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Business Partner

it is important to define each partner's role airbnb method - hustler (PM) / hacker (full stack dev) / designer

The best structure for your initial hiring spree, operating within the 3 to 100 range under SCRUM/Agile, is a target size of 5 to 9 people per cross-functional team, with an overall organization size of 15 to 25 people.

For the initial hiring spree, I recommend aiming for an organizational total of 25. This allows for the formation of three fully functional, cross-disciplinary SCRUM Teams led by the three original founders.

5 to 9: The Optimal Agile Team Size​

The number 5 to 9 is the established canonical range for a high-performing, self-organizing SCRUM Development Team (plus the Product Owner and Scrum Master roles).

  • Rationale: This range is based on communication and cognitive load. The overhead of communication paths increases exponentially beyond 9-10 people, the cost of coordination begins to outweigh the benefit of added capacity, directly impacting speed and alignment—the core principles of Agile.
  • Storming/Forming/Norming: This team size is small enough to navigate the Forming and Storming phases of team development quickly, reaching the Norming phase of high trust and clear process faster. Larger teams remain in the unproductive "Storming" phase longer due to increased interpersonal dynamics and conflict resolution complexity.

The Initial Scaling Target: 25 People​

Given your intent to quickly scale and your functional requirements (Software Engineering, Designer, Account Executive), an organizational target of 25 (three SCRUM Teams of 7-8 members, plus a few core leaders) provides the balance of specialized focus and organizational nimbleness.

Scaling PhaseTotal PeopleTeam StructureFocus
Phase 1 (Initial Trio)3Founders OnlyProduct-Market Fit (PMF)
Phase 2 (Hiring Spree)253 Autonomous SCRUM TeamsScaling Core Product & Revenue
Phase 3 (Mid-Scale)50+Team-of-Teams (SAFe/LeSS)Scaling Architecture, Processes & Mgmt

Group Size of 3 in Context of Roles​

The choice of 3 for the founding trio is validated by the need for dedicated accountability in the three fundamental pillars of a tech business:

  1. Software Engineering (The Hacker):

    • Responsibility: Technical architecture, development, stability, and delivery.
    • Founder Role: Chief Technology Officer (CTO). This founder leads the engineering domain and becomes the Architect and often the first Scrum Master for the Development Team.

  2. Designer (The Hipster):

    • Responsibility: User experience (UX), user interface (UI), brand identity, and customer research.
    • Founder Role: Chief Product/Design Officer (CPO/CDO). This founder leads the product domain and acts as the Product Owner, defining the What and Why based on market needs.

  3. Account Executive (The Hustler/Business):

    • Responsibility: Full business cycle—sales, finance, legal, partnerships, and fundraising. As you state, this role handles all business responsibilities.
    • Founder Role: Chief Executive Officer (CEO). This founder leads the business domain and is responsible for the overall financial and commercial viability of the venture.

Crucially: The 3 founders, in their new roles as leaders, now hire to fill out the cross-functional development teams.

Best Team Structure for the Hiring Spree​

1. Cross-Functional SCRUM Teams​

Your goal is to hire for multiple autonomous SCRUM Teams, each capable of delivering a complete, Done increment of product work.

A typical structure for one Scrum Team (7 people) at this stage would be:

RoleCountLed ByFunction
Product Owner1 (The Designer Founder)CPO/CDOMaximizes Product Value
Scrum Master1 (The Engineer Founder/Dedicated)CTO/CEOEnsures Agile Process is Followed
Software Engineers4 - 5CTOThe team that builds the product
Design/UX1 (Hired Specialist)CPO/CDODedicated design support
TOTAL7 (Optimal)

2. Designer Scaling Bandwidth​

Your constraint is 1 to 3 designers scaling to support up to 100 individuals.

  • Designer-to-Engineer Ratio: Industry averages for mature, high-performing tech firms aim for a ratio of 1 Designer for every 6-10 Engineers.
    • If you have 3 Designers (Founding Designer + 2 Hires), they can optimally support 18 to 30 Engineers.
    • If you scale to 25 people total (approx. 15-18 Engineers/Developers across three teams), your 3 Designers are positioned perfectly at a strong 1:5 to 1:6 ratio, indicating a strong commitment to UX/UI quality.

3. Business Scaling​

The Account Executive Founder (CEO) will hire their initial team to support revenue generation.

  • As you scale to 25, the CEO's hiring should focus on Sales Development/Lead Generation (SDRs) and potentially a Customer Success Manager (CSM) to manage early account retention, freeing the CEO to focus on strategic deals and fundraising. These roles are typically outside the core SCRUM Development Team but are essential support for the Account Executive founder.

Hipster, the Hacker, and the Hustler

The concept you're referring to is a well-known model for a successful startup founding team. However, the three archetypes are typically described as the Hipster, the Hacker, and the Hustler. "Creative" is an alternative term for the Hipster, and "Backpacker" is not a standard archetype in this model.

Here's a breakdown of the three classic startup archetypes:

1. The Hipster (or Creative)​

This is the visionary and design-focused member of the team. The Hipster is responsible for ensuring the product is not only functional but also beautiful, intuitive, and desirable to the end user.

  • Role: UX/UI design, brand identity, user experience, and content creation.
  • Focus: Making sure the product is a joy to use and that it truly connects with the target audience on an emotional and aesthetic level.
  • Key Question: "Will the user love this?"

2. The Hacker​

This is the technical genius and builder of the team. The Hacker is responsible for turning the vision into a tangible, working product.

  • Role: Product development, engineering, coding, and building the technology and infrastructure.
  • Focus: Ensuring the product is technically sound, scalable, and secure.
  • Key Question: "Can we build this, and will it work?"

3. The Hustler​

This is the business driver and rainmaker of the team. The Hustler is responsible for all things business, sales, and marketing.

  • Role: Sales, fundraising, business development, partnerships, and market strategy.
  • Focus: Getting the product into the hands of customers, generating revenue, and securing funding.
  • Key Question: "Can we sell this, and will it make money?"

For a freelance software engineer who owns a marketing agency specializing in web development, UX design, and digital marketing, this framework is particularly relevant. You essentially embody elements of all three roles in your own business.

  • You as the Hacker: Your proficiency in web and app development is the core "hacker" skill.
  • You as the Hipster: Your focus on UX design is a classic "hipster" function, ensuring the products you build are user-centric and visually appealing.
  • You as the Hustler: As the owner of the marketing agency, you are responsible for sales, business development, and securing clients—the very definition of the "hustler" role.

By delegating marketing, social media, and sales to your team, you're building a team that expands on the "Hustler" archetype, allowing you to focus on the technical and creative aspects you excel at. This is a common strategy as a startup scales and moves beyond the founding team.

BULLSHIT JOBS - David Graeber​

David Graeber's Bullshit Jobs: A Theory (2018) expands on his 2013 essay, arguing that many modern jobs—such as certain roles in HR, PR, consultancy, or corporate law—are meaningless, contributing little to society while being psychologically harmful to workers who recognize their futility. He identifies five types of bullshit jobs: flunkies (who make others feel important), goons (like lobbyists or telemarketers who perform aggressive but pointless tasks), duct tapers (who fix problems that shouldn’t exist), box tickers (who create bureaucratic illusions of productivity), and taskmasters (who manage or create work for others). Graeber suggests over half of societal work is pointless, driven by a political system that prioritizes keeping people busy over fostering meaningful labor, rooted in a warped work ethic equating toil with virtue. He proposes solutions like universal basic income to free people for creative, valuable work.

Critics note the book’s engaging style and humor but argue Graeber overstates the prevalence of bullshit jobs, with studies like a 2021 European Working Conditions Survey finding only a small, declining number of workers feel their jobs are "rarely" or "never" useful. A 2023 study suggests 19% of U.S. workers see their jobs as socially useless, far below Graeber’s 50% claim. Some counter that competition, regulation, and long supply chains—not just "managerial feudalism"—explain these roles. Others, like posts on X, reflect ongoing debate, with some embracing Graeber’s ideas to explain workplace alienation, while others dismiss them as exaggerated, blaming elite overproduction for dissatisfaction in cushy jobs.

The book’s provocative thesis resonates with those frustrated by bureaucracy but faces skepticism for its empirical claims and broad generalizations. Graeber’s call for a cultural shift toward valuing meaningful work over pointless tasks remains influential.

Cofounder Archetypes​

there are many different ways to categorize and describe them. think of co-founders as bringing different skill sets to the table that complement each other. It's important to note that these co-founder archetypes can overlap and that successful startups often have co-founders who bring a combination of these skills.

The Technical Co-Founder: This is the co-founder who brings technical expertise to the startup. They may be a software engineer, data scientist, or other technical professional. They are responsible for building the product and ensuring that it is scalable and functional. Examples of technical co-founders include Larry Page and Sergey Brin of Google, who were responsible for developing the search algorithms that made Google's success possible.

The Business Co-Founder: This is the co-founder who brings business acumen to the startup. They may have experience in marketing, sales, finance, or operations. They are responsible for developing the business strategy, identifying market opportunities, and building partnerships. Examples of business co-founders include Marc Benioff of Salesforce, who was responsible for building the company's sales and marketing strategy.

The Design Co-Founder: This is the co-founder who brings design expertise to the startup. They may be a user experience designer, graphic designer, or product designer. They are responsible for creating a visually appealing and user-friendly product. Examples of design co-founders include Joe Gebbia of Airbnb, who was responsible for designing the company's website and user experience.

The Growth Co-Founder: This is the co-founder who brings growth expertise to the startup. They may have experience in growth hacking, digital marketing, or customer acquisition. They are responsible for driving user engagement and growth. Examples of growth co-founders include Sean Ellis of Dropbox, who was responsible for driving early growth through targeted marketing and customer acquisition strategies.

The Operations Co-Founder: This is the co-founder who brings operational expertise to the startup. They may have experience in supply chain management, logistics, or manufacturing. They are responsible for ensuring that the startup's operations are efficient and effective. Examples of operations co-founders include Tim Cook of Apple, who was responsible for streamlining the company's supply chain and manufacturing processes.

The Backpack: This co-founder archetype is typically the visionary or the idea person. They are creative and often have a deep understanding of the market or industry they are entering. They may not have a specific skill set in a particular area, but they are able to see the big picture and communicate the vision of the company to others.

The Brain: This co-founder archetype is typically the technical expert or the engineer. They have a deep understanding of the technology or product that the company is building and are responsible for developing and executing the technical strategy. They may not have strong business or marketing skills, but they are able to build and maintain the product.

The Salesperson: This co-founder archetype is typically the business development expert or the salesperson. They have a deep understanding of the market and are responsible for driving revenue and growth. They may not have strong technical skills, but they are able to identify and close deals with customers.

Examples of companies that embody these co-founder archetypes are:

The Backpack: Airbnb, where co-founder Brian Chesky was the visionary behind the company's unique approach to travel and hospitality.

The Brain: Tesla, where co-founder Elon Musk is the technical expert and driving force behind the company's electric vehicle and battery technology.

The Salesperson: Dropbox, where co-founder Drew Houston was responsible for driving early growth and building the company's sales and marketing strategy.

Job Roles​

Startups typically have a small team and require each team member to wear multiple hats. Here are some common job roles found in startups:

Founders/Entrepreneurs: Founders are the people who start a company and take on the initial risk and investment. They usually have a vision for the company and are responsible for setting the direction and strategy.

Chief Executive Officer (CEO): The CEO is the top executive responsible for the overall management and direction of the company. They are responsible for setting the company's strategy, raising capital, and managing the team.

Chief Technology Officer (CTO): The CTO is responsible for the company's technology strategy and oversees the development and implementation of new products or services. They are usually responsible for managing the engineering and development teams.

Chief Marketing Officer (CMO): The CMO is responsible for the company's marketing strategy and oversees all marketing functions, including branding, advertising, and public relations.

Product Manager: A product manager is responsible for the development and management of a company's products or services. They work with cross-functional teams to ensure that products are developed on time, within budget, and meet customer needs.

Sales Manager: A sales manager is responsible for the company's sales strategy and manages the sales team. They work to develop new business and maintain relationships with existing customers.

Operations Manager: An operations manager is responsible for the day-to-day operations of the company, including logistics, supply chain management, and customer service.

Human Resources Manager: A human resources manager is responsible for managing the company's recruitment, training, and development of employees.

Finance Manager: A finance manager is responsible for managing the company's finances, including budgeting, financial planning, and accounting.

In a startup, team members may be required to take on multiple roles and responsibilities as the company grows and evolves.

TermsDefinitions
VP of Product, Director of Product, Head of ProductIn reference to VP of Product, Director of Product, Head of Product….. “Organizationally, this role typically manages the product owners/product managers and the user experience designers, and generally reports to the CEO. With some exceptions, it is important that this role be a peer to the CTO and the VP Marketing.”
Chief Technology Officer (CTO)The Chief Technology Officer (CTO) is responsible for overseeing all technical aspects of the company. The CTO works with Executive Management to grow the company through the use of technological resources. Using an active and practical approach, the CTO will direct all employees in IT and IO departments to attain the company’s strategic goals established in the company’s strategic plan.