Introduction
One of the things that keeps agency owners awake is a team they cannot keep busy, or cannot afford to grow. Both usually trace back to the same decision: hiring ahead of the work, or holding off because the work never feels steady enough to hire for.
The order is the point
The mastermind sequences the year against your revenue stage for exactly this reason, so you are not building a sales team before you have a repeatable lead source. Foundation first, then lead generation, then sales, then scale.
Between five and ten thousand dollars a month the owner is the sales team, the delivery lead and the project manager at once, and the work at that stage is the ICP, the packages and the first hire, in the right order.
Every hire on a few numbers
Recruitment, job levels, KPIs, retention and staff augmentation sit in one coaching track for a reason. A few numbers per role, measured weekly and visible to everyone, tell a new hire what good looks like from the first week.
Retention is week 34 of the year and job levels are week 35, so the people you hire have a reason to stay and a level to grow into.
When the team is the product
For some agencies the team is also what they sell. Staff augmentation, taught by Umair Amjad in bootcamp session 12, treats it as infrastructure rather than gigs: the buyer, screening, contracts, and the replacement bench that makes the promise to your own client real.
