Founders often make the mistake of vetoing or doubting the first hire a new VP wants to bring on, even when they trust the VP, according to saastr.com. This issue is especially common when cash is tight, which is the case for many companies at $20 million to $100 million in ARR. The article stresses that nearly all top VPs expect to bring at least one trusted right-hand person with them when they join a new company.
The advice is to ask VP candidates upfront who they would bring as their immediate hire. Almost all strong VPs will name a trusted colleague, such as “Paul Donati” or “Jameson,” who they have worked with and rely on. Founders should avoid hiring VPs who do not have at least one or two key people they want to bring along. The right-hand person often has a different skill set or perspective that complements the VP and fills gaps in the organization.
This hiring approach matters because the right-hand person helps the VP execute their vision more effectively, especially in roles like Sales, Marketing, Customer Success, or Product. The article notes that founders frequently underestimate the importance of this hire, which can be crucial for the VP’s success and the company’s growth. The right-hand hire may have a different core DNA but is essential for operational efficiency and trust.
The article highlights that founders should embrace the right-hand hire as part of the VP’s onboarding process. This practice can improve team dynamics and accelerate scaling efforts. The guidance is based on observations from multiple companies managing growth and efficiency challenges at mid-range ARR levels, as detailed on saastr.com.