Hiring your first few employees is one of the most important decisions you will make as a business owner. These early hires will help shape your company’s culture, set the tone for how work gets done, and determine how quickly and effectively your business can scale. Get it right, and you create a strong foundation. Get it wrong, and you may find yourself spending more time fixing problems than growing your business.
Many founders rush into hiring based on urgency or gut instinct, without a clear hiring plan. This often leads to misalignment, poor productivity, and early-stage burnout, not only for the employee but for the founder too.
In this article, we explore the five roles that growing businesses should prioritise and how to approach these critical early hires thoughtfully.
Why the First Hires Matter So Much
In a small business, every hire carries more weight. With only a handful of people on the team, each person’s contribution, attitude, and work ethic significantly impact performance. These early team members often work across multiple functions, represent the business to customers, and help establish internal systems and culture.
Hiring too quickly, without a plan, or based solely on relationships (such as hiring a friend or relative) can create mismatches in expectations and capabilities. On the other hand, hiring strategically, even if slowly, sets your business up for smoother operations, greater resilience, and sustainable growth.
The Five Hires to Focus On
- The Operations Lead
This person is responsible for keeping the engine running. They manage day-to-day activities, oversee processes, and handle logistics so the founder can focus on vision and growth. Depending on the business type, this could be an office manager, operations coordinator, or general manager.
Look for someone who is organised, dependable, and able to bring structure to a fast-paced environment. They should be good at creating systems and solving problems independently. - The Customer or Client Success Manager
Your early customers are your best source of growth, through referrals, reviews, and repeat business. That’s why your second hire should be someone who ensures customer satisfaction.
This person answers queries, resolves issues, and builds relationships. For service businesses, they may also help onboard new clients or manage projects. Choose someone who is empathetic, communicative, and proactive. They should make your customers feel heard, valued, and supported. - The Sales or Business Development Role
Founders are often the first (and only) salesperson in the business, but as demand grows, you need help generating leads and closing deals. A sales hire helps bring in revenue, build a pipeline, and relieve the founder from being the only point of contact for all new opportunities.
This role is especially important if you are entering a new market, expanding your product line, or need someone to follow up consistently with prospects. Look for someone who understands your target customer, can work independently, and has a track record of building relationships that convert. - The Bookkeeper or Finance Support
In the early days, it’s easy to put off financial tasks, but doing so increases your risk of non-compliance, missed opportunities, and cash flow surprises. Hiring someone to manage your bookkeeping, invoicing, payroll, and expense tracking can bring much-needed clarity and control to your finances.
This doesn’t have to be a full-time internal hire. Many businesses choose to outsource this role initially. Whether internal or external, the person should be reliable, detail-oriented, and familiar with your local tax and compliance requirements (such as CRA regulations in Canada or BAS in Australia). - The Marketing or Content Specialist
Your business needs to build visibility, attract leads, and differentiate itself. Hiring someone who can develop marketing content, run campaigns, and manage your digital presence will help drive awareness and growth.
This role can be especially impactful if you operate in a competitive market. Choose someone who understands your brand and can produce high-quality, consistent marketing across channels. This person might also support sales efforts by creating proposals, decks, or lead-nurturing content.
What to Consider Before Making a Hire
Define the role clearly
Write a job description that outlines responsibilities, success metrics, and reporting lines. This helps attract the right candidates and ensures internal clarity.
Start with part-time or contract arrangements if needed
If you’re not sure you need a full-time person, consider starting with part-time support or a fixed-term contract. This gives you time to assess fit and adjust the role as your needs evolve.
Prioritise adaptability and initiative
In early-stage businesses, things change fast. Look for people who can handle ambiguity, take ownership, and find ways to improve things without needing constant direction.
Invest in onboarding
Even if your team is small, take time to onboard new hires properly. Share your vision, values, and goals. Set expectations early and communicate regularly.
Use structured interviews and reference checks
Avoid informal hiring based on chemistry alone. Use interview questions that test real skills and conduct reference checks to confirm past performance.
Avoiding Common Mistakes
Hiring reactively instead of strategically
Focusing too much on cost rather than value
Skipping background or reference checks
Delegating too much without clear expectations
Hiring for the wrong stage of growth (e.g., senior executives too early)
Your first five hires will do more than fill roles, they will shape the DNA of your company. Take the time to get these decisions right. Think about where your business is heading, what gaps exist in your current capacity, and what type of people will help you grow sustainably.
Hiring with intention, clarity, and structure helps you avoid expensive mistakes and gives your business the foundation it needs to thrive. And as your team grows, so does your potential.