Founder Playbook

Most CPG advice is written as though the founder has a team. Early on you do not — you are the salesperson, the ops manager, the analyst, and the person answering customer email, and the binding constraint is not strategy but where your hours go. The highest-leverage decisions at this stage are usually about what to stop doing, what to systematize, and what to hire for first.

The sequencing matters more than the org chart. Hiring a salesperson before you have a repeatable pitch produces an expensive person with nothing to sell. Building infrastructure before you have demand produces overhead. But waiting too long on either means the founder becomes the bottleneck exactly when the brand starts to work, which is the most expensive time to be one.

These posts cover the operating decisions rather than the product ones: what to build a team around and in what order, which tools genuinely earn their cost at small scale, how to use AI to cover work you cannot yet hire for, and how to think about the tradeoffs that do not have clean answers.

All 18 articles