In Indian startups, hiring is often mistaken for progress.
A growing team feels like momentum—but without revenue clarity or operational leverage, it quietly burns runway and attention.
India rewards capital efficiency. Founders who delay hiring until it unlocks measurable output outperform those who scale headcount prematurely.
Overhiring usually comes from:
- Fundraise pressure to “look big”
- Founder discomfort with hands-on execution
- Misunderstanding of delegation vs abdication
In early stages, role stacking is not a compromise—it’s a strength. Founders and early employees should wear multiple hats. This builds institutional knowledge and sharper decision-making.
Hiring should answer one question:
“Will this person materially move one key metric in the next 90 days?”
If the answer is unclear, wait.
Lean teams don’t slow growth. They force focus.