LONDON (IT BOLTWISE) – Many startup founders face the challenge of finding the right time to hire a chief operating officer (COO). While it’s tempting to hand off operational responsibilities early, doing so too early can slow the company’s growth.
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In the early stages of a startup, the founder is often involved in everything from product development to sales to customer support. However, once the company gains momentum, the desire to hire a COO to focus on strategic tasks often arises. However, this decision should be carefully considered, as appointing a COO too early or inconsiderately can slow down the company.
The appeal of handing over operational tasks is understandable, as founders are often overwhelmed by the multitude of tasks. But the early chaos in company management is not a mistake, but valuable feedback. Every mistake in the customer support or onboarding process teaches important lessons. If these tasks are delegated too early, the founder loses the opportunity to learn from these experiences and better understand the company.
A common mistake is incorrectly defining the COO role. Many founders see him as a savior who solves operational problems. But in the early phases, there are often no fixed systems that a COO could optimize. A COO hired too early may try to create structure before product-market fit is achieved, limiting the company’s flexibility.
The right time to hire a COO is when the startup moves from finding a business model to scaling. This occurs when the company has a repeatable revenue model that overloads existing systems and requires more time for strategic direction than solving day-to-day problems. A COO can then help translate the founder’s strategy into consistent execution and increase efficiency without losing flexibility.
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