Editor’s note: Joe Procopio is the Chief Product Officer at Get Spiffy and the founder of teachingstartup.com. Joe has a long entrepreneurial history in the Triangle that includes Automated Insights, ExitEvent, and Intrepid Media. He writes a column about startups, management and innovation each Monday as an exclusive part of WRAL TechWire’s Startup Monday package.
Thus blog is the first of a four-part series.
Note to readers: WRAL TechWire would like to hear from you about views expressed by our contributors. Please send email to: info@wraltechwire.com.
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RESEARCH TRIANGLE PARK – The way companies get stuff done is changing, and for startups especially, the rate of change is accelerating. Call it lean, call it agile, call it low code — all types of businesses are starting to do more with less.
And they’re doing it by outsourcing everything from tech to sales to human resources to leadership. It’s a question I get a lot, and it’s usually not a mention of “if,” a company should outsource, but a question of “when.”
Why Outsource?
Startups are usually forced to rely on outsourcing to manage functional areas of the company when the complexity of those functions outgrows their expertise. I always say that every founder should be able to run every part of their company — the tech, the finance, the sales, the support, all of it — up to a certain point. But once the founder’s vision for that part of the company has been established, the founder’s time spent on these areas becomes a liability.
So what happens when the functions of a role become too much for the founder to take on, but not quite enough to hire a full-time employee?
A common mistake is to hire cheap: Bring aboard a recent graduate, maybe an intern, maybe someone looking for a career change, and pay them less than market rate to offset their lack of experience. This is usually a recipe for…
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