Hiring Your First Five Employees: Roles Startups Can’t Afford to Get Wrong

Here are the five roles most startups should prioritise, and how to avoid getting them wrong.

1. Sales Lead or Business Development Rep (BDR)

No matter how innovative your product is, someone needs to sell it. A good salesperson or BDR can open doors, secure early customers, and generate the cash flow that keeps the lights on.

What to look for:

• Hunger and resilience over corporate polish
  
• Experience in consultative or early-stage selling
  
• Familiarity with CRM tools and outbound techniques
  

Startup trap to avoid: Hiring someone from a large enterprise who has never had to hustle without brand recognition.

2. Full-Stack Developer or Technical Lead

If you’re building a tech product, having a hands-on developer is essential. This role isn’t just about writing clean code. It’s about iterating fast, solving problems creatively, and sometimes making tech decisions that are difficult to reverse.

What to look for:

• Experience with MVP development
  
• Comfort with ambiguity and constant change
  
• Ability to balance speed and scalability
  

Startup trap to avoid: Outsourcing all technical work without any in-house accountability or vision.

3. Marketing Generalist or Growth Hacker

A startup needs someone who can wear multiple hats across digital marketing, branding, and user acquisition. Whether it’s building a social presence, launching campaigns, or optimising funnels, this role drives visibility.

What to look for:

• Data-driven mindset with a creative edge
  
• Basic knowledge of SEO, content, PPC, and email
  
• Ability to move fast and experiment
  

Startup trap to avoid: Waiting too long to start marketing. Your product won’t sell itself.

4. Operations Manager or Product Owner

Behind the scenes, someone needs to manage workflows, coordinate teams, and keep projects on track. An operations person ensures the business runs smoothly and efficiently, especially as you juggle product development and customer support.

What to look for:

• Organised and detail-oriented
  
• Excellent at systems, tools, and internal processes
  
• Can act as a glue between sales, dev, and marketing
  

Having access to specialist tech accountants can also add great value. Their understanding of SaaS-specific terminology such as ACV, TCV, churn, LTV, and revenue recognition strategies can provide meaningful insights that help operations managers align financial and operational planning more effectively.

Startup trap to avoid: Assuming founders can manage everything alone. Burnout and disorganisation follow.

5. Finance or Accounts Support (In-house or External)

Financial management isn’t glamorous, but it’s non-negotiable. From cash flow forecasting and expense tracking to investor reporting and payroll setup, this function ensures compliance and fiscal responsibility.

For early-stage companies, it may make sense to work with specialist startup accountants who understand startup-specific needs like R&D tax credits, grant reporting, and funding compliance. Small business accountants can also offer ongoing support with budgeting, yield optimisation, and regulatory tax obligations for founder-directors and investors.

Startup trap to avoid: Leaving the books to pile up until tax season or funding rounds. This can lead to costly errors and lost opportunities.

Final Thoughts

Startups don’t need a massive team. They need the right team. Focus on hiring adaptable people who can thrive in uncertainty, learn quickly, and believe in your mission. With thoughtful hiring, your first five employees won’t just execute. They’ll help shape the future of your company.