How do you scale a team 30x and survive the process?

Let's see, there are two left.Come on, I'll take the hook first and we'll leave the ...

How to scale a team more than 30 times and not die trying?

Everything changes.The environment changes, people change, goals change.

Culture evolves; it doesn't change radically, but it evolves.

The most important thing is planning, even if plans sometimes go wrong,evolve or change rapidly.

You have to start with the objectives; from the objectives you move on to the goals to principles and values.

You will, of course, go to the people you need and identify them what kind of profiles you need.

Then you will move on to the processes, and all of that will be included in the planning.

And always think six months, twelve months ahead.How many people will be needed for this project?

What kind of people? What kind of goals will there be?

And if changes come, how can we adapt?In the end, you have to be very resilient and understand that the tree is going to shake.

And pineapples or apples are going to fall, for sure.

But the tree has to remain firm, it has to have a certain flexibility,But the team has to be able to continue growing, and that's where the values and principles or culture that the team has.

There are different challenges depending on the scaling phase,depending on the type of project or the type of company, but I would say there are two main ones.

Planning is always a challenge.Trying to understand on a very scientific level what is needed,how much and why.

And the other, which is linked to that first point, is people.

Because there is often nothing more unpredictable than people.

You don't know how quickly you'll be able to hire, but you have to try to map it out somehow.

You don't know whether a person is going to leave you or not.

You don't know if the contract with that client allows you to clock in to the other person is going to enter.

There are many uncertainties, but in the end, you are the one who will be there moving all the puzzle pieces and you have to be able to keep that flexibility to do so, and in the end it has to look natural.

And it's something that can be acquired, but also something that isn't done by everyone, especially given all the uncertainties that you have in your daily life.

I join CARTO, which is one of the start-up accelerators.

The most successful B2B in Spain in the last 10 years,especially at the time, it was the most successful internationally.

It was a very niche product, a geospatial database,It was very difficult to sell and you had to understand the sector very well.

I was fortunate enough to be the first sales manager,Then I became the first sales director, and then I put together the entire Partners team.at a global level, which was also a very nice project,And then later on, I took all sales to the VP level and to the global level.

Well, I was good at sales, so they started promoting me, but I was unable to empower my team.

It was me, in fact, who was the bottleneck.The person the CEO took to important meetings was me.

I was the one who closed the important deals.And in the end, that was also true of the team's apprehension.

It was tough because there were obviously some failed hirings, people I wasn't able to grow and empower.

I think maybe it's been a year, maybe more, since I understood that the film was no longer about me.

That change in mindset was the most important thing.

Then, of course, there's also what I was saying about the phases.

At a certain point, certain executives from the United States were brought in.

From England, people who had done this many times before.

No one is born a manager.There are obviously two ways to acquire this knowledge of how to be a better manager.

One is organic experience, which is time spent as a manager,trial and error, trial and error.

Another is the knowledge gained, which is courses, books,mentors, people who have already done it and whom you can absorb their knowledge and shorten that learning curve as a manager.

It will also be full of ups and downs and mistakes,but you still have to try to polish it up, at least all those things that you don't know. The more you surround yourself with knowledge and people who have it, the more you learn.

In fact, it's much better for speeding up that process.which always happens, especially to fast-growing companies.

As leaders, we must also ensure that the company provides you with the resources you need to grow, because often in the startup world, you're the manager and now you have to figure it out and see how you're going to make your team work. It's not easy.

As for external leaders who come in, it is very common to simply hire people.which it has already done, because what you don't have in a fast-growing startup is time.

And these people, having done this five times, don't have guess what works, they already know what works and how to scale immediately.

So, it is also very important to go through a process of cultural adaptation.

First, you need to ensure that these new leaders or leader understand, accept, and embrace your company culture.

And they are aligned with it.That's absolutely vital.

And two, many times too, if you bring together that young talent that was the company with that great external executive or executive external candidates who come to the company, it's a mutual win-win situation.because young people learn from someone who has already done this several times and the external person now understands much better how everything works.within the organization.

Therefore, bringing these two people together which rarely happens,do you promote people who have grown with you? How do you expand their chances of success for executives coming from outside the company?