leveraging others IP vs. creating your own?</strong></p>\n<p><strong>2) Did you typically use multiple structures for agreements? Were the majority of rev-share based with some level of a guarantee? What were the core variables that you found really important to discuss on both sides to have deals that ended up with both parties happy?</strong></p>\n<ol>\n<li>\n<p>In leveraging someone else’s IP you have to be true to that story and things in that world. In many ways for us it de-risked execution because we did not need to invent new characters or story line. Therefore game design for us focused heavier on systems design, progression and level ups. In creating our own we needed to think about story line and environment more in addition to systems design.</p>\n</li>\n<li>\n<p>By the time we worked with IP at Kabam we were a larger size. There were definitely rev-share with a minimum of guarantees. Anytime there is attribution of traffic to figure out rev=share that should be clearly spelled out how it’s done. Also you should talk about marketing plans of supporting one another pre-through launch. It is good to stick a person to help manage this integration and ask for support on their end. Also make sure you know what the rights are for. A lot of IP licensing is sliced and diced on platforms and geographies. Make sure you know what you are getting.</p>\n</li>\n</ol>\n<p><strong>I’ve a few questions about the early days of Kabam.</strong></p>\n<p><strong>1.) How did Kabam, in general, choose what games to make?</strong></p>\n<p><strong>2.) What was the first game?</strong></p>\n<p><strong>3.) How did you decide on the idea to build Kingdoms of Camelot?</strong></p>\n<ol>\n<li>\n<p>Our CEO really liked games, almost all kinds – MMO, RPG, FPS, and strategy/ city builder games. At the time Facebook only had the clicking games from Zynga and the one that made the most sense to build was a strategy/city building game. It was within our capabilities and really put a graphical interface to some of those text-based Facebook Games (remember Mafia Wars?)</p>\n</li>\n<li>\n<p>The first game was Kingdoms of Camelot on Facebook</p>\n</li>\n<li>\n<p>We chose Camelot as a theme because it was in the public domain, accessible and fun rich deep theme.</p>\n</li>\n</ol>\n<p><strong>I am a cofounder on an educational game company targeting adult learners (you may read Anthony’s question, too).</strong></p>\n<p><strong>My question is evolving around how you think it is possible for game based startups to get an MVP for investors out the door, in a decent amount of time and with an acceptable quality. For me this seems way harder to pitch to investors as one has to fight the aspect of doing a game (some investors already see this as less serious than web services) at the same time as fighting the effect that people focus way more on graphics in a game than on its functionality (compared to websites). Using game engines and assets already helps a lot, but it still seems that games make it hard to match the growth rates and development times expected by startup investors. Can you provide insides on how to solve this problem? 🙂</strong></p>\n<p>This is a hard problem. In general investors shy away from investing in games not because it’s “less serious” but because it is “hits driven” and it’s content. So just because you make one game, it is unclear if you can make another game that is as big of a hit – in other words it is not as repeatable. Where this is different is when you have a fundamental shift in the platform, and technology or even business model to show that the games are not just one hit. A great example is the free to play model or really the IAP (in-app purchase) model. That business model was very new to the gaming world as before it was just console games (you pay up front, no more and no less) .</p>\n<p>Other ways to de-risk it for investors is to run a crowdfunding campaign and show that there are players or capital lining up for this game. You can do this at www.fig.co</p>\n<p>Or you can go to a gaming platform like roblox try to start it. If you are in a country that gives gaming grants like Australia. That is another option.</p>\n<p>If you have a good gaming pedigree, you can look on Angellist and find some founders of gaming companies that angel invest.</p>\n<p><strong>1. Futuristic – where gaming and gamification will be 10-15 years time and how it will impact our societies and industries – please use your boldest predictions?</strong></p>\n<p><strong>2. Any thoughts how legal industry may use, learn from or benefit from gaming industry (or gamification)?</strong></p>\n<p><strong>3. What are the key learnings/advices that you can share from your role of Head of Worldwide People and Culture function? Any surprising ones?</strong></p>\n<ol>\n<li>\n<p>My thoughts are not as grand – I think voice is going to be a large immersive seamless platform. Platform is still incredibly nascent.</p>\n</li>\n<li>\n<p>Move off of Word Perfect! My feeling is that the legal industry is one of the slowest to adopt new technologies. This is because they bill by the hour. Anything that reduces their time means less profits. I think there are other things that need to be fixed first in order to start changing. The one thing the industry can learn from gaming is to align incentives with its end goal. It doesn’t seem to be the case right now.</p>\n</li>\n<li>\n<p>Key Learnings – people will surprise you! Good and bad. I feel like HR is one of the most under appreciated professions. They are like the complaint desk for the company. And, therefore can not attract as high of a caliber it can. It is changing a lot as more founders are moving into the company building phase. Companies that do it right have a great free system and people infrastructure to move the company in the direction it is needed. And give your HR person a hug today 🙂</p>\n</li>\n</ol>\n<p>How can you gamify things like elearning platforms i.e. leaderboards, quizzes etc.</p>\n<p>I feel like for non-games you have to be true to your core loop of behavior. If you don’t have a core behavior, then you should ask yourself what is that behavior and build around it. Gamifying can help reinforce it.</p>\n<p><a href=https://www.ycombinator.com/"http://www.foggmethod.com/">http://www.foggmethod.com
http://danariely.com
https://medium.com/startup-grind/do-this-one-thing-to-make-your-product-sticky-aa8ed6d55797
I know that one of the things that I really need for our team is a strong game designer. How would you go about finding one in the Bay area (I’m in Mountain View) and what qualities and questions should I be asking them?</strong></p>\n<ol>\n<li>\n<p>What kind of game are you making? Game designers come in all forms: map design, level design, systems design. You will likely need to be more specific. It is okay if you don’t get the terminology write, just plainly write “what you will do” in bullet points on the job req.</p>\n</li>\n<li>\n<p>Assuming you do not have a lot of capital, If you have a solid team, then you’ll be able to attract a solid game designer. If not, likely you can attract an inexperienced one. If you have traction, you can also attract a solid game designer. Without these it is cash or equity. This is the beginning of what you will need to do for the rest of the life of the company – recruit.</p>\n</li>\n</ol>\n<p><strong>How much weight do you give to a top-down analysis (e.g., platform, category, etc.) versus a bottom-up analysis (e.g., core loop, innovative mechanics) when selecting a new game development project?</strong></p>\n<p>I weigh top down analysis much more – platform and category. Sam talks about how you cannot create technological waves, but you can certainly ride the wave. This has been our experience at Kabam from a user point of view as well as a fundraising perspective. It was so much easier for us to fundraise when the gaming industry was doing well, irrespective of our performance. When facebook or mobile were growing so were our games.</p>\n<p><strong>Parts of our product has some gamification factor in it, particularly a reputation system that incentivizes people to engage and contribute quality answers to a question (symbolizing credibility).</strong></p>\n<p><strong>1. I was wondering if you had any tips/resources for going about designing a reputation system?</strong></p>\n<p><strong>2. We would like to test our MVP soon and was wondering what the process of getting and growing initial testers was like in your experience?</strong></p>\n<ol>\n<li>\n<p>I’m not sure off the top of head about designing a reputation system. However, here are a couple of tips when we were designing our communities:<br />\na. Find elements in the badge that show trust. Usually the basic thing is tenure. Oftentimes you will see “Member since” , so you can see how veteran the person is and vet their answers accordingly<br />\nb. Two sided reviews. The underclassmen should be able to rate the upperclassman and vice versa. I think uber and Lyft do this well. This creates trust on both sides and helps keep people honest.<br />\nc. Rating . A rating will flow from quantity and quality. There may be more elements, but those are off the top of my list. If you are creating a community, you will need to think about roles and moderation and what they can do.</p>\n</li>\n<li>\n<p>If you can get a couple of folks within a school some underclassmen and some upperclassmen that would be the best. If you are close to a school you can advertise there, or you can post in a Facebook group. I would recruit a couple from each group and have them use your product. Ask them questions and watch what they do.</p>\n<p>Once you have your product ready, you should consider the platforms of where students hang out and go advertise there. I’m not sure if you are targeting high school or college or some other level of schooling or even country, so a little general on some of the sources.</p>\n</li>\n</ol>\n<p><strong>1) At a high-level, how did you approach game design when leveraging others IP vs. creating your own?</strong></p>\n<p><strong>2) Did you typically use multiple structures for agreements? Were the majority of rev-share based with some level of a guarantee? What were the core variables that you found really important to discuss on both sides to have deals that ended up with both parties happy?</strong></p>\n<ol>\n<li>\n<p>In leveraging someone else’s IP you have to be true to that story and things in that world. In many ways for us it de-risked execution because we did not need to invent new characters or story line. Therefore game design for us focused heavier on systems design, progression and level ups. In creating our own we needed to think about story line and environment more in addition to systems design.</p>\n</li>\n<li>\n<p>By the time we worked with IP at Kabam we were a larger size. There were definitely rev-share with a minimum of guarantees. Anytime there is attribution of traffic to figure out rev=share that should be clearly spelled out how it’s done. Also you should talk about marketing plans of supporting one another pre-through launch. It is good to stick a person to help manage this integration and ask for support on their end. Also make sure you know what the rights are for. A lot of IP licensing is sliced and diced on platforms and geographies. Make sure you know what you are getting.</p>\n</li>\n</ol>\n<!--kg-card-end: html-->","comment_id":"1103221","feature_image":null,"featured":false,"visibility":"public","email_recipient_filter":"none","created_at":"2018-11-09T01:27:44.000-08:00","updated_at":"2021-10-20T11:59:58.000-07:00","published_at":"2018-11-09T01:27:44.000-08:00","custom_excerpt":null,"codeinjection_head":null,"codeinjection_foot":null,"custom_template":null,"canonical_url":null,"authors":[{"id":"61fe29e3c7139e0001a710d1","name":"Y Combinator","slug":"y-combinator","profile_image":"/blog/content/images/2022/02/1200px-Y_Combinator_logo.svg.png","cover_image":null,"bio":"Y Combinator created a new model for funding early stage startups. Twice a year we invest a small amount of money ($150k) in a large number of startups (recently 200).\r\n\r\nThe startups move to Silicon","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/y-combinator/"}],"tags":[{"id":"61fe29efc7139e0001a71174","name":"Advice","slug":"advice","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/advice/"},{"id":"61fe29efc7139e0001a7118a","name":"Gaming","slug":"gaming","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/gaming/"},{"id":"61fe29efc7139e0001a7117f","name":"Startup School","slug":"startup-school","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/startup-school/"},{"id":"61fe29efc7139e0001a71180","name":"#startup-school","slug":"hash-startup-school","description":null,"feature_image":null,"visibility":"internal","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/404/"}],"primary_author":{"id":"61fe29e3c7139e0001a710d1","name":"Y Combinator","slug":"y-combinator","profile_image":"https://ghost.prod.ycinside.com/content/images/2022/02/1200px-Y_Combinator_logo.svg.png","cover_image":null,"bio":"Y Combinator created a new model for funding early stage startups. Twice a year we invest a small amount of money ($150k) in a large number of startups (recently 200).\r\n\r\nThe startups move to Silicon","website":null,"location":null,"facebook":null,"twitter":null,"meta_title":null,"meta_description":null,"url":"https://ghost.prod.ycinside.com/author/y-combinator/"},"primary_tag":{"id":"61fe29efc7139e0001a71174","name":"Advice","slug":"advice","description":null,"feature_image":null,"visibility":"public","og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"codeinjection_head":null,"codeinjection_foot":null,"canonical_url":null,"accent_color":null,"url":"https://ghost.prod.ycinside.com/tag/advice/"},"url":"https://ghost.prod.ycinside.com/gaming-ama-with-yc-visiting-partner-holly-liu/","excerpt":"YC Visiting Partner Holly Liu recently did a Gaming AMA with Startup School founders. It was so good that we wanted to share it here.","reading_time":22,"access":true,"og_image":null,"og_title":null,"og_description":null,"twitter_image":null,"twitter_title":null,"twitter_description":null,"meta_title":null,"meta_description":null,"email_subject":null,"frontmatter":null,"feature_image_alt":null,"feature_image_caption":null}]},"url":"/blog/how-to-hire-your-first-engineer","version":"86a82864a2e98321858efc8147c8b7f9287218a4","encryptHistory":false,"clearHistory":false,"rails_context":{"railsEnv":"production","inMailer":false,"i18nLocale":"en","i18nDefaultLocale":"en","href":"https://www.ycombinator.com/blog/how-to-hire-your-first-engineer","location":"/blog/how-to-hire-your-first-engineer","scheme":"https","host":"www.ycombinator.com","port":null,"pathname":"/blog/how-to-hire-your-first-engineer","search":null,"httpAcceptLanguage":"en, *","applyBatchLong":"Spring 2026","applyBatchShort":"X2026","applyDeadlineShort":"February 9","ycdcRetroMode":true,"currentUser":null,"serverSide":true},"id":"ycdc_new/pages/BlogPage-react-component-fe544711-02d2-4c7e-9e50-d9f91980083e","server_side":true}" data-reactroot=""> by Harj Taggar8/21/2018 Harj Taggar is cofounder and CEO of Triplebyte (YC S15). Triplebyte helps great engineers find work at the fastest growing companies in the world, with the least amount of time and effort. Before cofounding Triplebyte, Harj was a Partner at YC. This post is advice for early stage startup founders who are hiring their first engineer. At this stage traditional recruiting methods e.g. hiring a recruiter won’t work as well for you as they do for larger companies. Hiring your first engineer at a startup is incredibly hard. As a founder you’re already stretched dangerously thin on time. There are bugs to fix, customers to close and any number of urgent existential fires that demand your full attention. You know you should be spending more time on hiring but it’s a battle to find it. The bad news is even once you find the time, much of it will feel like wasted effort. Hiring isn’t the kind of work that provides you constant dopamine hits. It involves a lot of dead ends and frustration. Start by being clear on what exactly you’re looking for. I’d recommend listing all the specific criteria your dream hire would have. This will be a combination of technical (are they a good engineer?) and non technical (would I work productively with them?). Then mark each candidate you interview against all these criteria and rigorously debate if you think they have enough strengths in some areas to make up for weaknesses in others. In practice hiring decisions invariably involve tradeoffs. You could trade quality for speed by rejecting solid candidates to wait for the dream one. Or you could trade money for time by paying a candidate above market rate to join now. Founders should be aware of all these tradeoffs and make the one that’s best for your circumstances. Once you know what you’re looking for, you’re ready to start finding candidates. I’ll go through the strategies available, starting with what I believe is most effective and working through to the least. Note: As the founder of a hiring platform I’m not neutral in discussing their effectiveness. I have articulated both their advantages and disadvantages and we did make our own first engineering hire through Triplebyte. This is the most important source by far. Once your startup scales it’ll become less important as you’ll have more budget to spend on recruiting tools and building a recruiting team. At the start though it’s where you should exclusively focus your energy and only consider other sources when you’ve exhausted all possibilities here. Hiring someone you’ve already worked with is your best option because you already know if you’ll like working with them. How much you enjoy working with any single person matters less as you grow larger but for your first hire it could be the difference between persevering to success and shutting down the company. (Caveat: startups are also uniquely stressful environments and there’s still some probability you might not enjoy working with your friend under this kind of stress as much as when you were both at a bigger company). You’ll also have a better chance to convince someone you know to take a risk and join you. Asking anyone to join as your first hire is asking for an order of magnitude greater commitment than pitching an investor to invest. With personal connections you’ll know what would most motivate them to join and you can lean on friends to help convince them to make the leap. Yet I’m surprised by how often founders don’t fully explore their personal networks for hiring. It’s easy to be quick in assuming that none of your friends are available before even asking them. It’s understandable. Asking your friends to leave their jobs and take a risk with you is scary. It’s also more awkward to be rejected by your friends than strangers. Still, if you’re optimizing for the success of your startup you’ll have to put this aside. Here’s a plan you could follow: Make a list of the best engineers you know, whether you think they’re available or not. Go through your Facebook and LinkedIn to jog your memory. Invite them to lunch or dinner with them to talk about your startup. Make the ask – would you consider joining us?. Whatever they answer, ask a follow up question – if you did join us, which engineers would you most want to hire?. Ask for an introduction to those people. Repeat 2 – 5 with each of the introductions. Repeat 1 – 6 ad infinitum, I know public company founders who still do this. Expect to be spending at least a third of your time on this alone. For your first three engineering hires I’d recommend focusing exclusively on personal network hiring. As your team grows though you’ll start thinking more about the composition and diversity of your team. Hiring through your personal network usually isn’t the best option for this and the larger a team grows the harder it becomes to change the balance. After your first three hires, I’d suggest continue to work your personal network and supplementing with the strategies below to meet candidates your own network wouldn’t reach. Newer recruiting startups like us (Triplebyte) and Hired operate as marketplaces. There’s candidates on one side and companies on the other. The value to candidates is increasing their number of options and to companies it’s reducing their time to make hires. These marketplaces are strictly inferior to using personal networks for your first hire. The good ones can attract high quality candidates but most will want to work somewhere that already has an engineering team. They also charge a fee per hire that will usually be around $25,000 for an experienced engineer. Whether that’s good value for you depends on how much funding you’ve raised and how much founder time you’d have to spend on making that hire. Candidates on these marketplaces are also speaking with multiple companies so you’ll face competition. You can get success though (we’ve had startups make their first hire on Triplebyte). Your results will depend heavily on how effective your pitch and closing process is. I’ve seen a lot of variance in how effective companies are at this. An engineer hired at Gusto (YC W12) through Triplebyte blogged about how much difference there is between companies in just being responsive to him. To get the most from a hiring marketplace you need a polished pitch for why your company is an exciting place to work and a speedy process for moving them from first call to interview and offer. Despite the disadvantages I still rank (good) hiring marketplaces as your second best option because they provide quick access to a pool of vetted, skilled engineers. The candidates on these marketplaces are mostly motivated to move jobs right now. You can quickly get on the phone to make your pitch and start interviewing the interested ones. This also helps you practice and improve both your pitch and calibration on what exactly you’re looking for. Getting better at pitching will increase your success at hiring in general. Some of the marketplaces will also do a rigorous technical evaluation of the candidates before accepting them onto the marketplace. If that evaluation is done well, you can skip your own pre-onsite technical screening and expect a higher conversion rate of onsite interviews to offer which saves you time. (The average direct to onsite to offer rate for Triplebyte candidates is 40% vs the industry standard of 20%). As an early stage startup you likely won’t get much organic inbound interest from good engineers. The quickest way to generate this is posting on job sites. However most job sites aren’t frequented by high-quality engineers. They’ll get you volume, not quality and volume alone isn’t what you want. The majority of job applicants for any job posting are below the bar and it creates more work for you to filter them. The job postings I would recommend trying are on sites with a sizable engineering audience e.g. Stack Overflow Jobs, the monthly Hacker News “Who is hiring?” thread (Hacker News job postings themselves are only available to YC companies) and Angel List. You can also create content that appeals to engineers to generate inbound interest. This is especially easy if you’re working on a particularly exciting idea e.g. self-driving cars. As soon as you publicly announce what you’re doing you’ll get a burst of inbound applications. As this type of startup you’ll always have a hiring advantage by having an easier time getting press and building brand recognition. Developer tool companies also have an advantage. Your product is already interesting to engineers and you should be investing in writing good quality blog posts about it – both to attract customers and for hiring. Set a goal of writing an article that’s Hacker News front page worthy at least once a month. If you’re not either of these types of companies you can still blog about the technical choices you’ve made. Have you made any controversial or unusual choices in your stack? If so, write about them. You may alienate some engineers who disagree but you may also capture the full attention of a few who agree strongly e.g. Cognito have especially strong views on testing and wrote about how they use mutation testing (https://blog.cognitohq.com/how-to-write-better-code-using-mutation-testing/). Not only does this get the attention of potential candidates, it creates content that you can also use include in cold outreach (more on that later). A more time-intensive option is creating interactive content like coding challenges or puzzles, the Netflix algorithm contest being the most famous example. This can definitely work, Robby Walker, founder of Cue (acquired by Apple), wrote about how this worked well for them here (https://techcrunch.com/2013/03/08/programming-challenges-benefit-job-seekers-and-employers/). It’s a high-risk strategy though. If you can’t design something genuinely interesting then spending time on this will be a boondoggle. If you’re confident in your ability to make something interesting then go for it but run your idea by some engineering friends first to see if it sparks interest. Finally your inbound conversion will increase the higher quality your job posting is. Invest time in making it stand out. Larger companies default to generic job postings that all look and sound the same (often because they’re literally using the same software to create them). As a startup you can do better. You could make your job posting personal by writing in the first person as founder about why you started this company. You could use an informal tone that doesn’t read like corporate boilerplate. Experiment with what feels right but move away from blandness. Cold outreach is messaging engineers online. This could be on career/recruiting specific platforms like LinkedIn or places where engineers spend time like Hacker News and GitHub. (One advantage a technical founding team has here is they’ll already know where the best places are to look). The challenge with cold outreach, especially on recruiting-specific platforms like LinkedIn, is the overwhelming number of messages good engineers receive on them. For your message to stand out from the crowd you need to put in work to make it personalized. Greg Brockman has some great advice (https://stripe.com/blog/startup-advice-cold-recruiting) on this. You’ll also see a greater return if you can hunt down email addresses rather than sending messages. If you’re looking at profiles on LinkedIn, use the Connectifer (https://www.connectifier.com/) Chrome extension to get them. Otherwise do what you can to find an email address (sometimes people include them in their forum profiles or try finding a personal website that might have contact information). If you have any press articles or noteworthy mentions, I’d link to these in the message too. You also need to follow up and expect it’ll take two or three emails before you get a reply. This approach is how the majority of technical hiring at larger companies is done. Teams of recruiters reach out to candidates and optimize their messaging over time to get more responses. There are tools to help you with this optimization e.g. Sourceress and ZenSourcer. If you send enough messages this approach will work and can result in great hires. If you reach people just before they’ve started interviewing and move quickly, you’ll have a much higher chance of closing them. The disadvantage is it’s very time consuming and will feel draining. The majority of your messages won’t get replied and you’ll be tempted to give up. You’ll have to commit to spending a certain amount of time per day sending emails and messages. One time saving trick you can consider is giving someone else access to your email and paying them to send the messages on your behalf then you handle the replies. How comfortable you feel doing that is of course your call. It’s hard to estimate how quickly you might be able to hire through cold outreach. If you’re lucky you could get the right person in for an interview next week. More realistically, I’d expect this approach to take up to 6 months before it results in a hire. Hiring a technical recruiter to make your first engineering hire is hard to make work. The strategy they’ll probably use is cold outreach and it’s unlikely they’ll achieve higher response rates than messages coming from a founder. What a recruiter does have more of than you is time and focus. They can send more messages per day and this could get more candidates replying if the gap between their effectiveness and yours is narrow enough. My recommendation if you go down this route would be to find recruiters who work on a contract basis. You can agree on a rate per hour, how many hours they’ll work per week and for what period of time. Then if they’re producing candidates, great. If not, you cancel the contract. Anecdotally, I’m noticing a trend where more of the best recruiters at companies are starting to work as independent contractors for multiple startups. Before working with a recruiter make sure you’ve invested time in really training them on how to pitch your company well. I’d give them all the information they need, give them a day to prepare and then ask them to pitch it back to you. Only work with them if they do this well. Meetups are difficult to rank on this list because their effectiveness has high variance depending on both the type of event and the type of person you are. Meetups that are primarily business conferences with corporate sponsors who send along some members of their IT department are almost certainly a complete waste of time. Smaller, informal meetups with a deeply technical agenda where people bring laptops and code can be great. Even these will still only be an effective strategy if you’re either: (1) An engineer who can gain the respect of other engineers through technical conversation. (2) A highly charismatic personality You need to honestly decide if you’re either of these. If you’re unsure whether you are (2), you probably aren’t. If you’re (1) and tend to avoid group meetups, you’ll have to get over this if you’re the only technical founder. Convincing engineers to join is one sales job you can’t delegate entirely to your cofounder. Even if you attend great technical meetups and you’re the right type of personality, it’s still unlikely you’ll make a good hire quickly through this channel. The better meetups have fewer people and they’re primarily not there to find a job. It’s a good way to build a network of smart people, which will become valuable as you scale, but not a good bet to solve your problem right now. Traditional recruiting agencies tend to have bad adverse selection bias on the candidates they can engage. Most good engineers won’t work with them and the engineers that do are being sent out to as many companies as possible. I can’t think of a startup I know that made their first engineering hire through a recruiting agency. While I’m sure there are counter examples, it’s more likely using an agency will suck up a lot of your time with little ROI. The best agencies tend to focus more on executive level hiring which won’t be helpful for you. As I said at the start, hiring your first engineer is incredibly hard unless you’re lucky enough to have a friend you can convince to join. To make any other strategy work you need to treat hiring like you did fundraising and start by refining your message and pitch. Candidates think differently to investors and you’ll need to tweak the message that worked for your fundraise e.g. candidates will think less about your market size and more about your most interesting product challenges. Once you understand what resonates most about your company with engineers you can switch gears to working through channels to get that message out to potential candidates. Then be prepared for a lot of struggle and rejection until you find the right person. Good luck! If there are any other strategies you’ve tried with success that should be added here, please do email me (harj@triplebyte.com), I’d love to hear them. If you’re hiring engineers and would like to try Triplebyte, use this link to sign up and you’ll get a special $15,000 hiring fee for your first hire Categories Other Posts Harj Taggar is a Managing Partner at YC. He was previously founder and CEO of Triplebyte (YC S15) and Auctomatic (YC W07), which was acquired by Live Current Media in 2008.How to Hire Your First Engineer
Personal Networks
Hiring Marketplaces
Generate Inbound
Cold Outreach
Recruiters
Meetups
Agencies
Conclusion
Author
Harj Taggar