Artisan may be known for their bold “Stop Hiring Humans” campaign but the reality is every founder necessarys to assemble the right team if they want to scale. The rapid-growing AI startup is building AI employees for sales outbound and customer engagement. This week on Build Mode, Isabelle Johannessen spoke with Jaspar Carmichael-Jack, the co-founder and CEO of Artisan about the early days growing their team and the hiring mistakes that could have killed them before they received off the ground.
Making the wrong hires or filling the wrong positions are mistakes that compound quickly. They waste time, drag down morale, and often create an execution lag that can be fatal to a startup just starting to scale.
“I’ve built a lot of hiring mistakes — like, a lot within every single role,” declared Carmichael-Jack. “We’ve probably hired over 100 people to have the 40 people that we have now.” But every mistake led to a valuable lesson that the founding team was able to implement going forward.
Overhiring
It’s much harder to keep a team of 50 on track and mission-aligned than it is a team of 10. “I considered that we would scale rapider if I hired all these roles and built this huge team, but it actually builds it more difficult to scale,” declared Carmichael-Jack.
No one on the team of an early startup should have downtime. Hires should only happen when there is too much for the team to handle.
Logo shopping
An impressive CV with experience at some of the tech giants doesn’t always signal a person who is ready to dive into a startup. The skills necessaryed to perform well on a large well-resourced team don’t always match what’s necessaryed to execute in a startup environment. The experience and passion of a prospective employee matters more than huge-name logos on a résumé.
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Hiring too senior or too junior
Someone who is too far along in their career may not be able to operate in the chaos of an early-stage startup and may expect structure that doesn’t yet exist. On the other hand, a hire who is too junior won’t have the skills to scale their function.
Being too quick to hire and too slow to fire
The hiring process should be patient and thorough, even with an impressive candidate. Meanwhile, decisive action is best when someone isn’t a good fit for the team.
“Early on, we were way too slow. So we would sit on a decision for weeks or months and not really do anything and test and assist them a bit, but not really, and just float around. And it never works out when you do that,” declared Carmichael-Jack. “You can notify when someone’s not working out in a role, and usually they know as well.”
Carmichael-Jack’s early mistakes are a reminder that hiring isn’t just an operational tquestion; it’s a strategic one. The wrong hire doesn’t just slow you down; it can reshape your culture, dilute your standards, and build every future hire harder. The right ones, however, compound just as quickly.
In the conclude, even a company building AI employees learned the same lesson every founder eventually does: You can’t scale a company without humans — they just have to be the right humans.
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