In the dynamic realm of construction technology, the quest for innovation is unyielding. Yet, amidst the fervour for groundbreaking solutions, one cornerstone remains paramount: the right talent.

As a construction technology business scales, the significance of adept individuals magnifies exponentially. They are the architects of progress, transforming concepts into concrete realities. Beyond technical prowess, the right team embodies adaptability, creativity, and a shared vision. In this article, we delve into the pivotal role of hiring in the success of scaling construction tech ventures, exploring how strategic recruitment fuels growth, fosters innovation, and fortifies a resilient foundation for future endeavours. 

Marc Bennioff, Founder, Chairman and co-CEO of Salesforce famously said that: “Acquiring the right talent is the most important key to growth. Hiring was – and still is – the most important thing we do.” 

Innovation is key in the ever-evolving world of ConTech, but behind every breakthrough idea stands a team of dedicated individuals who turn vision into reality. Founders shape the future of a business, but it’s the talent they bring on board that will ultimately determine success. 

Hiring the right talent is not just about finding individuals with impressive CVs or technical skills. It’s about finding people who are passionate about your mission, who embody your values, and who are committed to driving your company forward.  

This is particularly important in small and scaling businesses, where those first few decision-making hires hold the key to achieving the founder’s vision. Startups simply can’t afford to make poor hiring decisions during those critical first 24 months. 

As we all know, the VC landscape has changed considerably in the last two years, and whereas previously, funding was very accessible, it isn’t now. With shorter funding runways, this means there’s less margin for error on hiring. So you need the right people, not just anyone as Marc says. 

There is no room for egos when making hiring decisions early on in a company’s existence. Founders must be willing to hire experts in areas where they are not and also recognise that candidates are taking a risk by joining a young business. Understanding this from the outset will lead to honest conversations, increase trust with new hires and enable founders to hire people who are passionate about their mission. There will be plenty of time for ego, post IPO! 

As a business ventures from Seed to Series B funding stages, the landscape of talent needs and organisational structures undergo significant transformation. 

Seed stage – At this early phase, a startup is typically focused on developing a Minimum Viable Product (MVP) and a lot of resource goes into Product and Product market fit. You would usually have a limited sales team, with the full company usually sitting in the range of 10-15 employees. The emphasis here is on proving the business model and laying the foundation for future growth. With a key focus on Product Market Fit.  

Series A – Once a startup has demonstrated some level of market validation and begins revenue generation, it’s ready for funding. This stage is all about scaling the business. For founders, the responsibility shifts dramatically towards leadership and management. Hiring becomes a strategic priority, with a focus on building a sales and customer success team to deepen market penetration. The sales professionals hired in this phase are doers — individuals who can pick up the phone, meet potential clients, and close deals. They shape the commercial proposition of the business. Compensation and equity are crucial considerations, leaving room for growth and incentivisation.  Customer Success are also a key part of this phase as they are going to keep customers happy and in many cases will also drive revenue growth through expanding the product through multiple projects/teams.  

Series B – At Series B, companies are looking towards expansive growth, which may include international expansion or the introduction of new products and services. This stage often sees the introduction of a CTO to lead product roadmap development and execution. Leadership needs to become more sophisticated, with an emphasis on strategic vision and the ability to navigate complex market dynamics. 

Compensation and equity structures evolve through these stages, reflecting the growing complexity and scale of the business. For startups, understanding market compensation trends and equity distribution is vital to attracting and retaining top talent. Moreover, as companies scale, the definition of roles, especially in sales and customer success, needs to adapt to the company’s growth phase, ensuring that the organisation’s talent structure supports its strategic goals. 

Talent through scale is not just about hiring more people; it’s about strategically aligning leadership and team structures with the company’s growth trajectory.  

About the author

Lucy Wright leads the Technology and Innovation Leadership team at Beaumont Bailey, where she focuses on early stage and high-growth businesses across the whole Built Environment. Having worked with a number of high-profile technology businesses and Founders, Lucy has developed an in-depth understanding for success characteristics within early-stage businesses. Particularly, Lucy has successfully built out the UK and US teams of European and US based businesses, from the ground up. 

Lucy’s experience spans across the full spectrum of Built Environment verticals such as: CreTech, ConTech, ResiTech and ESG; as well as senior functional appointments within Operations, Product, Customer Success, HR and Finance.