We only hire for a role if we're underwater for that function, ensuring that every hire is necessary and contributes to our goals.

Hiring too quickly can be tempting, but every hire should be seen as an investment, and you need to ensure that you're getting a return on that investment.

In the early stages, we worked with our first ten hires for a week to assess their fit and capabilities before making a commitment.

When hiring, think of the process as a funnel with three parts: sourcing, screening, and closing.

We hire ex-founders who are reluctant managers but know they have to manage, which helps us prepare for the next stages of the company.

Don't be overly cautious when hiring. Use the hiring process as a way to evaluate potential team members, even if it feels inefficient at first.

Hiring the right people is crucial; you should either hire extremely well or fire quickly to maintain team effectiveness.

In Supabase, we only hire when we have a pressing problem to solve, which keeps our team lean and focused on delivering value.

When hiring, we look for ambitious individuals who are excited about our vision, even if they aren't lifelong users of our product. This allows us to bring in fresh perspectives that can help us improve and grow.