A common myth technologists often have about launching and scaling a Tough Tech startup is that the technology development is the hardest part. The truth is, building a high-functioning, productive team is often even harder.
It’s hard to attract top talent, align and motivate a group of people, and develop systems and structures that drive outcomes. When a team is thriving it can seem natural, but behind the scenes, there is an enormous amount of strategy and work that goes into transforming a group of individuals into a cohesive team.
Funders will look closely at your team before they invest. But you need funding to secure top-notch talent, which sets up a classic chicken-and-egg problem. Early stage Tough Tech teams often navigate this situation by adding field leaders and experts as advisors before they have the capital to hire people onto their team. Venture capitalists in particular will want to see that you have engaged experienced advisors as a way to de-risk potential investments.
One way to begin building your team is to work backwards from your technical roadmap. Ask yourself: what skills and expertise do I need at each stage of technology development? As you identify potential collaborators, consider “test driving” advisors and team members — work on a project together or have a trial period of collaborating on a real problem before formalizing the relationship. You can “date” advisors by asking them strategic questions and building relationships with them for months before you make your formal ask. In any case, make sure to get permission before you add anybody’s name to pitch materials, applications, and proposals.
Remember, your first few teammates will have a disproportionate impact on your organization’s culture. Look beyond their technical skills and consider also their attitudes, values, and behaviors.
Here's what you need to know about building your team:
Common early-stage Tough Tech team roles:
CEO: Can raise funds, sell, and lead with clarity. Often in Tough Tech startups, the CEO also acts as the Chief Technology Officer or Chief Scientific Officer while the team is small.
Co-founder: Sometimes, but not always, teams have a Co-founder. Co-founders have skills and experiences that complement the CEO.
Founding engineers or scientists: Action-biased and ownership-driven.
Domain specialist (optional): For startups in deeply technical fields like biotech or quantum.
Advisors: Experts who have experience and/or connections that will be valuable to you as you build.
Recruit the right people.
Start with referrals: Ask trusted mentors and peers for mission-fit talent.
Do founder-led outreach: Cold message high-potential hires via LinkedIn.
Sell the mission: Share why what you’re building matters and why they matter to the mission.
Go where they are: Labs, accelerators, online communities.
Show momentum: Use milestones and storytelling to make your vision feel real and urgent.
Hire for culture, not just technical expertise.
Mission-obsessed: Aligned with your “why” and deeply motivated by impact.
Low ego, high standards: Striving for excellence while staying humble and collaborative.
Extreme ownership and pace: Being able to deliver results and operate under time constraints.
Collaboration: Ability to work effectively with others on a cross-disciplinary team.
Fast learners: Desire to learn and grow as quickly as the organization.
Adaptability: Comfortable navigating change and uncertainty.
