You and a pal have what you think is a great idea. You hack some code together and build a simple prototype. You get some feedback, like what you’re hearing and decide to go all-in on a start-up. You build some more, maybe convince another jiujitsu developer to join your little cadre on the come, and build enough product to demonstrate a vision that is ready for some angel capital. You take in $500k that will enable you to hire a few more engineers to get a beta product shipped. With the angel money you hope to build early customer traction and achieve a series of key operating milestones that will set you up for a Series A: then it’s off to the races. Scaling the technology team. Front and back-end engineers. Some product managers. Maintaining enough big-picture perspective not to lose sight of key architectural decisions. Pushing releases on a regular schedule. In short, it can get very complicated very, very quickly. Yet plenty of technical founders don’t have the experience of building and managing high-performance teams that meld creativity with productivity, a feat that is challenging even for the most experience engineering leaders. So what is a start-up to do?
To read the full, original article click on this link: Evolving the technical organization
