Ask the HARD questions when Hiring AND Interviewing!

As we embark on more growth at SterlingTS our hiring continues to increase which leads to a lot of resumes, phone calls, and interviews. My peers and I have been discussing and taking this process very seriously, but I wanted to share some sentiments to all of my fellow technologists, engineers, and hiring managers.

Everything you do before, during, and after the hiring process is a direct reflection not only on you as a manager, but on the organization you represent. Be consistent, challenging but respectful, and most of all honest, and you will end up with candidates who meet the bar you’ve set, fit the culture and values of your team(s) and will ultimately be more successful.

Don’t let the pressure of hiring convince you to settle for candidates who aren’t an ideal fit in the things that matter most. Similarly, don’t let the pressure of finding a job force you to settle for an employer that isn’t a match if at all possible. Ask the hard questions about the work, and the company, and you’ll be well respected for asking the questions that matter most!

2017 in Review

Ten things I’m proud of from 2017

  1. Expanded business partnership and hired three developers.
  2. Created and bootstrapped new SaaS app; Tavro.
  3. Joined Sterling Talent Solutions as SaaS leader; built/recruited team, globalized flagship SterlingONE platform and launched globally.
  4. Initiated, ran, and managed several major initiatives at SterlingTS that led to 7 figure savings in engineering and automation improvements.
  5. Learned to identify anxiety driven behaviors; working on managing anxiety!
  6. Learned how to fly-fish!
  7. Spent more time with my kids than every previous year.
  8. Climbed Snow Lake, Little Si & Rattlesnake Mountain.
  9. Traveled more than any previous year; Oregon, Las Vegas (twice!), Chicago, Alaska, Canada.
  10. Celebrated ten years of marriage to the most amazing woman I’ve ever known.

What Every Angel Investor Wants You To Know

As obvious as much of the content of this book is to me now, I wish I had read this five years ago and had some of the insights to share with some former executives.

Much of what the author, Brian Cohen, dives into here can be filed under “duh” when you really think about it, but it’s nevertheless wildly important to really grasp the nuts and bolts of the foundational principles of what angel investors really want to see and how you can get there.

Ultimately what it boils down to is the character of the Founder(s) of the company and their grit towards the success of their idea. The idea itself, contrary to popular belief, is not nearly as important as the quality of the people executing on the idea.

As history has proven to me, poor leaders can drive an ivy league idea into the toilet, and exceptional leaders can reinvent something as basic as an MP3 player, or selling a book, into an empire.

In any event, any aspiring entrepreneur would be foolish not to read this book, if for nothing else than to reaffirm some of the obvious, and glean into the cultural and philosophical components of angel investing.

What I personally learned from this book, is that I don’t want an angel investor. Although I may enjoy being one some day soon if the act is anything like the literature representation of it.