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We are launching a new podcast. It solves for ONE VERY SPECIFIC curiosity: How do India's top Founders/Directors/VPs/Hiring managers hire? Ep1 starts with someone who's hired/helped hire hundreds (1000s?) of people within the last 3 years prabhav talks to Varun of Mesa EP 1 drops today:

Saumil

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11,859 次观看 • 3 个月前 •via X (Twitter)

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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."

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."

Patrick OShaughnessy

317,097 次观看 • 3 个月前

Varun Mohan (Windsurf CEO) on hiring —don’t hire unless someone on the team raises their hand saying, “I’m drowning.” They don’t romanticize being a small team. The goal isn’t lean for lean’s sake. It’s to be the smallest team possible that can still build toward their ambition. If they’re building something as ambitious as rethinking how software is made, they’ll need people. But they’ll only hire once the current team is stretched thin. Varun compares it to a dehydrated body. Each hire is a drop of water. You only drink when you’re thirsty. That forces clarity on what’s truly important. It also avoids the worst problem with premature hiring: people inventing projects to stay relevant. Not because they’re bad—just because they weren’t really needed in the first place.

Varun Mohan (Windsurf CEO) on hiring —don’t hire unless someone on the team raises their hand saying, “I’m drowning.” They don’t romanticize being a small team. The goal isn’t lean for lean’s sake. It’s to be the smallest team possible that can still build toward their ambition. If they’re building something as ambitious as rethinking how software is made, they’ll need people. But they’ll only hire once the current team is stretched thin. Varun compares it to a dehydrated body. Each hire is a drop of water. You only drink when you’re thirsty. That forces clarity on what’s truly important. It also avoids the worst problem with premature hiring: people inventing projects to stay relevant. Not because they’re bad—just because they weren’t really needed in the first place.

Aish

172,403 次观看 • 1 年前

Mark Zuckerberg: "I'd rather hire someone with raw intelligence and no experience than a 10-year veteran" "The two most important things I look for, number one is just raw intelligence." Zuckerberg explains why: "You can hire someone who is a software engineer and has been doing it for 10 years. If they've been doing it for 10 years, that's probably what they're doing for their life. And that's cool. There are things that person can do. They're definitely useful in an organization." But here's the tradeoff: "If you find someone whose raw intelligence exceeds theirs but has way less experience, they can probably adapt and learn way quicker. Within a very short amount of time, they'll be able to do a lot of things that the experienced person may never be able to do." The second thing he looks for: "Alignment with what we're trying to do. People can be really smart or have skills that are directly applicable. But if they don't really believe in it, they're not going to work hard. Even if they're a smart guy who doesn't have the relevant experience, if they don't care enough, they're not going to develop the relevant experience in order to succeed." On who he's actually hired: "The best people I've hired so far have been people who didn't really have that much engineering experience. I hired a couple of electrical engineers out of Stanford as new programming staff. They had very little programming experience going in. But just really smart. Really willing to go at it." He gives an example: "The guy who built Photos was one of those guys. If you're willing to just go and do whatever it takes to get it out, you're probably more valuable than someone who's just a career software engineer."

Mark Zuckerberg: "I'd rather hire someone with raw intelligence and no experience than a 10-year veteran" "The two most important things I look for, number one is just raw intelligence." Zuckerberg explains why: "You can hire someone who is a software engineer and has been doing it for 10 years. If they've been doing it for 10 years, that's probably what they're doing for their life. And that's cool. There are things that person can do. They're definitely useful in an organization." But here's the tradeoff: "If you find someone whose raw intelligence exceeds theirs but has way less experience, they can probably adapt and learn way quicker. Within a very short amount of time, they'll be able to do a lot of things that the experienced person may never be able to do." The second thing he looks for: "Alignment with what we're trying to do. People can be really smart or have skills that are directly applicable. But if they don't really believe in it, they're not going to work hard. Even if they're a smart guy who doesn't have the relevant experience, if they don't care enough, they're not going to develop the relevant experience in order to succeed." On who he's actually hired: "The best people I've hired so far have been people who didn't really have that much engineering experience. I hired a couple of electrical engineers out of Stanford as new programming staff. They had very little programming experience going in. But just really smart. Really willing to go at it." He gives an example: "The guy who built Photos was one of those guys. If you're willing to just go and do whatever it takes to get it out, you're probably more valuable than someone who's just a career software engineer."

Jaynit

401,845 次观看 • 3 个月前

I am thrilled to introduce: Landed! Now you can hire top overseas creative talent directly onto your team: Over the last two years, the biggest cheat code for my businesses and startups has been hiring incredible global creative talent—video editors, designers, content researchers, copywriters, and more. But the process of recruiting, vetting, training, and managing payroll, benefits, and HR for a growing global team is challenging. That's why we built Landed: The one-stop-shop for painlessly hiring top-1% creative talent directly onto your team. We've been growing in stealth and are already serving an incredible group of companies. Today, we're excited to open up the engine to everyone. If you're ready to hire the best creatives in the world to scale your business, we're here to help. Join us today:

I am thrilled to introduce: Landed! Now you can hire top overseas creative talent directly onto your team: Over the last two years, the biggest cheat code for my businesses and startups has been hiring incredible global creative talent—video editors, designers, content researchers, copywriters, and more. But the process of recruiting, vetting, training, and managing payroll, benefits, and HR for a growing global team is challenging. That's why we built Landed: The one-stop-shop for painlessly hiring top-1% creative talent directly onto your team. We've been growing in stealth and are already serving an incredible group of companies. Today, we're excited to open up the engine to everyone. If you're ready to hire the best creatives in the world to scale your business, we're here to help. Join us today:

Sahil Bloom

364,331 次观看 • 2 年前

"In six months, if I'm telling you what to do, I've hired the wrong person." Peter Deng (Peter Deng) is known for hiring and developing top talent across the most important companies in the world—OpenAI, FB, Instagram, Uber, and Airtable—and this is the #1 trait he optimizes for. Why it works: 1. It forces higher standards 2. It sets clear expectations with candidates 3. It pushes the new hire to operate at a higher level More here:

"In six months, if I'm telling you what to do, I've hired the wrong person." Peter Deng (Peter Deng) is known for hiring and developing top talent across the most important companies in the world—OpenAI, FB, Instagram, Uber, and Airtable—and this is the #1 trait he optimizes for. Why it works: 1. It forces higher standards 2. It sets clear expectations with candidates 3. It pushes the new hire to operate at a higher level More here:

Lenny Rachitsky

56,009 次观看 • 1 年前

Amazon worker says the Amazon warehouse he works at only hired foreigners 🚨 He says they deny American citizens jobs, tell employees they aren’t hiring if they recommend a friend or family member, then hire 10 foreigners per week “When is ICE gonna come to Amazon? Why in the hell is Amazon allowed to hire all these migrants? I mean, literally, it's probably 80% migrants, if not more. It's ridiculous. They tell the American people that they're not hiring, and then we literally sit here and watch these migrants come in, 10 per week, new hires walking through with new jobs. — But we go up and say, hey, I got a brother, I got a cousin, or whoever, a friend, whatever, that needs a job. Are we hiring? And they say, no, not at the moment, we're not hiring. You know, they can fill an application out anyways, just in case we do hire, blah, blah. And then that same day, you'll be working at your station, and you'll see them walking through 10 people. And literally, out of that 10 people, every one of them are migrants. Wow. Every single one of them. How does that work? How do they get away with that? How is that not discrimination by them telling me that they won't hire, they're not hiring right now, and then every week we see these people coming through?” He goes on to say he is begging ICE to come to Amazon because he says they do not have legal status. He says Americans are specifically not hired, he says he can’t even get his son a job because only migrants can be hired Now this man is specially talking about illegals but there is a whole other issue with Amazon, the mass bring over workers on Visas into America Amazon is one of the largest sponsors of H-1B visas in the United States They file to bring over as many as 30,000+ foreign workers every year… and they frequently get over 10,000 approved per year All this has to end According to online Amazon doesn’t hire workers without legal status but that’s not what this Amazon warehouse worker says who’s working side by side with these people…. And we all say a couple years ago major companies were hiring illegals. At the very least there should be an investigation All American jobs should go to Americans

Amazon worker says the Amazon warehouse he works at only hired foreigners 🚨 He says they deny American citizens jobs, tell employees they aren’t hiring if they recommend a friend or family member, then hire 10 foreigners per week “When is ICE gonna come to Amazon? Why in the hell is Amazon allowed to hire all these migrants? I mean, literally, it's probably 80% migrants, if not more. It's ridiculous. They tell the American people that they're not hiring, and then we literally sit here and watch these migrants come in, 10 per week, new hires walking through with new jobs. — But we go up and say, hey, I got a brother, I got a cousin, or whoever, a friend, whatever, that needs a job. Are we hiring? And they say, no, not at the moment, we're not hiring. You know, they can fill an application out anyways, just in case we do hire, blah, blah. And then that same day, you'll be working at your station, and you'll see them walking through 10 people. And literally, out of that 10 people, every one of them are migrants. Wow. Every single one of them. How does that work? How do they get away with that? How is that not discrimination by them telling me that they won't hire, they're not hiring right now, and then every week we see these people coming through?” He goes on to say he is begging ICE to come to Amazon because he says they do not have legal status. He says Americans are specifically not hired, he says he can’t even get his son a job because only migrants can be hired Now this man is specially talking about illegals but there is a whole other issue with Amazon, the mass bring over workers on Visas into America Amazon is one of the largest sponsors of H-1B visas in the United States They file to bring over as many as 30,000+ foreign workers every year… and they frequently get over 10,000 approved per year All this has to end According to online Amazon doesn’t hire workers without legal status but that’s not what this Amazon warehouse worker says who’s working side by side with these people…. And we all say a couple years ago major companies were hiring illegals. At the very least there should be an investigation All American jobs should go to Americans

Wall Street Apes

645,958 次观看 • 24 天前

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.

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.

Dylan Madden

10,989 次观看 • 26 天前

One great person using AI can be as powerful as 100 people. Adam Foroughi, founder of Applovin, on why he’s not hiring even as his business expands: People are always saying to me: You have a huge opportunity. You're doing really well. Why aren't you hiring people? We have a big business opportunity in front of us right now. Most people look at that and go: Why aren't you hiring a sales force? Why aren't you hiring a CRO? Why aren't you hitting it hard? The reason I don't is that now with AI tools one person who's really good can be as powerful as 100 people. Why would I go hire in advance of that versus go find those single individuals who can be really good, who understand how to deploy agents to tackle jobs that many people would have done before? I've stuck to this view with high conviction because I've seen companies do exactly that, hire into opportunity, dilute their IQ, and then you're stuck with a mess. How do you unravel a mess? If you lose those A people there's no way to do it. You're just hosed.

One great person using AI can be as powerful as 100 people. Adam Foroughi, founder of Applovin, on why he’s not hiring even as his business expands: People are always saying to me: You have a huge opportunity. You're doing really well. Why aren't you hiring people? We have a big business opportunity in front of us right now. Most people look at that and go: Why aren't you hiring a sales force? Why aren't you hiring a CRO? Why aren't you hitting it hard? The reason I don't is that now with AI tools one person who's really good can be as powerful as 100 people. Why would I go hire in advance of that versus go find those single individuals who can be really good, who understand how to deploy agents to tackle jobs that many people would have done before? I've stuck to this view with high conviction because I've seen companies do exactly that, hire into opportunity, dilute their IQ, and then you're stuck with a mess. How do you unravel a mess? If you lose those A people there's no way to do it. You're just hosed.

David Senra

33,270 次观看 • 3 个月前

Mark Zuckerberg on why he prefers to recruit people directly out of college In this interview from 2005, a 21-year-old Mark Zuckerberg is asked what he looks for in a new hire. There’s two things, he says. “Number one is raw intelligence. You can hire someone who has been doing software engineering for 10 years, and if they’ve been doing it for 10 years, that’s probably what they’ll be doing for the rest of their life. That’s cool — there are some things that that person can do and they’re definitely useful in an organization and can do a lot of stuff. But if you find someone whose raw intelligence exceeds theirs but has 10 years less experience, they can probably adapt and learn way quicker. Within a very short amount of time they’ll be able to do a lot of things that [the person with 10 years of experience] will never be able to do. So that’s the most important thing that I look for.” The second thing he looks for is alignment with what the company is trying to do: “People can be really smart or have skills that are directly applicable, but if they don’t really believe in it, then they’re not going to work hard or care enough to develop the relevant experience in order to succeed. The best people I’ve hired so far have been people who didn’t really have that much engineering experience. I hired a couple of electric engineers out of Stanford to do programming stuff, and they had very little programming experience going in, but they were really smart and really willing to go at it. The guy who just wrote photos was one of those guys, and if you’re willing to just do whatever it takes to get photos out, then you’re probably more valuable than someone who is just a career software engineer.” He concludes: “Those are the things I’m looking for and why I would rather recruit people out of college.” Video source: Stanford eCorner (2005)

Mark Zuckerberg on why he prefers to recruit people directly out of college In this interview from 2005, a 21-year-old Mark Zuckerberg is asked what he looks for in a new hire. There’s two things, he says. “Number one is raw intelligence. You can hire someone who has been doing software engineering for 10 years, and if they’ve been doing it for 10 years, that’s probably what they’ll be doing for the rest of their life. That’s cool — there are some things that that person can do and they’re definitely useful in an organization and can do a lot of stuff. But if you find someone whose raw intelligence exceeds theirs but has 10 years less experience, they can probably adapt and learn way quicker. Within a very short amount of time they’ll be able to do a lot of things that [the person with 10 years of experience] will never be able to do. So that’s the most important thing that I look for.” The second thing he looks for is alignment with what the company is trying to do: “People can be really smart or have skills that are directly applicable, but if they don’t really believe in it, then they’re not going to work hard or care enough to develop the relevant experience in order to succeed. The best people I’ve hired so far have been people who didn’t really have that much engineering experience. I hired a couple of electric engineers out of Stanford to do programming stuff, and they had very little programming experience going in, but they were really smart and really willing to go at it. The guy who just wrote photos was one of those guys, and if you’re willing to just do whatever it takes to get photos out, then you’re probably more valuable than someone who is just a career software engineer.” He concludes: “Those are the things I’m looking for and why I would rather recruit people out of college.” Video source: Stanford eCorner (2005)

Startup Archive

54,696 次观看 • 7 个月前

Patrick Collison on the importance of waiting a really long time to hire people Everybody tells you “work really hard to hire the best people.” But as Patrick explains, that’s not helpful because everyone knows they should do that. As he puts it: “The question is to what length should you go and what does that actually mean in practice? And in practice, it means being okay waiting a really long time to hire people.” It took Stripe six months to hire their first two people, and six more months to hire another 3-4 people. He can think of five people at Stripe who took 3+ years to hire. “If you think about the smartest people you know, if you want to get them to work on your thing, chances are they already have pretty good paths ahead of them… You have to be way more persistent and be okay with it taking way longer than any sane or reasonable person would think it should take.” There’s an important compounding effect here — hiring just one great person will make it marginally easier to get the next great person. Patrick argues you should also view every person you hire as bringing along another 50 people just like them if your company is successful: “Even if they don’t literally hire 50 people, they will be so influential in determining the selection of those 50 people.” Source: Greylock Partners (Nov 2015)

Patrick Collison on the importance of waiting a really long time to hire people Everybody tells you “work really hard to hire the best people.” But as Patrick explains, that’s not helpful because everyone knows they should do that. As he puts it: “The question is to what length should you go and what does that actually mean in practice? And in practice, it means being okay waiting a really long time to hire people.” It took Stripe six months to hire their first two people, and six more months to hire another 3-4 people. He can think of five people at Stripe who took 3+ years to hire. “If you think about the smartest people you know, if you want to get them to work on your thing, chances are they already have pretty good paths ahead of them… You have to be way more persistent and be okay with it taking way longer than any sane or reasonable person would think it should take.” There’s an important compounding effect here — hiring just one great person will make it marginally easier to get the next great person. Patrick argues you should also view every person you hire as bringing along another 50 people just like them if your company is successful: “Even if they don’t literally hire 50 people, they will be so influential in determining the selection of those 50 people.” Source: Greylock Partners (Nov 2015)

Startup Archive

74,316 次观看 • 3 个月前

🚨MILLER: Trump’s FAA executive order will replace employees not hired on merit: "It is a betrayal of the American people to say that you are going to prioritize the hiring of people with severe intellectual defects to serve at the Federal Aviation Administration, the entity responsible for ensuring that every single passenger over American airspace safely takes off, safely flies and safely lands." “The order President Trump issued today tells the Secretary of Transportation to review every hiring decision at the FAA over the last four years and where someone was not hired based on merit, qualification or competence, that person needs to be replaced."

🚨MILLER: Trump’s FAA executive order will replace employees not hired on merit: "It is a betrayal of the American people to say that you are going to prioritize the hiring of people with severe intellectual defects to serve at the Federal Aviation Administration, the entity responsible for ensuring that every single passenger over American airspace safely takes off, safely flies and safely lands." “The order President Trump issued today tells the Secretary of Transportation to review every hiring decision at the FAA over the last four years and where someone was not hired based on merit, qualification or competence, that person needs to be replaced."

Western Lensman

2,152,411 次观看 • 1 年前

Marissa Mayer on scaling Google and the internal black market CEO Eric Schmidt created for new hires “One of the things that [former Google CEO Eric Schmidt] talked about a lot was that at every order of magnitude, you should expect every process to break—and you should expect to have to completely reinvent it. It’s very different to deal with tens of people versus hundreds of people versus thousands of people” Marissa shares a story of how one time Eric reinvented Google’s hiring process in a way that initially frustrated everyone: “We had closed the year at about 200 people, and we had a plan to double the size of the company over the coming year. Eric showed up in March, looked at the plan, and said: ‘there’s just no way you guys are going to be able to double the number of employees and keep the quality and culture the way you want it to be.’” Eric then told the company that he would let them collectively hire 50 people that year—versus the 200 they were planning on hiring. And to enforce this, he created 50 laminated dollar bills with Larry Page and Sergey Brin’s faces on them and distributed them to Google’s VPs. Every new hire that year would require one “Larry & Sergey” bill. Naturally, a black market for these “Larrys & Sergeys” developed, and as Marissa describes, it became surprisingly efficient: “What would happen is the Head of Sales would have one and he would really need a new feature to make a sale. So he would [say to the engineer]: ‘look, I’m going to give you this Larry & Sergey but you have to promise you’re going to use it to hire someone who is going to build this feature to secure this revenue.’” She continues: “As painful as it was because there was way too much work to slow down our hiring like this, [the new process] was actually a really good moment for the company because it made us be really thoughtful about how we were scaling and where we were putting our resources. We had to be that much more thoughtful about what to prioritize and where the opportunities were. Yes, hypergrowth is really fun, but you also need to realize that you want that hypergrowth to happen in terms of users and revenue—and not necessarily in terms of the size of the company.”

Marissa Mayer on scaling Google and the internal black market CEO Eric Schmidt created for new hires “One of the things that [former Google CEO Eric Schmidt] talked about a lot was that at every order of magnitude, you should expect every process to break—and you should expect to have to completely reinvent it. It’s very different to deal with tens of people versus hundreds of people versus thousands of people” Marissa shares a story of how one time Eric reinvented Google’s hiring process in a way that initially frustrated everyone: “We had closed the year at about 200 people, and we had a plan to double the size of the company over the coming year. Eric showed up in March, looked at the plan, and said: ‘there’s just no way you guys are going to be able to double the number of employees and keep the quality and culture the way you want it to be.’” Eric then told the company that he would let them collectively hire 50 people that year—versus the 200 they were planning on hiring. And to enforce this, he created 50 laminated dollar bills with Larry Page and Sergey Brin’s faces on them and distributed them to Google’s VPs. Every new hire that year would require one “Larry & Sergey” bill. Naturally, a black market for these “Larrys & Sergeys” developed, and as Marissa describes, it became surprisingly efficient: “What would happen is the Head of Sales would have one and he would really need a new feature to make a sale. So he would [say to the engineer]: ‘look, I’m going to give you this Larry & Sergey but you have to promise you’re going to use it to hire someone who is going to build this feature to secure this revenue.’” She continues: “As painful as it was because there was way too much work to slow down our hiring like this, [the new process] was actually a really good moment for the company because it made us be really thoughtful about how we were scaling and where we were putting our resources. We had to be that much more thoughtful about what to prioritize and where the opportunities were. Yes, hypergrowth is really fun, but you also need to realize that you want that hypergrowth to happen in terms of users and revenue—and not necessarily in terms of the size of the company.”

Startup Archive

162,101 次观看 • 2 年前

My co’s have a zero "diversity” agenda! We hire on qualifications ONLY, not on race or sex. We have no quotas to fill! We only want to hire competent and motivated people who seek opportunity & are willing to work hard. 50% of my staff are NON white and female. We have 1500+ employees & we have never hired outside the USA or used federal subsidies like H1B to hire. That being said, on average, it is my opinion, immigrants out-hustle the average American. I don’t blame co’s for seeking overseas talent. People who come to this country seem to have a different appreciation for what it offers more than people who were born here. America has a lot of entitled, lazy, cry babies in our country today. If you are triggered by that statement you are most likely one of them, if you aren’t you probably agree. Tell me what I’m missing 👇

My co’s have a zero "diversity” agenda! We hire on qualifications ONLY, not on race or sex. We have no quotas to fill! We only want to hire competent and motivated people who seek opportunity & are willing to work hard. 50% of my staff are NON white and female. We have 1500+ employees & we have never hired outside the USA or used federal subsidies like H1B to hire. That being said, on average, it is my opinion, immigrants out-hustle the average American. I don’t blame co’s for seeking overseas talent. People who come to this country seem to have a different appreciation for what it offers more than people who were born here. America has a lot of entitled, lazy, cry babies in our country today. If you are triggered by that statement you are most likely one of them, if you aren’t you probably agree. Tell me what I’m missing 👇

Grant Cardone

118,119 次观看 • 1 年前

Big news: We spent $400,000 on a web domain. Support Shepherd is now Somewhere. Turns out nobody can remember Support Shepherd, it doesn't make a lot of sense, and even really smart people spell it incorrectly over and over. Hiring top 1% talent all over the world to save businesses 80% on labor costs is a big job. And we are now investing heavily to build the brand with the best recruiting service in the business. We are also investing heavily in our team: A new C-Suite. 8 new US based account managers with the goal of answering your emails in 20 minutes or less and recruiting talent for you in less than a week. If you are considering hiring overseas, send me a DM with more info on your business and I'd be happy to answer any questions you have. is where our new company will live. Talent is Everywhere. Hire with Somewhere! Onward and upward!

Nick Huber

838,246 次观看 • 2 年前

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 brought it back every time. Built the team behind their $60B acquisition. The two days have a straightforward itinerary to assess everything a traditional interview misses: 1/ Candidates are handed a sandbox: codebase, every UX flow, user data. 2/ Choose one problem to solve. 3/ No whiteboard. Go do it. Present at the end of Day 2. The hiring team sees how someone solves problems, builds live. The candidate gets a taste of day one. Cursor’s culture fit hit rate is incredibly high. That’s because the final interview doubles as the first day. My team broke down the entire onsite and hiring strategy in a 10-minute guide. Comment “HIRE” to check it out.

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 brought it back every time. Built the team behind their $60B acquisition. The two days have a straightforward itinerary to assess everything a traditional interview misses: 1/ Candidates are handed a sandbox: codebase, every UX flow, user data. 2/ Choose one problem to solve. 3/ No whiteboard. Go do it. Present at the end of Day 2. The hiring team sees how someone solves problems, builds live. The candidate gets a taste of day one. Cursor’s culture fit hit rate is incredibly high. That’s because the final interview doubles as the first day. My team broke down the entire onsite and hiring strategy in a 10-minute guide. Comment “HIRE” to check it out.

adriane schwager

224,822 次观看 • 19 天前

UPDATE: Trump Assassination Attempt The FBI Cracked into 2 of the 3 Foreign Encrypted Apps but Won’t Tell the Public what they Found • Interviews conducted with the neighbors says everybody knew each other in the neighborhood, but nobody knew the Crooks family • Crooks family hired powerhouse Criminal Lawyer, John Quinn and Matthew Logue, ranked in the top 50 In the US —— Their area of practice includes personal injury, wrongful death, and legal malpractice —— how do they have the money to hire lawyers like this? —— why do they have to hire defense lawyers if you had nothing to do with it? —— who recommended the dad hire these specific lawyers? —— Did it have something to do with the fact that the FBI allowed the premature cremation of the body? • Why did top brass at the Secret Service headquarters tell agents not to request extra manpower? —— this contradicts the SS Directors testimony that Trump wasn’t denied additional resources. • The FBI says they cracked 2 of the 3 foreign encrypted messaging apps, but won’t detail what they found. •They found 700+ messages found on Social media, but sources say it may not have been written by Crooks, but instead maybe his father

UPDATE: Trump Assassination Attempt The FBI Cracked into 2 of the 3 Foreign Encrypted Apps but Won’t Tell the Public what they Found • Interviews conducted with the neighbors says everybody knew each other in the neighborhood, but nobody knew the Crooks family • Crooks family hired powerhouse Criminal Lawyer, John Quinn and Matthew Logue, ranked in the top 50 In the US —— Their area of practice includes personal injury, wrongful death, and legal malpractice —— how do they have the money to hire lawyers like this? —— why do they have to hire defense lawyers if you had nothing to do with it? —— who recommended the dad hire these specific lawyers? —— Did it have something to do with the fact that the FBI allowed the premature cremation of the body? • Why did top brass at the Secret Service headquarters tell agents not to request extra manpower? —— this contradicts the SS Directors testimony that Trump wasn’t denied additional resources. • The FBI says they cracked 2 of the 3 foreign encrypted messaging apps, but won’t detail what they found. •They found 700+ messages found on Social media, but sources say it may not have been written by Crooks, but instead maybe his father

MJTruthUltra

2,131,307 次观看 • 1 年前

.travis kalanick just raised $1.7B for atoms, led by a16z - and now he's hiring hundreds of people. after 8 years in stealth, Travis is "back" and looking for builders who want to solve hard problems and digitize the physical world. here's a glimpse into our podcast interview with him, where he talks about what he's looking for in new team-members... and a list of roles that are open right now! link in thread.

.travis kalanick just raised $1.7B for atoms, led by a16z - and now he's hiring hundreds of people. after 8 years in stealth, Travis is "back" and looking for builders who want to solve hard problems and digitize the physical world. here's a glimpse into our podcast interview with him, where he talks about what he's looking for in new team-members... and a list of roles that are open right now! link in thread.

Katie Kirsch

42,891 次观看 • 20 天前

I sat down with Nicolas Sharp, founder of Attio, to talk in depth about how his company is disrupting the $80 billion CRM market. Attio has raised $116m, is 4x'ing ARR and is one of the fastest growing companies in Europe. We talk about: - Why Attio went against all conventional wisdom and spent years 3 years building the product before launching - Why Attio doesn’t hire ‘Software Engineers’ and who they hire instead. - How Attio chose investors who would back a long-term bet against multi-billion $ incumbents - How Attio is building CRM from first principles for the AI era - Who should you avoid hiring at all costs, and who should you hire for your startup And so much more. If you’re interested in learning about the story of how Nick built Attio into the incredible company it is today and is disrupting one of the most important software categories, you’re going to want to see this. Enjoy // Timestamps 00:00 Intro 00:39 Why Attio spent 3 years building their product before launch 5:05 The Power of Building Systems, Not a Box of Features 9:05 How to know when it’s time to launch 13:30 Nick’s Playbook For a Killer Product Launch 18:09 How To Go From an Investor to a Founder 23:05 How Failure Led to Attio's Big Break 28:07 Why startups need to hire "Hidden Gems," 34:05 Fundraising 49:36 Why Attio Invests In Inexperienced Talent 55:07 The Case For Not Hiring Software Engineers (& Who You Should Hire Instead) 1:02:46 The 8 Persona Hiring Framework 1:09:05 How Attio doesn’t use OKR's 1:27:11 Where does Nick's Ambition and Grit come from? 1:36:59 How Attio is Building CRM from First Principles for the AI era 1:45:29 How to Successfully Market In A Crowded Industry 1:51:10 Breaking Down Attio’s Viral Marketing Strategies 2:02:15 The Change That Had The Biggest Impact on Customer Conversion 2:05:04 Why Attio created A “Reverse Trial” 2:10:16 Why Nick is building from London, not Silicon Valley 2:22:48 The 10-Year Vision for Attio

I sat down with Nicolas Sharp, founder of Attio, to talk in depth about how his company is disrupting the $80 billion CRM market. Attio has raised $116m, is 4x'ing ARR and is one of the fastest growing companies in Europe. We talk about: - Why Attio went against all conventional wisdom and spent years 3 years building the product before launching - Why Attio doesn’t hire ‘Software Engineers’ and who they hire instead. - How Attio chose investors who would back a long-term bet against multi-billion $ incumbents - How Attio is building CRM from first principles for the AI era - Who should you avoid hiring at all costs, and who should you hire for your startup And so much more. If you’re interested in learning about the story of how Nick built Attio into the incredible company it is today and is disrupting one of the most important software categories, you’re going to want to see this. Enjoy // Timestamps 00:00 Intro 00:39 Why Attio spent 3 years building their product before launch 5:05 The Power of Building Systems, Not a Box of Features 9:05 How to know when it’s time to launch 13:30 Nick’s Playbook For a Killer Product Launch 18:09 How To Go From an Investor to a Founder 23:05 How Failure Led to Attio's Big Break 28:07 Why startups need to hire "Hidden Gems," 34:05 Fundraising 49:36 Why Attio Invests In Inexperienced Talent 55:07 The Case For Not Hiring Software Engineers (& Who You Should Hire Instead) 1:02:46 The 8 Persona Hiring Framework 1:09:05 How Attio doesn’t use OKR's 1:27:11 Where does Nick's Ambition and Grit come from? 1:36:59 How Attio is Building CRM from First Principles for the AI era 1:45:29 How to Successfully Market In A Crowded Industry 1:51:10 Breaking Down Attio’s Viral Marketing Strategies 2:02:15 The Change That Had The Biggest Impact on Customer Conversion 2:05:04 Why Attio created A “Reverse Trial” 2:10:16 Why Nick is building from London, not Silicon Valley 2:22:48 The 10-Year Vision for Attio

Wouter Teunissen

26,369 次观看 • 10 个月前

📊 After ranking #1, how do model ranks evolve over time? We analyzed how every top performer since mid-2023, when OpenAI’s GPT‑4 was at the top of the leaderboard. As of today, leaders seem to stay at the #1 spot for only 35 days on average. The leading model typically drops out of the top 5 within 5 months, and out of the top 10 within 7 months. Previous leaders have fallen substantially, with o1 now at #56 and Claude 3 Opus at #139 as progress moves faster and faster. We’ll see what 2026 brings.

📊 After ranking #1, how do model ranks evolve over time? We analyzed how every top performer since mid-2023, when OpenAI’s GPT‑4 was at the top of the leaderboard. As of today, leaders seem to stay at the #1 spot for only 35 days on average. The leading model typically drops out of the top 5 within 5 months, and out of the top 10 within 7 months. Previous leaders have fallen substantially, with o1 now at #56 and Claude 3 Opus at #139 as progress moves faster and faster. We’ll see what 2026 brings.

Arena.ai

55,526 次观看 • 7 个月前

Here is Ron Baron being asked about concerns of Elon being a key man risk as an investment. He talks about how millions of people apply for a few thousand jobs and even the person that Ron thought was the next Gwynne Shotwell or Elon Musk took 8-9 months of interviews until finally getting hired. He discussed how people work until midnight at Elon's companies and they do it because they love what they are doing. He wraps it up by saying that because of the vetting process, the amazing competition to even get hired within Elon's companies, he has built an amazing culture filled with amazing people that are very driven.

Here is Ron Baron being asked about concerns of Elon being a key man risk as an investment. He talks about how millions of people apply for a few thousand jobs and even the person that Ron thought was the next Gwynne Shotwell or Elon Musk took 8-9 months of interviews until finally getting hired. He discussed how people work until midnight at Elon's companies and they do it because they love what they are doing. He wraps it up by saying that because of the vetting process, the amazing competition to even get hired within Elon's companies, he has built an amazing culture filled with amazing people that are very driven.

Doctor Jack

53,281 次观看 • 2 个月前