<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:content="http://purl.org/rss/1.0/modules/content/"><channel><title>Hiring on Dylan Ler</title><link>http://dylanler.github.io/tags/hiring/</link><description>Recent content in Hiring on Dylan Ler</description><generator>Hugo -- 0.133.0</generator><language>en-us</language><lastBuildDate>Mon, 19 Oct 2015 00:00:00 -0700</lastBuildDate><atom:link href="http://dylanler.github.io/tags/hiring/index.xml" rel="self" type="application/rss+xml"/><item><title>From a Family to a Tribe</title><link>http://dylanler.github.io/posts/family-to-tribe/</link><pubDate>Mon, 19 Oct 2015 00:00:00 -0700</pubDate><guid>http://dylanler.github.io/posts/family-to-tribe/</guid><description>&amp;ldquo;CEO/founders should interview every candidate until the company is at least 500 employees.&amp;rdquo; — Keith Rabois
Good news. Your startup has gained some kind of traction and has finally achieved some sort of product-market-fit. You, the founder, are assuming the roles of all the C-suite executives. You are making sales calls, you are having meetings every other day, you are managing the back-end server of your startup and you have no sleep.</description></item></channel></rss>