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Cursor’s final interview is a non-negotiable two-day onsite where they simulate solving real problems. This would be a recruiting team’s nightmare. CEO Michael Truell admitted the company has tried to get rid of it several times. But this strategy is so critical to hiring for talent density that Cursor...

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Listen to how Cursor’s CEO scaled from 20 highly skilled people to 400. Early days = extravagant SF trips and dinners. Today = M&A to acquire founders. Michael Truell only hires high talent density, culture fits. The kind of people who build on day one. Quick breakdown of how Cursor hired at each stage: Founder Era (first ~20 hires) – No recruiter. Every hire is sourced personally. – No interviews. Just real conversations about the vision and mission. – Pursuing candidates even after they say “no.” Flights, dinners, anything to get a “yes.” Scaling Era (21-200) – 2-day work trial interview process built to see how candidates problem-solve live. – Referrals are a new hiring channel. – Truell and VPs intentionally interview every new hire for culture-fit. At-Scale Era (~200 - to today almost 400 people) – 2-day work trial still running despite attempts to kill it. – M&A used to bring highly-aligned founders on board. – Employee referral network functions similar to founder-led sourcing at scale. The common thread is balancing culture-fit with high talent density. Same balance my team prioritizes for global marketing talent. 👇 Article breaks down the entire strategy. Check it out.
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Listen to how Cursor’s CEO scaled from 20 highly skilled people to 400. Early days = extravagant SF trips and dinners. Today = M&A to acquire founders. Michael Truell only hires high talent density, culture fits. The kind of people who build on day one. Quick breakdown of how Cursor hired at each stage: Founder Era (first ~20 hires) – No recruiter. Every hire is sourced personally. – No interviews. Just real conversations about the vision and mission. – Pursuing candidates even after they say “no.” Flights, dinners, anything to get a “yes.” Scaling Era (21-200) – 2-day work trial interview process built to see how candidates problem-solve live. – Referrals are a new hiring channel. – Truell and VPs intentionally interview every new hire for culture-fit. At-Scale Era (~200 - to today almost 400 people) – 2-day work trial still running despite attempts to kill it. – M&A used to bring highly-aligned founders on board. – Employee referral network functions similar to founder-led sourcing at scale. The common thread is balancing culture-fit with high talent density. Same balance my team prioritizes for global marketing talent. 👇 Article breaks down the entire strategy. Check it out.

adriane schwager

38,992 Aufrufe • vor 2 Monaten

Why Brian still obsesses over recruiting: "Sam Altman (Sam Altman) told me you're going to spend 50% of your time on hiring. I never did. It was my death blow. As a leader, you can choose if you want to spend time hiring or managing. The more time you spend on recruiting, the less time you get to spend on management. The first and last call I make every day is the recruiting team, still. I probably spend two, three hours on it every day. The 2000s, I didn't. I thought it was all about having a recruiting machine, managing people. The great thing is I don't manage as much anymore because the really good people are self managing. People should think about their first employee being a recruiter, not an engineer. Because they are the ones that get you every other person. A company is as good as its people. The difference between the good companies and the great companies are the people."
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Why Brian still obsesses over recruiting: "Sam Altman (Sam Altman) told me you're going to spend 50% of your time on hiring. I never did. It was my death blow. As a leader, you can choose if you want to spend time hiring or managing. The more time you spend on recruiting, the less time you get to spend on management. The first and last call I make every day is the recruiting team, still. I probably spend two, three hours on it every day. The 2000s, I didn't. I thought it was all about having a recruiting machine, managing people. The great thing is I don't manage as much anymore because the really good people are self managing. People should think about their first employee being a recruiter, not an engineer. Because they are the ones that get you every other person. A company is as good as its people. The difference between the good companies and the great companies are the people."

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Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”
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Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”

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Kobe Bryant said he wore No. 24 because it was a daily reminder to himself to live each day like it was his last “Philosophically, it carried a significance. It was about approaching every day as if it was my last.” “Shaq’s gone. I have to drive this team every day. There are no days off.” “You come to practice… We’re going.” “Every time I look at that number… Today is the most important day.’ Today is the day.’” “‘It’s one day.’ 24 hours. ‘That’s it.’” “That helped me stay locked in.”
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Kobe Bryant said he wore No. 24 because it was a daily reminder to himself to live each day like it was his last “Philosophically, it carried a significance. It was about approaching every day as if it was my last.” “Shaq’s gone. I have to drive this team every day. There are no days off.” “You come to practice… We’re going.” “Every time I look at that number… Today is the most important day.’ Today is the day.’” “‘It’s one day.’ 24 hours. ‘That’s it.’” “That helped me stay locked in.”

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The Bitcoiners tried to put this interview with BlackRock Chief Investment Officer out as the typical Bitcoin Bitcoin Bitcoin(because that's how they roll) interview but here are the adult clips: Quote From BlackRock CIO: "We are really focused on the utility of bridges to investors....looking for real world problems to solve...is a much better place to start. Brad Garlinghouse has said this probably a hundred times in different ways. "There is that 1% where I think that is focused on solving a real problem for real customers and is able to do that at scale and that's going to be game changing." - Brad Garlinghouse
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The Bitcoiners tried to put this interview with BlackRock Chief Investment Officer out as the typical Bitcoin Bitcoin Bitcoin(because that's how they roll) interview but here are the adult clips: Quote From BlackRock CIO: "We are really focused on the utility of bridges to investors....looking for real world problems to solve...is a much better place to start. Brad Garlinghouse has said this probably a hundred times in different ways. "There is that 1% where I think that is focused on solving a real problem for real customers and is able to do that at scale and that's going to be game changing." - Brad Garlinghouse

Digital Asset Investor

20,834 Aufrufe • vor 1 Jahr

Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."
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Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."

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Sam Altman said it straight in a CNBC interview: the companies adopting AI the most are hiring the most, and the ones doing layoffs are the ones adopting AI the least. This completely flips the narrative that AI is killing jobs. At the end of the day, AI is a productivity tool. Yes, some jobs will become redundant and obsolete, that is how it is for every technological revolution. But those who adopt quickly will have a higher chance of making it.
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Sam Altman said it straight in a CNBC interview: the companies adopting AI the most are hiring the most, and the ones doing layoffs are the ones adopting AI the least. This completely flips the narrative that AI is killing jobs. At the end of the day, AI is a productivity tool. Yes, some jobs will become redundant and obsolete, that is how it is for every technological revolution. But those who adopt quickly will have a higher chance of making it.

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I’m hiring exceptional software engineers for my team at SpaceX. We are a small team based in Redmond, WA (onsite) that owns key parts of the Starlink user experience: the mobile app, customer support, AI integrations. No PMs. No designers. You ship from day one to millions of customers. If this sounds interesting, DM me something impressive you’ve built.
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I’m hiring exceptional software engineers for my team at SpaceX. We are a small team based in Redmond, WA (onsite) that owns key parts of the Starlink user experience: the mobile app, customer support, AI integrations. No PMs. No designers. You ship from day one to millions of customers. If this sounds interesting, DM me something impressive you’ve built.

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Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel “You need to spend a lot of time focusing people. This is something I learned from Peter Thiel. He used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it’s insulting to be asked to do just one thing, but Peter would enforce this pretty strictly.” Thiel would say: “I will not talk to you about anything else except for this one thing that I’ve assigned to you. I don’t want to hear about how great your doing in this other area. Just focus until you conquer this one problem.” Keith explains: “The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they’re difficult—you don’t wake up in the morning with a solution to them, so you tend to procrastinate… If you have a company that’s always solving B+ problems, you’ll grow and add value, but you’ll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it.” Video source: Y Combinator (2014)

Startup Archive

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Naval Ravikant explains the importance of hiring high-agency people “[Hire] people who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions. Because building a startup is an infinite set of problems that are being thrown at you.” Video Source: AngelList
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Naval Ravikant explains the importance of hiring high-agency people “[Hire] people who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions. Because building a startup is an infinite set of problems that are being thrown at you.” Video Source: AngelList

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387,679 Aufrufe • vor 2 Jahren

hiring people to look successful is one of the fastest ways to go broke. a few years ago i was burning over $10k a month on a team i'd just accumulated over the years. "this guy's got 8 kids, keep him on." "i like his attitude, keep this guy on." barely used half of them. no ROI. just cash leaving every month so i could feel like a CEO. here's what i learned: 1) money is energy you transfer to get a return. every dollar out should bring something back. if it doesn't, you're not building a team, you're funding your own ego. 2) you don't need a massive team anymore. with AI and the tools we have now, a lean crew of a few sharp people outpaces corporations with hundreds of employees. 3) only hire for a specific bottleneck. the thing you bang your head against or waste hours on. for me it was video editing. i'm good at it but it drains me. so i hired it out. that frees you to do the one thing only you can do. 4) find the single activity that grows the business if you do more of it. your job for the next 12-18 months is to do that one thing 99% of the time and hand everything else off. stop hiring to look big. start hiring to remove what's slowing you down.
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hiring people to look successful is one of the fastest ways to go broke. a few years ago i was burning over $10k a month on a team i'd just accumulated over the years. "this guy's got 8 kids, keep him on." "i like his attitude, keep this guy on." barely used half of them. no ROI. just cash leaving every month so i could feel like a CEO. here's what i learned: 1) money is energy you transfer to get a return. every dollar out should bring something back. if it doesn't, you're not building a team, you're funding your own ego. 2) you don't need a massive team anymore. with AI and the tools we have now, a lean crew of a few sharp people outpaces corporations with hundreds of employees. 3) only hire for a specific bottleneck. the thing you bang your head against or waste hours on. for me it was video editing. i'm good at it but it drains me. so i hired it out. that frees you to do the one thing only you can do. 4) find the single activity that grows the business if you do more of it. your job for the next 12-18 months is to do that one thing 99% of the time and hand everything else off. stop hiring to look big. start hiring to remove what's slowing you down.

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A director interviewed a woman for a lead teaching position. The candidate brought her boyfriend. He tried to sit in on the interview. She sent him to the lobby. Then every two or three questions, the candidate stood up, walked out of the office, and went to consult him on her answers. The director’s reaction: “Am I hiring him or you?” She ended it early. Quote: “This ain’t no group project.” Other directors told her they’re seeing the same thing. The emotional-support human has officially entered the job interview. Hiring managers, teachers, anyone who’s sat on the other side of the table — WHY IS THIS BECOMING A THING?
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A director interviewed a woman for a lead teaching position. The candidate brought her boyfriend. He tried to sit in on the interview. She sent him to the lobby. Then every two or three questions, the candidate stood up, walked out of the office, and went to consult him on her answers. The director’s reaction: “Am I hiring him or you?” She ended it early. Quote: “This ain’t no group project.” Other directors told her they’re seeing the same thing. The emotional-support human has officially entered the job interview. Hiring managers, teachers, anyone who’s sat on the other side of the table — WHY IS THIS BECOMING A THING?

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A lot of people look at Tesla and only see Elon. But the part that many people forget is… There's a team that helps turn Elon's vision into reality. Tesla has a deep bench of incredibly talented people behind the scenes building, engineering, solving problems, and executing every single day. These are the people that helped bring Cybercab to life. The Tesla team. It was an incredible event tonight.
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A lot of people look at Tesla and only see Elon. But the part that many people forget is… There's a team that helps turn Elon's vision into reality. Tesla has a deep bench of incredibly talented people behind the scenes building, engineering, solving problems, and executing every single day. These are the people that helped bring Cybercab to life. The Tesla team. It was an incredible event tonight.

Teslaconomics

16,886 Aufrufe • vor 1 Monat

ANTHROPIC LEAKED A SETUP WHERE A $1.2M A-YEAR TEAM FITS INTO ONE FILE FOR $4 A DAY you hire nobody - you write one file, and $106,500 of salaries in it turn into $4 of tokens. architect → 4 builders → tests → critic → docs → scout → chief → back into the file the architect runs twice a day and decides everything - the priciest model on the sheet is the smallest line on the bill at $1.05. four builders cost $1.20 a day - and a fifth builder is one more number in the file, not one more quarter of recruiting. the tester asks does it run, the critic asks should it exist at all - $1.22 together for two roles a solo dev never fills. nothing reaches you that hasn't been rejected at least once. the scout and the scribe cost 40 cents - the exact two roles that get cut from every real budget. nobody hires a documentation engineer, and everybody wishes they had one. the chief at 14 cents is the only one who writes back into the file - without it this is a list, with it the list edits itself. hiring the eleventh is a paragraph: no req, no interviews, no ramp - and firing is one command. save this and paste it into Claude Code - and you get 10 roles for the price of one coffee ↓
0:41

ANTHROPIC LEAKED A SETUP WHERE A $1.2M A-YEAR TEAM FITS INTO ONE FILE FOR $4 A DAY you hire nobody - you write one file, and $106,500 of salaries in it turn into $4 of tokens. architect → 4 builders → tests → critic → docs → scout → chief → back into the file the architect runs twice a day and decides everything - the priciest model on the sheet is the smallest line on the bill at $1.05. four builders cost $1.20 a day - and a fifth builder is one more number in the file, not one more quarter of recruiting. the tester asks does it run, the critic asks should it exist at all - $1.22 together for two roles a solo dev never fills. nothing reaches you that hasn't been rejected at least once. the scout and the scribe cost 40 cents - the exact two roles that get cut from every real budget. nobody hires a documentation engineer, and everybody wishes they had one. the chief at 14 cents is the only one who writes back into the file - without it this is a list, with it the list edits itself. hiring the eleventh is a paragraph: no req, no interviews, no ramp - and firing is one command. save this and paste it into Claude Code - and you get 10 roles for the price of one coffee ↓

Sprytix

47,679 Aufrufe • vor 1 Monat

There is a massive advantage to hiring young people, and Shopify was the first company to figure it out, says Pragmatic Engineer's Gergely Orosz. "Shopify's Head of Engineering Farhan Thawar told me that he saw something interesting years back. Shopify was so early to AI. They got Copilot licenses for everyone, with no cost limit. But they didn't see many teams using it." "But there was this one team that was using it a lot more. There was an intern on the team. They onboarded the intern and gave the intern his two-week task and the intern was done in a day. And they're like, 'How did you do that?' He's like, 'Oh well I just used AI? What's next?'" "And suddenly the people on the team felt stupid, right? So they started to learn from the intern and use AI." "The next thing Farhan did was hire an intern for every single Shopify team. This is why Shopify had a thousand interns."
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There is a massive advantage to hiring young people, and Shopify was the first company to figure it out, says Pragmatic Engineer's Gergely Orosz. "Shopify's Head of Engineering Farhan Thawar told me that he saw something interesting years back. Shopify was so early to AI. They got Copilot licenses for everyone, with no cost limit. But they didn't see many teams using it." "But there was this one team that was using it a lot more. There was an intern on the team. They onboarded the intern and gave the intern his two-week task and the intern was done in a day. And they're like, 'How did you do that?' He's like, 'Oh well I just used AI? What's next?'" "And suddenly the people on the team felt stupid, right? So they started to learn from the intern and use AI." "The next thing Farhan did was hire an intern for every single Shopify team. This is why Shopify had a thousand interns."

TBPN

135,707 Aufrufe • vor 8 Monaten

OpenClaw just got a plugin nobody is talking about. And it can replace a whole operations team. It is called Paperclip. It lets you build a full AI company on your own computer. You get an AI CEO. You get a marketing team. You get a tech team. They have real memory so they never forget a task. They wake up every day and do the work for you. You do not have to manage them or pay them a salary. Your data stays safe because it runs on your hardware. Here is how to start today. Go to GitHub and download OpenClaw. Install the Paperclip dashboard inside it. Pick one task and hire your first AI worker.
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OpenClaw just got a plugin nobody is talking about. And it can replace a whole operations team. It is called Paperclip. It lets you build a full AI company on your own computer. You get an AI CEO. You get a marketing team. You get a tech team. They have real memory so they never forget a task. They wake up every day and do the work for you. You do not have to manage them or pay them a salary. Your data stays safe because it runs on your hardware. Here is how to start today. Go to GitHub and download OpenClaw. Install the Paperclip dashboard inside it. Pick one task and hire your first AI worker.

Julian Goldie SEO

33,889 Aufrufe • vor 6 Monaten

“The team that gets him (Giannis) will be the team that’s the most desperate to have him. To me, that screams out the Miami Heat. They are always superstar hunting. This doesn’t fit the Celtics archetype of how they conduct their team building. At a point, it comes down to the Godfather. My offer is my offer.” — Vincent Goodwill on Giannis
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“The team that gets him (Giannis) will be the team that’s the most desperate to have him. To me, that screams out the Miami Heat. They are always superstar hunting. This doesn’t fit the Celtics archetype of how they conduct their team building. At a point, it comes down to the Godfather. My offer is my offer.” — Vincent Goodwill on Giannis

Heat Central

54,034 Aufrufe • vor 3 Monaten