October 31, 2025

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Hi there

Good morning! In today’s issue, we’ll dig into the all of the latest moves and highlight what they mean for you right now. Along the way, you’ll find insights you can put to work immediately

— Ryan Rincon, Founder at The Wealth Wagon Inc.

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Today’s Post

Building Your First Startup Team: How to Hire Like a Founder, Not an HR Department

So you’ve got your idea, your MVP is taking shape, and now you’re ready to bring in help.
This is where things get real.

Hiring your first few team members can make or break your startup. These aren’t just employees — they’re co-builders, culture-shapers, and, honestly, the people you’ll spend more time with than your friends or family.

But how do you build a team when you’re still figuring things out yourself? Let’s walk through it.

1. Understand What You Actually Need (Not What Sounds Fancy)

In the early days, it’s tempting to dream big: “We need a growth hacker, a product designer, a full-stack engineer, and a CMO!”
But slow down.

Ask yourself:

• What are the 3–4 core tasks that move the business forward right now?

• What skills are missing from your current team?

• What’s the biggest bottleneck keeping you from progress?

Example:
If you’re building a SaaS product and struggling to get customers, you don’t need a “marketing department.” You need one person who can generate leads and test channels fast.

Early hires should be T-shaped — broad skills, deep expertise in one area, and the flexibility to wear multiple hats.

2. Hire for Mission Fit, Not Just Skill Fit

In the early stage, your hires are signing up for a journey, not a job.
They’ll face chaos, long hours, uncertainty, and constant change — so they better believe in what you’re building.

Ask them:

• “What excites you about solving this problem?”

• “What would make you quit after three months?”

• “Tell me about a time you built something from scratch.”

Look for people who light up when they talk about your mission. The best early employees are owners, not renters — they care about the outcome, not just the paycheck.

“The early team defines your company’s DNA. Hire missionaries, not mercenaries.” — Ben Horowitz, a16z

3. Don’t Rush the First 10 Hires

The first 10 hires will define everything — culture, communication style, even future hires.

Here’s a useful rule of thumb:

• Hire slowly. Fire kindly but quickly.

• It’s better to leave a role unfilled than to fill it with the wrong person.

A single bad cultural fit can derail a small team faster than you think.

Pro tip: Run a “trial project” before committing — pay someone for a short-term project to see how they work, communicate, and solve problems.

4. Build Culture Intentionally (Even If You’re Small)

Culture doesn’t start when you hit 50 employees — it starts at two.

Define your startup’s values early:

• How do you make decisions?

• How do you handle mistakes?

• What does “good work” look like here?

Even a one-page “culture doc” goes a long way.

For example:

• “We give feedback directly, not behind backs.”

• “We move fast, but never at the expense of integrity.”

• “We hire people who act like founders.”

It doesn’t need to sound corporate — it just needs to be real.

5. Don’t Compete on Salary — Compete on Vision

You probably can’t outpay Google or Apple. That’s okay.
Your advantage is purpose, ownership, and impact.

Offer:

• Equity: Give early hires a real stake in the company’s success.

• Autonomy: Let them own projects, not tasks.

• Learning: Promise they’ll grow faster here than anywhere else.

The right people will choose meaning over money — especially if they believe they’re joining something that could be big.

6. Communication > Experience

In a small startup, communication isn’t optional — it’s survival.
You need teammates who can:

• Handle feedback maturely.

• Work asynchronously if remote.

• Document decisions clearly.

• Ask questions instead of making assumptions.

A brilliant developer who ghosts the team for a week is worse than a good developer who communicates daily.

You don’t need perfect resumes — you need people who make the team better, faster, clearer.

7. Your Role as the Founder: Chief Recruiter

In early-stage startups, the founder’s job is recruiting.
You’re not just hiring — you’re selling the dream.

Tell the story of your company like it’s the most exciting thing in the world (because it should be).
Be transparent about the challenges. Paint the vision of what success looks like.

When people join, they’re betting on you as much as the product.
So make them believe.

Final Thought

Building your first team is less about job titles and more about shared energy.
The best early teams have three things in common:

1. Trust — everyone has each other’s back.

2. Speed — decisions don’t get stuck in meetings.

3. Purpose — everyone knows why they’re here.

Get those right, and your small team will move like a big one — scrappy, smart, and unstoppable.

Because at the end of the day, startups don’t build great teams — great teams build startups. 💡

That’s All For Today

I hope you enjoyed today’s issue of The Wealth Wagon. If you have any questions regarding today’s issue or future issues feel free to reply to this email and we will get back to you as soon as possible. Come back tomorrow for another great post. I hope to see you. 🤙

— Ryan Rincon, CEO and Founder at The Wealth Wagon Inc.

^_Disclaimer: This newsletter is for informational and educational purposes only and reflects the opinions of its editors and contributors. The content provided, including but not limited to real estate tips, stock market insights, business marketing strategies, and startup advice, is shared for general guidance and does not constitute financial, investment, real estate, legal, or business advice. We do not guarantee the accuracy, completeness, or reliability of any information provided. Past performance is not indicative of future results. All investment, real estate, and business decisions involve inherent risks, and readers are encouraged to perform their own due diligence and consult with qualified professionals before taking any action. This newsletter does not establish a fiduciary, advisory, or professional relationship between the publishers and readers.