At Series A, the roles of the CTO and other executives must become more strategic. Even if you don't want to, it's inevitable you'll become less acquainted with the detail of the codebase or product you're building (and especially of the company's internal IT) and more focussed on planning and alignment. By enabling others to make the right decisions, you can be more aware of how you scale and proactively maintain the right ratios between your chapters of growth.
Series A is a more volatile environment than your startup will be used to. Rather than getting bogged down by problems other people in the team can solve, operating strategically enables you to stay ahead of emerging opportunities, respond quickly to unexpected threats, and make timely decisions.
To enable this stage of growth, there are practical fundamentals senior teams need to get right.
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Series A investors typically purchase 10% to 30% of the company. This means they have a strong voice in the big decisions that define your startup's future. The founding team will still maintain control over the board, but it's a given that you will be challenged more than you're used to.
Don't allow tensions and differences of opinion to spill over in meetings. The best way to manage your investors is to proactively seek approval from them on your key strategic plans.
As a founding member of a company that might have rapidly scaled to 30 people, the challenge of letting go of control can be very real, as can new challenges such as scaling your company culture.
One piece of advice is not to hire for the first month. Scaling prematurely burns cash, and it's hard to course correct when you have hundreds of employees. Even if you already have a resource plan in place, take the time to find the right person. Strategically, quality is better than quantity. 10 new hires who are unfamiliar with the infrastructure will cause more menial work than five who can be onboarded correctly.