25-06-2025
5 Hiring Hacks From A Founder's Perspective
Ivan Terzi is the Cofounder & CEO of Hyper Cyber (custom PCs), TeaDeus (eco-friendly tea) and TBR TRADE (electronics solutions).
Hiring is one of the most important responsibilities a founder has and also one of the most misunderstood. I've seen firsthand how the right hire can change your company. And how the wrong one can cost you time, money and trust.
In my journey building multiple companies from scratch, I've made just about every hiring mistake you can imagine. And each time, I've walked away with a new insight.
These are five hard-earned lessons that continue to impact how I build teams today.
Don't Hire the Resume, Hire the Person
One of the earliest hiring mistakes I made was confusing potential with performance. I hired a person who came in full of energy and said, 'I'm ready to sell anything.' Three weeks later, they disappeared after their first difficult call with a client.
That's when I realized energy in the interview isn't the same as drive in the real world.
Since then, I've stopped relying on CVs and job titles alone. Instead, I assess five areas when evaluating candidates:
• Potential: their capacity to grow and develop (but not at the cost of present performance)
• Productivity: past or present results and how consistently they deliver
• Motivation: what truly drives them (purpose or pressure?)
• Personal qualities: behavioral traits and emotional maturity
• Knowledge: professional skills and the ability to apply them in real scenarios
Past behavior is one of the most reliable indicators of future performance. While potential speaks to what someone could achieve, productivity reveals what they've actually delivered. When hiring, prioritize candidates with a consistent track record of results; they're more likely to keep performing, even in new roles or unfamiliar environments.
Motivation Isn't Always What It Seems
In the early days, I'd get excited when someone told me they were 'passionate about the mission.' Now, I ask: Why exactly? There's a big difference between someone who's purpose-driven and someone who's in survival mode.
I often refer to a concept I once heard: Some people are pulled by vision; others are pushed by pressure. The first group can keep performing well over time. The second usually burns out quickly.
That's when I changed my approach. Instead of textbook questions, I ask what really matters to them. I'm listening for genuine motivation, the kind that pushes people to grow, create and stick with tough challenges.
You can teach someone skills. But passion, commitment and the drive to care are not something you can instill. It's either part of them, or it's not. In my experience, the most successful teams genuinely care about the work they're doing. When passion is at the core, they'll push through the tough days, adapt and deliver results no matter what. So, when you're building a team, focus on finding that drive first, then build the skills around it.
If You're Not Hiring, You Might Already Be Slowing Down
For years, I believed that hiring was something you do only when someone quits or when your team is not 'at capacity.' I was wrong.
Some of our biggest slowdowns came not because we lacked ideas but because we lacked fresh energy. Over time, a team that doesn't grow risks becoming too comfortable. Same voices, same rhythms, same blind spots.
I realized that hiring is not just reactive; it's proactive. It keeps the company evolving. Even if you're not actively scaling, you should always be connecting with talent and thinking about your next key hire.
Don't wait for turnover to start hiring. Growth requires movement, and new people bring it.
Hire People Who Believe In What You're Building
Your team isn't just employees; they're people who put their faith in your vision. This mindset changed how I hire.
And today, people no longer join companies just for salaries. They want alignment. A sense of purpose. And assurance that their work matters.
When I'm about to hire someone, I look at both sides:
• Will this person meet the needs of the company?
• Can our company meet the hopes of this person?
If we can't offer a clear mission, a culture of dignity and a meaningful path forward, why would the best talent stay? Top performers aren't just choosing jobs; they're choosing missions. So, make yours clear.
Hiring Doesn't End When You Sign The Contract
I used to think hiring ended when someone accepted the offer. But the truth is, without the right structure around your people, even the best hires will fail. You don't just need great people; you need a great system to support them.
If you want your team to perform consistently, you need more than a strong hiring process. You need to build the foundation they stand on.
• Make sure your team knows exactly who's responsible for what and how success is measured. Clarity drives accountability.
• Onboarding should be smooth. New hires should feel prepared from day one, not lost in confusion.
• Clear role descriptions and KPIs help people perform better. When expectations are defined, there's less room for misunderstanding.
• Standard Operating Procedures (SOPs), handbooks and systems aren't red tape; they're what keep your business running without chaos.
• Show your team how they can grow. When people see a future with you, they're more likely to stay and give their best.
• Motivation isn't just about money. Recognition, team culture and meaningful work matter, and they can't be faked or bought.
The real job of a People Department is not just hiring but creating an environment where great people can actually do great work.
Hiring Is A Mirror
Hiring reflects the state of your business. The clarity of your culture. The strength of your vision.
You can't build something great alone, and you definitely can't do it with the wrong team. So be thoughtful.
Listen for patterns, not just promises. Because when you hire right, you're not just filling a role; you're fueling the future.
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