Back to resources

How to prepare for the rapid growth of your company

Product Team
Hiring
Career Path

31 December, 2018

Joy Ghanekar
Joy Ghanekar

SVP, Head of Product at talech

Joy Ghanekar, head of product at Talech, admits to not being fully prepared for the growth that quickly inundated his company. His quick call to action provides an exemplary approach to establishing a management structure of self-starters within a short period of time.

Problem

We did not have a formal support structure in place, which set us back in a very stressful way. There was a painful period where the entire company was taking on support calls throughout the entire day and not getting any work done. The bottom line was that we were not prepared for the type of rapid growth the company was undertaking at the time.

Actions taken

As we grew, the requirement for a management structure became more apparent. We quickly leveraged a pool of talent through several hires that we already had in place as support agents. They allowed us to tap into this vast resource of prowess from their company's support talent. We wanted to hire people that matched the initial people we had. We also knew that the 10 new people we were going to hire had to be comfortable with ambiguity where there was not a lot of documentation. Knowing this, we set out looking for people in both large and small companies, who were self-starters, that could easily take on their own responsibility. For us, the proper assessment of a self-starter holds no bias as to whether they had previously belonged to a small or large company. It does, however, seek out individuals who are unsatisfied and therefore seeking improvement. Preferring troublemakers to those who just wait around for orders to follow. You want to find the right type of talent where they are generalists early on and not specialists.

Lessons learned

  • You can't prepare for this time of growth and you have to deal with it with an all hands on deck attitude.
  • Hiring self-starters will help carry you and your organization for the next several years to come. They will be able to punch above their own weight so to speak, and that is what the early phase of your company's career demands.
  • It is not always smart to hire someone from a big company to fill a management role. Even though they may possess a lot of skill, it is important to identify when they joined that organization. If most of the processes and tools had already been defined when they joined, they will not be comfortable jumping into a growing company, simply because they do not have that type of experience.
  • If and when your company pivots, you want someone who is naturally smart and adjustable based on where ever it is the company may decide to go.

Discover Plato

Scale your coaching effort for your engineering and product teams
Develop yourself to become a stronger engineering / product leader


Related stories

10x engineer or 10x impact?

26 May

Hiring 10x engineers is hard for most companies. It’s a tough battle out there for talent. So how should most companies approach building their team?

Building A Team
Leadership
Hiring
Coaching / Training / Mentorship
Vaidik Kapoor

Vaidik Kapoor

VP Engineering - DevOps & Security at Grofers

How to Streamline Your Recruitment Process for Quick and Effective Hiring

26 May

Philip Gollucci, Director of Cloud Engineering at CareRev, describes a new method for hiring in a market climate that favors candidates instead of recruiters.

Scaling Team
Building A Team
Hiring
Philip Gollucci

Philip Gollucci

CEO/Founder at P6M7G8 Inc.

How to Maximize Employee Retention in Engineering Teams

25 May

Vimal Patel, Founder and CTO at iMORPHr, shares how he retained all of his employees since beginning his software development company in 2019.

Building A Team
Company Culture
Hiring
Retention
Psychological Safety
Vimal Patel

Vimal Patel

Director of Engineering at iMORPHr

Hiring a Data Team With a Stubborn Manager

24 May

Liz Henderson, an Executive consultant at Capgemini, shares her experience hiring a data team with a manager who was difficult to work with.

Managing Up
Building A Team
Conflict Solving
Hiring
Data Team
Liz Henderson

Liz Henderson

Executive consultant at Capgemini

Streamlining Product Processes After a Reorganization

16 May

Snehal Shaha, Lead Technical Program Manager at Momentive (fka SurveyMonkey), details her short-term technical strategy to unify processes among teams following an acquisition.

Acquisition / Integration
Product Team
Product
Building A Team
Leadership
Internal Communication
Collaboration
Reorganization
Strategy
Team Processes
Cross-Functional Collaboration
Snehal Shaha

Snehal Shaha

Senior EPM/TPM at Apple Inc.

You're a great engineer.
Become a great engineering leader.

Plato (platohq.com) is the world's biggest mentorship platform for engineering managers & product managers. We've curated a community of mentors who are the tech industry's best engineering & product leaders from companies like Facebook, Lyft, Slack, Airbnb, Gusto, and more.