Moshe Pesach’s Post

Mirjam Martin makes a strong point about timing RevOps. Too early and you risk adding structure before the business is ready. Too late and you inherit messy systems that slow growth. What I've seen work best is treating RevOps as a mindset first, then layering in expertise when the indicators are clear: product–market fit, initial funding, or a repeatable sales motion. A fractional leader at that stage can establish reporting frameworks, strengthen CRM hygiene, and remove obstacles in lead-to-cash workflows. Those foundations pay off when you bring in a full-time operator to scale. RevOps is really about systems that shape behavior. When incentives, workflows, and data are aligned, growth-stage teams execute faster and with more clarity. #RevOps #Leadership #SalesExecution #BusinessGrowth

Why companies should treat talent like leads? Most founders obsess over revenue and forget their real profit engine - people. Sales has dashboards. Recruitment has chaos. One side runs pipelines. The other runs panic. That’s the problem. Every high-growth company runs funnels for everything that matters: Marketing. Sales. CX. Ops. Finance. But the Talent Funnel is always missing. And that’s the one that makes or breaks the rest. Because your team IS the business. Here’s how to fix it: 1. Awareness - Get Seen. - Your employer brand is marketing. - If top talent doesn’t know you, you don’t exist. - Build brand equity, not listings. 2. Interest - Speak to Ambition, Not Skills. - Define your ICP - Ideal Candidate Profile. - No ICP = chaos in recruitment and you end up with C, B hires. - Sell the value of joining, not the benefits. 3. Decision - Sell the Role. - Your job offer is a sales pitch. - Hook → Problem → Solution → Value → CTA. - Speed kills - 60 seconds to call. - First company who calls, wins. 4. Action - Onboard Talent Like a Client. - Have a killer offer (comp, bonus, culture). - Then onboard for real - connect, train, empower. - Not “watch two days of Netflix-style onboarding videos” and hope they get it. - A-players have A-players in their circle. Hire them fast. 5. Retention - Keep Them Growing. - People stay for growth, not perks - same as your clients. - Clear growth. Real coaching. Honest leadership. Your Talent Acquisition Funnel demands intentional architecture. If done right - you’ll get a tenfold return. If done wrong - it’ll be the most expensive “client” you’ll ever have. Track it. Measure it. Optimize it. Because the truth is simple: Your people are your profit. #strategy

Do you identify as a tech founder… a business founder… or a design-first founder? ❌ WRONG. At the early stage, everyone should be a sales founder. (Yes, the time you spend on it varies by role but don’t offload this responsibility early on). - Thank you Aaron Upright for the insight. One of the founders in the Althra cohort admitted they almost quit early on after weeks of rejection. Hundreds of cold emails ignored. Calls ending in polite “we’ll get back to you” brush-offs. Every conversation felt like pulling teeth. At the point of throwing in the towel, they stepped back and asked: where did people lean in, even a little? They noticed that a VP of Operations at a 200-person startup had asked a ton of questions, while smaller agencies just wanted free trials and endless custom features. That became their first ICP hypothesis. Things didn’t magically get better calls still sucked, rejection still stung, but there was now a process. Iteration after iteration, it felt less like random shots in the dark and more like a calculated game of elimination. After a couple dozen more calls, the signals of pull started to appear: shorter cycles, prospects asking for next steps, fewer “maybe laters.” At Althra, this is exactly the work happening day by day. We are holding each other accountable, testing cold call openers on each other, swapping CRM strategies, and learning from seasoned vets (Adam Mckilligan). If you want to start formalizing your outreach, the first step should be to define your ICP. Here’s an example of what an ICP definition can look like 👇 🕴 Title / Role: Head of People, HR Manager, Talent Acquisition Lead 🏢 Company Profile: Growth-stage tech startups SaaS, e-commerce, and marketplace companies scaling headcount quickly (500+ headcount) 💵 Revenue: $20M–$150M annually 🎯 Focus: High-volume hiring, onboarding, and retention; pain around fragmented HR tools and compliance; struggling to keep culture intact while scaling 👥 Team: Small people ops team (2–5), supported by ops/finance; exec team involved in approvals 🌍 Regions: North America, with remote/distributed teams (Copy/Paste and fill in the fields for your own application) And if you want a taste of the Althra magic, we do have open co-working days at no cost. Apply below

A good hire doesn’t just join your company. They change direction. The right person can multiply momentum. The wrong one can drain it. Your first hire will either unlock 10x growth or become your most expensive distraction. There's no middle ground. Most founders hire someone to "take things off their plate." Someone versatile.  A Swiss Army knife for startups. Sounds smart. It's not. Here's why: When you're building something in a space where speed matters like AI-powered sales you don't need someone who can do ten things okay. You need someone who can do ONE thing at a level you never could. The difference is brutal: 𝐇𝐢𝐫𝐞 𝐟𝐨𝐫 𝐜𝐨𝐯𝐞𝐫𝐚𝐠𝐞: "Good at everything" person  Still mediocre at the thing that actually scales you  You're still the bottleneck 𝐇𝐢𝐫𝐞 𝐟𝐨𝐫 𝐜𝐨𝐧𝐬𝐭𝐫𝐚𝐢𝐧𝐭: World-class at the ONE thing blocking growth That thing becomes your competitive advantage You unlock the next stage Example: If outbound is your constraint,  don't hire a "marketing generalist."  Hire someone who's built a pipeline machine that generates 50 qualified meetings a month. If your tech keeps breaking under load,  don't hire a "full-stack engineer."  Hire the person who's kept systems alive under 10x traffic. Your first hire isn't about help. It's about leverage. What constraint is actually holding you back right now?

Recruiting for a startup and recruiting for a large company are not the same job. They share the similar titles, but everything underneath it, process, mindset, and pressure, is completely different. Let me break it down. → Candidate Profiles Startups look for builders. Adaptable, self-sufficient, and unfazed by ambiguity. They need people who can do the job and build the system around it. Large companies hire specialists. Deep expertise in a narrow area, optimized for consistency and scale. → Work Environment In startups, every hire changes the DNA of the company. One wrong hire can slow the entire team. At large companies, processes absorb some mistakes, as there’s structure, documentation, and safety nets. At startups, there are none. → Career Growth & Structure Big companies have ladders. You climb one rung at a time. If you want a significant change, you rather change the company. Startups have cliffs. You either climb fast or fall hard. It’s not for everyone, but it’s the fastest way to learn how a business really runs. → Recruiting Process Large companies run playbooks. Multiple rounds, calibrated assessments, structured panels. Startups run experiments. Speed and adaptability matter more than polish. You’re not just hiring, you’re defining what “hiring” even looks like. → Compensation & Experience At big companies, you sell stability. At startups, you sell impact. Candidates trade predictability for purpose. They want to see how their work moves the needle tomorrow, not next fiscal year. If you want order, process, and brand recognition - go big. If you want dynamics, growth, and ownership - go small. At the end of the day, it’s about knowing which environment pushes you to do your best work.

Every high-growth B2B organization hits an invisible wall. You keep hiring, but you don't grow faster. It's not a talent problem; it's a structural one. You’ve convinced yourself you have a talent gap. So, you spend six figures on a new, top-tier hire. This is the real $100K mistake. They inherit a broken process and now they're stuck. What is the most expensive cost in a scaling business? It's not payroll - it's the lack of a non-negotiable process. Ambiguity is the cost. This operational vagueness forces your highest-performing teams to spend valuable time debating rather than executing. They waste hours on basics: - "Who owns this task?" - "What's the next step after my part is done?" - "Where is the final version of the document?" Your team is like a brand new delivery truck stuck in heavy traffic. It has the power to move a ton of work, but it can't even move a few feet. This is a silent tax that bleeds your budget dry, forcing your best people to be reactive firefighters instead of focused builders. Stop Hiring. Start Automating Process. Stop trying to hire your way out of a broken system. You don't need a new VP; you need Process Control. The solution isn't another meeting. It's building Non-negotiable Standard Operating Procedures (SOPs). These shield your best people from systemic failure. A Founder's highest value isn't just signing checks. It's building a system so clean that chaos cannot find a foothold. - Your SOPs transform your team into predictable execution machines. - They free up your talent to focus on high-impact work, not basic logistics. - Your process is either the structure for performance or the breeding ground for drama. There is no neutral territory. Is the hidden cost of your ambiguous process already bleeding your budget dry? #B2BStrategy #ProjectManagement #SOPs #Scaling

Your sourcing agent is hunting for a product marketer. It finds two candidates: Profile A: 5 years at Google, launched 3 major campaigns, MBA from Wharton, expertise in growth marketing and analytics. Profile B: 3 years across 2 startups, built marketing from scratch at a 10-person company, no formal degree, specializes in scrappy growth tactics. The AI agent sees both profiles and thinks: "Perfect matches!" A human recruiter immediately picks Profile B. Not because of the resume, but because of context. The human recruiter has been in your Slack chats, seen the long threads about moving fast and avoiding corporate processes. They've watched candidates from big tech companies struggle with your lack of structure. They know that your last Google hire quit after three months because they couldn't handle the chaos. This accumulated wisdom can't be captured in a prompt. You can't distill years of hiring mistakes, cultural observations, and team dynamics into four sentences and expect AI to make the same nuanced decisions. Yet that's exactly what we keep trying to do. We feed AI generic job descriptions and wonder why it returns generic candidates. We give it surface-level requirements and expect deep insights about cultural fit. The problem isn't the AI. The problem is context. AI that truly understands your company needs access to everything your human recruiter knows. The Slack conversations about what went wrong with the last hire. The performance reviews that revealed why certain personalities clash with your team. The CEO's offhand comments about the kind of person who thrives in your environment. That's what super.work does. It doesn't just read your job description. It understands your company's hiring DNA from every rejection email, every successful onboarding, every cultural misstep. It crafts prompts you wouldn't think of because it knows context you've forgotten. You need better context delivered fast, otherwise you'll never capitalize on AI's potential. Without it, you'll just create more noise.

👉 After working with 20+ startups in the past 6 months… here are some of the common mistakes that can be avoided easily, and some key learnings that can save you time, money and mental health Most want to outsource sales before nailing the basics but the order matters: 1️⃣ Messaging & Positioning: if your value prop isn’t clear, nothing else works. 2️⃣ Trust-Building :social proof, credibility, content, and authority loops. 3️⃣ Sales Process & Pricing: how you handle leads, close, and convert. 4️⃣ Distribution & Visibility: your website, founder brand, LinkedIn presence. I help founders work across all these and I keep spotting the same 3–4 mistakes: ❌ Hiring full-time too early (especially sales hires). ❌ Negotiating for a marketing hire for 3 months, onboarding, and letting them go after 3 more. ❌ Burning time and cash on activity that doesn’t drive leads or close deals because paid ads or outbound before message-market fit fails. Also, in the AI era, a full-time marketing hire rarely makes sense early on. ✅ You can get a part-time generalist + AI-powered execution that can help you test and learn. Especially if you're a solo founder trying to juggle 5 things at a time. 👉 If you’re trying to figure out how to get more leads, improve conversion, or build a repeatable GTM system, I'm happy to have an advisory chat, feel free to book some time in my office hours, link in comments 👇 and sharing some of the slides from my recent workshop with Tenity and Google for Startups that might help.

You don’t need a 6-month hiring process to get results. You need someone who can plug in, fix the leaks, and get traction this month. I see it all the time. Founders waste months looking for the “perfect” marketing hire, only to end up training someone junior while momentum slows down. By the time they realize it’s not working, competitors are already ahead. You don’t need to build the entire marketing machine yet. You just need the engine to start running. That’s why outsourcing one piece (like your GTM, paid ads, or content system) works so well. It’s not forever. It’s the shortcut that gets you from stuck to scaling. When startups work with us, we don’t need weeks of onboarding or internal meetings. We start testing within days. We already know what works across industries we just adapt it to your brand. A few examples from the last quarter: A fintech founder who outsourced ads to us instead of hiring internally saw a 34% lower CAC in 45 days. A healthtech app that hadn’t posted in months let us run content for 6 weeks their inbound leads went up 5x with no ad spend increase. The speed matters. Because every week you’re trying to “figure it out,” you’re losing potential customers. Outsourcing isn’t just about saving money. It’s about skipping the learning curve. You hire people who’ve already made the mistakes elsewhere and know exactly how to avoid them for you. If you’re in that stage where marketing feels like it’s dragging, try outsourcing one part. Let the experts run with it while you stay focused on product and growth. At Gossip Media | Creative Growth Marketing, that’s literally what we do step in fast, build the system, hand it off once it’s working. No fluff. No long contracts. Just traction. So before you post another job ad or open another hiring spreadsheet, ask yourself: Do you really need another full-time hire or do you just need results faster? Oh, and Tblisi has some great coffee.

HIRING FOR OUTCOMES, NOT JUST TASKS A MINDSET SHIFT FOR GROWING ONLINE BUSINESSES Picture this: your inbox is overflowing, your team is stretched thin, and growth is knocking, but your systems aren’t ready. You know you need help, so you start drafting a job post. This is where many hiring efforts go off track: the focus lands on tasks, not transformation. In fast-paced online businesses, hiring isn’t just about getting things done; it’s about driving outcomes that move the business forward. When you hire with clarity around the results you need, not just the duties you want covered, you build a team that delivers impact, not just activity. THE TRAP OF TASK-BASED HIRING Hiring based on tasks is a reactive move. It may offer short-term relief, but it rarely solves the deeper business challenge. Task-based hiring often leads to: Role confusion (“Who owns strategy vs. execution?”) Misalignment (“Why isn’t this hire driving results?”) Turnover (“This wasn’t what I signed up for.”) In online businesses, where agility is everything, this approach can quietly stall growth. WHAT OUTCOME-BASED HIRING LOOKS LIKE Hiring for outcomes means starting with the end in mind. It’s not “What do we need done?” It’s “What do we need to achieve?” Let’s flip a few common examples: Instead of hiring to “manage email campaigns,” hire to increase customer retention through lifecycle marketing. Instead of hiring to “handle support tickets,” hire to improve customer satisfaction and reduce churn. Instead of hiring to “post on social media,” hire to grow brand awareness and drive engagement. One is tactical. The other is strategic. WHY THIS MATTERS FOR SMALL TEAMS In small businesses, every hire is a multiplier, or a misfire. You don’t have layers of management or an endless budget. You need people who understand the mission and can move the needle. Outcome-based hiring helps you: * Write clearer job descriptions * Attract candidates who think like owners * Align performance with business goals * Avoid hiring someone who’s “busy” but not impactful HOW TO SHIFT YOUR HIRING APPROACH Here’s a simple framework to consider: Define the business pain. What’s not working? What’s slowing you down? Clarify the desired outcome. What would success look like in 3–6 months? Map the capabilities needed. What skills, experience, and mindset will drive that outcome? Craft the role around impact. Make the job description a mission statement, not a checklist. RETHINKING YOUR NEXT HIRE Hiring isn’t just about getting help; it’s about building leverage. When you hire for outcomes, you stop reacting and start leading. You build a team that’s aligned with your vision and capable of executing it. If you’re a founder or hiring manager in an online business, challenge yourself to rethink your next hire. Don’t just ask what they’ll do. Ask what they’ll drive. Let’s talk if you’re ready to hire with intention.