Riding Unicorns: Venture Capital | Entrepreneurship | Technology
00:03:56 · Hector Mason, Shah Ramezani, James Pringle
[00:03:56] S2: Are you still involved in every hire? [00:03:57] S1: Involved not in every hire, but I'm involved in making sure the funnel is stacked. I'm involved in making sure the approach is right, the process is right. I'm involved in some... Many of them, but, like, some of them, I just trust my team. I have a senior team that I trust very well. I think they think the way I would do and the approach things that as I I trust them fully, so I don't need to interview them as well. [00:04:15] S0: What number higher for you was your first internal recruiter? [00:04:19] S1: How big we were? We were like 20 already had internal recruitment. Yeah. Already at 20. I think it's very underrated. A recruitment company will obviously never care as much as you do as a company. I mean, of course, they care because of the relationship. They wanna make sure you're happy, but they will make sure that you transact and they will make the fees. So the incentives are not 100% aligned, whereas with your own talent team, it's much more aligned. Like, we try to go deep. We try to understand the best people at every company. We try to meet people early, not even just like just to get them hired, just to meet them, talk to them. Some of them we talk to them today and then we hire them next year. So we really try to take it more like a long term approach here in regards to talent. [00:04:55] S0: And what is it that you're actually looking for?
00:04:55 · James Pringle, Shah Ramezani
[00:04:55] S0: And what is it that you're actually looking for? [00:04:57] S1: Well, it's hard to say. I mean, first of all, there are these core values. Right? First of all, like, I think very important, like, strong values, good people, like, very open mind. I don't need to read all of them, but I think it's very obvious. Like, we don't wanna make a compromise on people's values. Think it's very important for us because that makes a team work better. But then it needs to have that strong drive, extreme drive, almost like a spark. But again, that spark doesn't show with every people the same way. You know, like I think someone like very introverted, you can't see that in the interview. That is one that you want to see that drive. But then you also want to understand for the role required, how is the brain wired? Does it require an autistic person? Does it require like an extrovert? Like you have to understand how they work and why and what drives them. So I think in between all of that, make a decision. But I think values are important. Ambition is important because if they are on ambition, you can't make them go through a lot of difficult time because they don't know why they should do it. So... Yeah. And then I guess feel well in team composition, low ego, but that comes all with good values then.
00:04:57 · Shah Ramezani, Hector Mason
[00:04:57] S1: Well, it's hard to say. I mean, first of all, there are these core values. Right? First of all, like, I think very important, like, strong values, good people, like, very open mind. I don't need to read all of them, but I think it's very obvious. Like, we don't wanna make a compromise on people's values. Think it's very important for us because that makes a team work better. But then it needs to have that strong drive, extreme drive, almost like a spark. But again, that spark doesn't show with every people the same way. You know, like I think someone like very introverted, you can't see that in the interview. That is one that you want to see that drive. But then you also want to understand for the role required, how is the brain wired? Does it require an autistic person? Does it require like an extrovert? Like you have to understand how they work and why and what drives them. So I think in between all of that, make a decision. But I think values are important. Ambition is important because if they are on ambition, you can't make them go through a lot of difficult time because they don't know why they should do it. So... Yeah. And then I guess feel well in team composition, low ego, but that comes all with good values then. [00:05:52] S2: So I'm really curious about what you said around, do we go for, like, an extroverted or an autistic person? Because there are two buckets. There's some overlap. But what what would be examples of roles where, you know, sometimes an extra... An autistic person is great, but, you know,
00:06:05 · Shah Ramezani
[00:06:05] S1: what So for example, like, your product you need, like, often... I mean, depends on what kind of... There are some products that are interacting a lot with the sales team so that they didn't have, like, a combination of some sort of autism, but also, like, very good with, like, extraversion. But then you have some that you just need absolute truth seekers. Like it's like zero or one and you don't wanna have any deviation from that plan. They will tell you as it is and they will put a roadmap with dates and like all. So you need that person who say some enrolls in product units or even engineering, you need people like they're actually truth seekers, like everything is binary. And then in some roles, it's just not not useful. I mean, sales, for example, there is no boundaries. Like, there's a block of 50 shades of gray. Okay. The person doesn't wanna buy the product, but I kind of felt some hints that there is an opening, so we will work on that. And then there's actually more than just these two profiles. There's more to that. There's much more to us. We try to go through them and then send if that person fits in the role. Sometimes we also have people that are in the wrong roles and then we move them around. They do really better. So there are people made for certain roles, and then they're gonna absolutely love it because they just know that naturally they're better than everyone else.
00:07:01 · Hector Mason, Shah Ramezani
[00:07:01] S2: Yeah. I think you're quite open about the approach that you take to hire people on the on the anti cell, which is something that's talked about in StartUpLand where, you know, in the final stage, you're saying why people shouldn't join. [00:07:14] S1: What's the [00:07:15] S2: chaotic about Noah? And tell us about your approach there and why it works and how people respond.
00:07:19 · Shah Ramezani
[00:07:19] S1: So normally, first of all, like, why would someone join? I'm... First, understand the angle. Right? Like, so, okay. If it's, someone who's super hungry and just wants to move up the ladder, I get it. You know, I get it why we joined the company because we'll provide that. But then if it doesn't be clear, I try to understand it. So I try to like really dig in and understand you just want a job. That's not the place for you. But I would say we try to scare them a bit with the amount of work and intensity. And normally I see two reactions. One is the person starts not speak and get quiet, and I can see that they're almost scared. And then the second person would be their eyes are literally lighting up. They're like, this is exciting. You know, I I worked at a company where I felt I could have had done more, but they didn't want me to do more. So I think we're trying spot those guys that were actually wanna get thrown out a lot, wanna get a lot of complexity thrown at them and work through solution finding and and work with team who are incredibly in ambition and learn as a result a lot. So you normally see that in the nonverbal communication quite quickly. As you can imagine, the verbal communication people can manipulate that, but they'd have no control over the nonverbal part. So... Yeah. So I think we are knowing that with people that we don't get it why they wanna join. We just don't understand it, and everyone just like, dig it, dig it down, and understand what is the real motivation, and sometimes we're missing something from the profile or interview. So, yeah, it's a very big component for us to try those guys away that are really not understood that what this place is about.