Pao Ramen

I like people and computers. Professionally, CEO of Ramensoft and former CTO and co-founder of Factorial.

Latest posts from Pao Ramen

• I left my own startup to not become my father.

  Jan 28 ⎯ ❤️2 ⎯ My father died one year ago. His transplanted kidney gave up. But it wasn’t the kidney that killed him, but his unwillingness to live. He waited for death like an old Indian man sitting by the Ganges bank, but he sat on his sofa instead, watching TV. Sometimes old Spanish soap operas. Sometimes American westerns without subtitles that he didn’t understand. He didn’t care. It all started three years ago, while I was the founder and CTO of Factorial, one of the most prominent startups in Spain. A magnificent unicorn with over 1,000 employees. Things were going great, the company was growing, and I felt at my peak. I was invited to give talks, record podcasts, provide consulting advice, and the sort of thing that makes you feel good at what you are doing. That feeling is what kept me going. Walter White: I did it for me. I liked it. I was good at it.Despite the superficial success, my life was tearing apart like a tug-of-war rope. On one end, my role at Factorial kept getting harder and harder. Mo’ people, Mo’ problems. On the other end, I became a father for the second time, and my own father's health was deteriorating very fast. Between work and family, there was no energy or time left for myself. Errands piled up, friendships went unattended, and exercise was absent. All I wanted was to end the day with an “I deserved it” beer, YouTube, and a smoke. A lethal dopamine trifecta that sadly became one of the best moments of the day. Then the phones started ringing at night. Not PagerDuty this time. I was not on-call anymore. “What time is it? Why is it so dark?” “Dad, it’s 3 a.m., go back to sleep.” “I can't, the house is full of insects again.” Imaginary insects started to fill my father’s lonesome world. He would scratch his arms until bleeding and cover his bed in salt because “I saw it on Facebook.” He spent countless hours in Zuckerberg's world scrolling a feed full of AI-slop videos of people scraping insects off pus-filled feet. Who creates those and why? It is so fucking disgusting. So much for “Making the world more open and connected.” My second son was born, and everything started to collapse quickly. I spent most nights reading books until morning while rocking his hammock with my feet. This was the only way to keep him asleep. I developed Plantar Fasciitis from this nightly routine, but hey, I became very literate during the process. During the day, I visited my dad. He started to distort time and space, causing him distress. We tried day care centers and caregivers, but he rejected care-anything. He just wanted to be left alone and die. You are not supposed to have children that late in life (I was 38). There used to be a sequence: grandparents were young when kids were born, and by the time they declined, your children were grown. You had space for each role. That sequence is gone. Now childhood and decline overlap, and it sucks. My parental leave was about to end, and I knew I had to decide whether to focus on family or work. It couldn't be both this time. That’s easy, isn’t it? “Family first!” I can hear you yelling. But there is something many people don’t know. When you become a Founder, there is only one rule: Founders don’t quit. You have to be both the captain guiding the vessel against the storm and the humble pianist sinking with it. Leaving means disappointing your co-founders, investors, and all the employees you convinced to join you for the ride. That’s a lot of disappointment for someone who dislikes disappointing people. Also, Factorial was a once-in-a-lifetime opportunity that might never show up again. The economically logical thing to do was to hide my gender equality principles and ask my wife to step back in her career. She could take care of the kids while I focused on Factorial. Or even better, use the hard-earned money to hire a full-time helper. After all, that’s what most executives do. But wait… That’s also what my dad would have done. We were raised like this. My mum took care of us while my dad worked his ass off. I didn’t want to repeat this pattern. I wanted to be present. Very Freudian, I know, but becoming a parent does resurface some unresolved family issues. My father had a very strong work ethic, often translating to long, uninterrupted work hours: he would leave home at 7 a.m. and come back at 7 p.m. His last words were not dedicated to us, our kids, my mother, nor his lover. His last words were "Bankinter," the name of his lifelong employer. Once at home, he would mostly read books on the sofa while listening to jazz. He had a rich and private interior world that constantly needed feeding, devouring books like hungry kids eating peanuts, by the dozen. He knew so much that he once one-shotted us at Trivial, completing the whole game in a single turn. So much fun. But above all, he avoided conflict at all costs. He never punished or contradicted; he always resentfully agreed. Despite his flaws, I loved and respected him. My desire not to become him didn’t come from hatred, but from knowing those traits lead to solitude, and solitude leads to a miserable life. One I didn’t want to live. One I don’t want my kids to inherit. Let’s chart parent-child relationship dynamics on a 2x2 grid. I’m sure you can place yourself in one of the quadrants. Loyal Heirs: These children follow their parents’ footsteps. They resemble and want to be like them. No conflict, the legacy carries on. Aspiring Successors: Like the Loyal Heirs, these children want to be like their parent but are somehow different. This difference brings significant conflict, which is only resolved if they become a Pattern Breaker. Pattern Breakers: Those break the legacy by not resembling their parents and not wanting to be like them. This causes the greatest conflict for the parent, who sees the legacy truncated. Haunted Mirrors: Lastly, we have those who resemble their parents but don’t want to become like them. That’s me. For people in this quadrant, spoiler alert, there is only one way out: Acceptance. You cannot change what you are. But be it nurture or nature, I am uncannily similar to my dad. People around me complain that I am often absentminded. I think about work, tesselations, games, things that loop, or whatever brainy stuff I can feed to my rich and private interior world. I can also work for hours without stopping. I forget to eat, drink, or go to the toilet, telling myself that “I’m so incredibly privileged that I get paid to do what I love to do.” Time flies when you have a strong work ethic. Last but not least, I sit on the opposite end of the Karen spectrum. I avoid conflicts at all costs and go to great lengths not to disappoint people. I am a people pleaser. Trying to break the pattern, I started by disappointing many people at once. I quit Factorial and became a full-time stay-at-home dad. The breakup was clumsy: I simply disappeared. Like an ostrich, I buried my head in the sand, trying to ignore everyone affected. My older son does the same, and it drives me nuts; I wonder which quadrant he will belong to. My co-founders, investors and former colleagues reacted more positively than I expected and despite my poor handling of the situation, I managed to keep the friendships and relationships I’ve built over the years. I spent the next two years taking care of my newborn, my father, and myself. I started by stopping smoking. Beer followed, and YouTube didn’t stand a chance. I learned that “vices together strong”. So, it is wise to attack them one at a time. I also started training, lifting weights and other testosteronic endeavors. I started to get intellectually restless, so I began working on projects. I wanted to learn new things. Brain hungry, brain needs food. Not to mention that working on projects was also an excellent way to avoid long conversations. Random Person: “How are you doing? Did you find a new job?” Meself: “Good, good… working on my things, you know?” Random Person: “Ah… what do you mean?” Meself: “Uh… it’s a technical thing, not very interesting.” Each project sucked me in a little more, and slowly, I would start feeling annoyed about not being able to dedicate more time to “work.” I learned that work isn’t work unless you have meetings. I had none, so all my time was negotiable, causing constant conflict. I started programming at night. I even took the laptop to our frequent hospital visits with my dad, just in case he fell asleep and I could squeeze a feature or two. I started acting like a stealthy raccoon stealing time for work. The only way out was acceptance: I am like my dad. No guilt in that, but I could contain it. Mornings were mine, unashamedly so, while the rest of the day belonged to my family. I could be like my dad without offering my kids the same parenting experience; I had to be Mr. Jekyll and Mr. Hyde. Fast forward to today; my father is no longer with us, a fact that carries a strange mix of relief and guilt. Around that time, I was offered the chance to sell a small piece of my Factorial shares. Not f**k-you money, but enough to start a company aligned with the life I wanted. The company is Ramensoft, but that is a story for another day.

  

• How to scale hiring

  Nov 25 ⎯ I wrote down my hiring playbook and it turned out to become a book. I decided to split it in the following 3 chapters: The Talent Machine: A predictable recruiting playbook for technical roles. Building the pipeline: A sales-driven process for hiring. How to scale hiring: Hire hundreds of engineers without dying I've explained the whole hiring process pipeline thoroughly, but I left out one of its most important aspects: how to scale it. The good news is that hiring is a massively parallelizable process, and it only gets better as you grow. At the beginning, you are going to do everything yourself. Do not rely on recruiters. You need to build muscle, learn how to interview, make offers, convince and charm. If you don't learn this, you won't be able to scale it. As I showed in the example above, I highly recommend following the pipeline in strict order. With the ballpark numbers above, this is how your time should be spent: One week sourcing: ~14 hours for 50 candidates One week qualifying: ~7 hours for 7 candidates One week interviewing: ~14 hours for 5 candidates This means that for each engineer you hire, you will spend around ~35 hours on the process. If an engineer costs you $100k, a recruiter will charge you at least $15k. Not worth it unless your salary is higher than $428 an hour. And even if it is (congratulations!), I would still recommend doing it yourself. It's your hiring process, your product, and your brand. Don't let others handle it for you. At least not yet. The story starts changing once your org chart grows. Something magical and terrifying happens: you add managers. And the math of managers is easy to understand if you know how to calculate tree depth. M = (E - 1) / R Where: E is the total number of engineers M is the number of managers R is the number of engineers per manager Whether you round, ceil or floor will depend on how you want to stretch that ratio of engineers per manager. From this, you will see exactly where your current organization starts to break. Let's assume R = 8: 10 engineers: 1 manager (you) 13 engineers: 2 managers (hire your first manager) 21 engineers: 3 managers ... 61 engineers: 8 managers 69 engineers: 9 managers (nice, hire your first director) Each one of these managers will be responsible for hiring 1 to 3 engineers a quarter. These are not crazy numbers, they are perfectly doable, and what they do for you is magical: Your recruiting capacity increases exponentially as the team grows. Some managers have a tendency to create too many meetings. This is especially true if you believe that managers shouldn't code (I disagree, but that's a topic for a different article). Having them own their own hiring plan is a good way to keep them busy and generate fewer meetings. Managers will now feel ownership over the whole employee lifecycle: hire, promote and fire. Standardization Once you have managers hiring, you’ll start to notice that they don’t hire exactly like you. And depending on your ego, it might even cross your mind that they are hiring worse than you do. That’s normal. After all, you used to have complete control, and now you don’t. My advice is to always shadow the first 3 or 4 interviews with new managers. Try not to lead those interviews; just listen and participate occasionally. Your goal is to understand how that person interviews and give feedback afterwards. Once you start noticing patterns, document them in an internal guide. Review this document with each new manager and update it constantly. What’s most important is agreeing on what each position looks like. Luckily, you already documented the rubrics in your Employee Handbook. You just need to prepare questions and ways to uncover what you need to uncover. Most advice pushes for “structured interviews.” The idea is to have predefined questions and answers for every interview, so it doesn’t matter who is interviewing whom. While useful, I’m also a believer in leaving a bit of slack in an organization. Standardization matters, but I wouldn’t sacrifice a good conversational interview for it. Recruiters I would add a recruiter only if: The rate of growth your company requires managers to recruit more than 2 engineers a quarter. Your managers are also shipping and you feel their capacity needs to be protected. If you bring a recruiter on board, they are best used for pipeline generation. You share the hiring plan with them, and they allocate pipeline accordingly. Coda That’s it. With this 3 articles I’ve described my hiring playbook. It worked for me during the ZIRP years of 2016–2023, in Spain. These were the years of Covid-19 lockdowns, junior developers getting six-figure jobs in crypto, and the Barcelona startup scene blooming like a spring that never ends. Your situation might be completely different, so my advice is to pick and reject the bits that make sense for you. And once you succeed, please share it with the world.

  

• Building the pipeline

  Nov 19 ⎯ I wrote down my hiring playbook and it turned out to become a book. I decided to split it in the following 3 chapters: The Talent Machine: A predictable recruiting playbook for technical roles. Building the pipeline: A sales-driven process for hiring. How to scale hiring: Hire hundreds of engineers without dying In the previous article, I argued that recruiting is just a sales process. And like any good sales process, it starts with a great product: an exceptional place to work. Now it’s time to hit the streets and start selling. To do so, let's first understand how a sales process works: The hiring pipelineLead generation: Identify your ICP (Ideal Candidate Profile) and start collecting leads. Qualification: Qualify the leads by checking if they match your ICP. Discovery: Understand their needs and pain points. Demo: Show them your product and how it can solve their problems. Objection Handling: Address concerns. Closing: Close the deal. Most sales processes follow a similar flow, and hiring works much the same way. The key difference is that Objection Handling in hiring cuts both ways: you’re also assessing whether the candidate is a good fit. You don’t often hear a salesperson say, “Sorry, we don’t think you’d make a good customer.” I’ll explain how to handle each of these stages. But beware, what follows is very opinionated. If it wasn’t, you wouldn’t need to read this article, just ask ChatGPT. Lead generation This is the most painful step of the hiring process. It's soul-crushing work, but it's the only way I know to grow your team. There are several ways to generate leads, each with its pros and cons. You’ll start with outbound, but as you grow, you’ll be do more inbound and referral channels. Lead generation: Outbound Outbound means proactively reaching out to people. This is the first channel you have to master since, at the beginning, no one knows who you are. Posting jobs will only get you bots or low-quality candidates, so get good at finding and contacting people yourself. A man throwing a fishing netYour main tools will be LinkedIn, GitHub, and Twitter/Bluesky. You need to develop good heuristics to identify the right candidates efficiently. Spend a couple of hours every day sourcing candidates. You should find at least 5 per hour, so that's around 50 per week. With time, you’ll discover ways to improve that number. Some tips are: Use advanced search filters on GitHub. Be creative. Find companies with your stack on LinkedIn and located in your target market. Each company has a list of employees, so you can reach out to them. This is called poaching, and you have to do it delicately. The ecosystem will resent you if you raid a company going through a tough time. And the ecosystem matter, the more benevolent you are seen, the easier things will get in the future. So, allow yourself to be slightly evil, but never an asshole. Use Twitter/Bluesky search to find candidates discussing topics or tools relevant to you. Go to conferences and meetups and collect people’s contact information. Discord? A great dev.to article? A Hacker News post? Reddit threads? There are candidates everywhere. I even contact people writing code on their laptops at local cafés. The ultimate outbound tip: look in unexpected places. Everyone targets the same talent pool: engineers from startups or big tech. There’s no alpha there. If you stay creative and open-minded, you’ll find hidden gems for a fraction of the cost. Some of the best engineers I’ve met were underrated and underpaid. If you’re remote, explore countries with a lower cost of living but strong developer communities. If not, look at agencies or game studios that work under tough deadlines for much less than cushy startups pay. It’s essential to use some kind of CRM to track all your leads and the companies you’re sourcing from. You can use an ATS (Applicant Tracking System), a simple spreadsheet or a no-code tool. I did most of my recruiting with Airtable, and it worked fine. Some information you want to collect at this stage is: Name: Real or nickname, mostly to personalize the message. Email: Often available on GitHub; there are tools to extract them automatically but don’t spam anyone. A respectful email works far better than a LinkedIn message. Positions: Which roles they might fit. Created at: How long they’ve been active on your CRM. Company: Where they currently work. Why: Why you liked this candidate and why they might be a good fit. That’s a very important field, since you will likely separate sourcing from contacting, and you will need this information on the cold email. Current job start date: Avoid contacting people who recently changed jobs (2+ years is a perfect threshold), but keep them on file for later. Stage: Start with “lead” and later move them to different stages. Source: For now, “outbound.” Later, you’ll identify which channels work best. Assigned to: Probably yourself, but as you grow, ensure each candidate speaks to only one person from your company. Persist this data. You’ll need it to understand what works and what doesn’t. While I don’t advocate for purely data-driven hiring (too high variance), having a reality check is always helpful. Also, as you scale, more people will join the process, and candidates will pass through multiple hands. Lead generation: Referrals The second most important channel is referrals. It’s low-volume but extremely efficient. You already know more about the candidate, and convincing them is much easier. There’s always debate about whether referrals should be incentivized. On one hand, people take social risk when convincing friends to join. The better your company is, the lower that risk and people who love their job will naturally tell their friends about it. On the other hand, you don’t want to encourage people to bring in unfit candidates just for the money. What worked for me was mild compensation. It’s a “thank you,” not a financial incentive. Enough to show appreciation, but not enough to motivate people extrinsically. Lead generation: Inbound Inbound is what most companies overspend on: job posts, ads, and hope. It’s inefficient, especially early on. Without brand recognition, the only thing you can do to attract candidates with Inbound is to throw money at it: buy job postings and hope for the best. Even then, you won't get the talent you want, just flood your pipeline with low quality candidates that will take away your precious time. Use that time to do Outbound instead. Still, having job posts on your site is useful. When you reach out to candidates, they’ll check your website and browse openings. Sometimes you’ll get lucky. Maybe someone heard you on a podcast or read an article and reaches out. Just don’t rely on it as your main hiring channel. Lead generation: Recruiters This is where I piss off a whole industry and burn some bridges. A person watching a bridge burnDon’t use external recruiters, If you do, hire them, mostly one. Companies spend absurd amounts on external recruiters, often 10–25% of a candidate’s salary. Their incentives are rarely aligned with yours. That said, you might eventually need recruiters: seasonal peaks, pivots, or roles you’ve never hired before. Just don’t rely on them too much. They’re like drugs and paid advertising: magic at first, but hard to party without them on the long run. If you do want to use recruiters, start with several in parallel (they’ll ask for exclusivity; negotiate that). Later, hire the one who performs best. One is enough. And they should report to you, not HR. Otherwise, you’ll have someone whose performance is judged by another department, and that’s a recipe for disaster. In my opinion, recruiters should only handle outbound sourcing. Some companies let them do first contacts or screenings, but that’s a mistake. The first call is crucial and should be done by a technical person. Engineers prefer speaking to peers, not recruiters who confuse Java with JavaScript. Screening is delicate, and we’ll discuss it later. Always have a technical person do it. Some companies give HR veto power in the final stage. Don’t do that. It’s your hiring process, and you must own it. For good and bad. If HR wants to get involved, sit with them and explain the process and the decision making criteria. Let them give input and help you improve the process, but if you don't have 100% control over it, they will slow things down and lower your chances of hiring the best candidates. Qualification Great, you now have leads and are ready to qualify them. This process differs slightly depending on the channel – let's delve into it (not written by an LLM, I'm just teasing you). Qualification: Outbound You’ve spent a week sourcing and now have 50 leads. Time to reach out. If possible, contact them via email. If not, try Twitter/Bluesky DMs, then LinkedIn. From most personal to most professional. Craft a banger message. The title should be direct, and the body should feel personal and unique for each candidate. a inbox in the forestMy go-to structure: Title: Simple, human, and direct. If you have a good title (CTO, VP of Engineering), show it off. Let them know you’re not a recruiter. What works best for me is something like: “Hi, I’m the [your title] of [company name], and I want you to join us.” Body Who you are and what the company does: A brief, clear intro and a pitch that works. Why you’re reaching out: Be genuine and flattering. Mention what caught your eye, their OSS project, experience, or work you admire. This is a personalized message and hopefully you had it saved on your CRM. Why you’re hiring: Explain why the role exists and its expected impact. Your product: Describe what working at your company feels like. If you sourced right, it will resonate. Link to your calendar: Invite them to chat. Make it sound casual, not like an interview. Link to your Employee Handbook: The mic drop. This document explains everything they need to know about working with you. Candidates who say “hell yeah” will save you time, and those who decline save even more. Writing well is important. You have 2 seconds to grab their attention, so you better get better at this. I recommend newsletters like marketing examples to get better at copy. A good message can get around a 15% response rate. From 50 sourced candidates, that’s about seven qualified leads per week, not bad! Qualification: Inbound & Referrals Less exciting but necessary. Define your criteria and process, then go through your ATS or CRM. Discard those who clearly don’t fit, and send the rest a calendar link. If someone isn’t right for a current role but could fit later, keep them. Build a future pipeline. Discovery & Demo I like to bundle discovery and demo into a single step: the first interview. First rule: don’t call it an interview. It’s a chat. If you’re meeting in person, have a coffee or beer, but not in the office. coffee and beerThis keeps it personal, not transactional. You want the candidate to open up. The goal is twofold: Understand who they are and what they want in life. Show them how your company fits that vision. That order matters. Gather information first to personalize your pitch. Are they aiming to be a CTO in five years? Great. Show them that path. Make them comfortable. For instance, I try to make candidates laugh in the first two minutes. Be clumsy, be human. Like Dr. Slump’s Senbei Norimaki, you can get serious later. Ask open ended questions and let them do the talk. When they open a box, dig deeper. When they don't, try mirroring (repeat what they last said). Me: So, how is work nowadays? Candidate: It's ok. <crickets, he is not going to expand... time to mirror> Me: It's ok? Candidate: Yeah. Good salary, and the manager is ok. Me: What do you mean the manager is ok? Candidate: You know, I had non-technical managers who just asked “how’s the project going?” I want someone technical who can help me grow. Me: Yeah, I've seen that too. How does he help you grow? What does grow even mean? This is great, now we are getting to an interesting place and the candidate is feeling more comfortable and willing to share. Mirroring works wonders. A mirrorDon’t rush to reject quiet candidates (some recruiters or HR people will). Some are bad at interviewing but brilliant at work. They’re undervalued by the market and often the best hires. For getting information out of interviews I highly recommend reading Never split the difference by Chris Voss. Yes, I know. The book is about negotiation with terrorists, but the principles are similar: building trust so the conversation can lead to a positive outcome for both parties. You can also sprinkle the conversation with some open ended questions that help complete the picture. Remember: you are not evaluating, you are discovering who you have in front of you. Experiment and write down what questions that work best for you. Here are some that I’ve used in the past: What's something you don't want to do? If you could write your perfect job description, what would it be? What makes you happy, angry, or sad? What rabbit holes have you chased recently? Why? If you didn’t have to work anymore, what would you do? The second part of the chat flips the roles: you talk, they listen. Be charming, be honest, and remember that not everyone will like you, and that’s fine. It’s a numbers game. The goal is for them to leave thinking, “Hell yeah, I want to join tomorrow.” Most companies get this backward. They drag candidates through hoops, then try to excite them at the end. You must excite them early because candidates never do your process alone. Once someone starts interviewing with you, they’re also interviewing elsewhere. If you win their excitement and move fast, you’ll likely win them and shorten the time to hire. That's the main difference between buying and selling. During this second half of the interview I recommend you to cover the following points: Why the company exist The product and the market The company’s story and your background Your financial situation. Be honest. This matters to a lot of engineers. Are you profitable? Say it loud, they will love that. Did you just raise a round? Mention it. Are you running out of money? I'm sorry about it, but also mention it. They will figure out sooner or later, and you would rather have them not join than leave in 1 week and waste your precious recruiting efforts. The team The culture Review together the Employee Handbook so there are no questions or surprises. Talk about the employee lifecycle, the company cadence and whatnot. If done correctly, the only thing left is for you to discover whether you want to work with them or not (buying). This means that salary is agreed at this point, not after the last interview. This is very important. There is nothing worse than spending countless hours to lose the candidate on the last step. And is not fair for the candidate either. Don't delay it. If you don’t like talking about money, rip it off. After all, you already know the price tag. A suitcase full of moneyIf the candidate is stronger or weaker than expected, adjust by offering a higher or lower position, not by haggling salary. People hate salary negotiation but are fine negotiating roles. Wrap up by thanking them and asking if they’d like to start the process (remember, this was not an interview). If you’ve done well, they’ll say, “Let’s fucking go.” Then schedule the technical interview. If your company is genuinely appealing, you should convert around 80% of these. From 7 qualified leads, you’ll get 5 interviews. If not, improve your pitch. Objection handling Now comes what you’re probably already doing: interviewing candidates. It’s time to figure out whether this person is really a good fit for the position or not. My advice is to keep it simple and short. That’s it. The rest is fluff. In my experience, and other companies confirm this, each interview has diminishing returns. During the first one, you get most of the information you need; in the following ones, not so much. Every extra interview decreases your chances of closing the candidate. Remember, you are competing against other companies, and whoever lands an offer first has an edge. False positives and negatives are inevitable, no matter how much you interview. If you believe that talent follows a fat-tailed distribution (I do), your strategy should be to minimize false negatives. The ones who get away. Passing on a future Jeff Dean is worse than hiring someone who doesn’t work out. Your team, like most investment portfolios, will end up following a Pareto distribution. A very small set of engineers will be responsible for the majority of the company's success. This doesn’t mean you should only hire staff+ engineers and ignore everyone else. It means you should evaluate candidates not for what they know but for what they can learn. Knowledge is easy, and getting easier by the day. But creative, curious minds are scarce. Unfortunately, most interviews still test knowledge. Candidates can easily master the interview process, the same way LLMs cheat by engulfing all benchmark data. What are you really testing by having a candidate solve an algorithm or data structure problem? That they’ve practiced “Mastering the Job Interview”? It’s as absurd as IQ testing, which mostly predicts how good someone is at taking IQ tests. People doing an examThe best interviews are conversational. They’re hard to fake, and if you ask the right questions, you’ll learn everything you need to learn in just one interview. If you don’t believe me, listen to how Tyler Cowen interviews people, and notice how they crumble under intellectual pressure. In these conversations, you can see how candidates reason, linearize complex thoughts, and connect or create ideas in real time. Tease them with humor. I’ve never seen an LLM make me laugh, and humor is a better proxy for intelligence than logic puzzles. When you’re in front of a brilliant mind, it’s a fantastic experience. But it’s not quantifiable: it’s an “I know it when I see it” kind of thing. There’s no scorecard for a great conversation, and your gut will be right about 90% of the time. That’s a fantastic error rate you won’t improve no matter how many tests you make the candidate endure. How is that interview structured? It's just talking? Isn't this "too easy"? Hold your horses! First of all, difficulty doesn’t lower error rates; it just builds exclusivity theater. And no, it's not just talking: You ask the candidate to bring code they've wrote. It can be an open source, a side project, or a take-home exercise they wrote for another company. At some point, I got to know most companies’ homework assignments in Barcelona. They weren’t very good. Candidates love this approach. As I mentioned earlier, they’re usually interviewing with several companies, trying to maximize their chances of success. Skipping the take-home exercise is a massive speed-bump for both sides. Assemble a team of 2 or 3 engineers to interview the candidate (yourself included if you are part of this hiring process). Usually 2 senior+ and 1 junior/mid that is mostly shadowing and learning how to interview. Spend 1 to 2 hours with each candidate. For manager roles or staff+ positions you might want to have a second interview to touch on different topics with more depth. If the code they bring is not that interesting, then just ask open ended questions. Those shouldn't have a correct answer, like most things in life. They need to be juicy and have different levels of depth, like most things in life(2). Some questions that I've used in the past: Role play. the CEO storms in, stressed because customers are complaining the app is down. What do you do? Whatever they say, dig deeper. If it’s a senior role, the root cause should be something gnarly: Postgres wraparound IDs, a rogue Bitcoin miner, or maybe a solar flare flipping a bit. You’re hired, and your first task is to add search. What do you do? This opens discussions about databases, synchronization, change data capture, and search algorithms. How would you architect a real-time game? Why is it different from a traditional SPA? This explores distributed systems and state synchronization. Tell me about a time where you made a technical decision that had a meaningful business impact. Oh boy, do they trip over this one. Tell me of your biggest fuckup. What did you learn from it? That’s it. You have a conversation, review the code, and follow your instinct. If you feel good about the candidate, make an offer. The % of people that pass this process will largely depend on your risk aversion and how well have you sourced and done the first interview. You’ll usually see 20–50% of candidates pass. Lower than that means too strict; higher means too lenient. But take those numbers with a grain of salt. The sample sizes are small, and you’ll have lucky and unlucky streaks. From the previous 5 candidates, this should leave you around 2 candidates to make an offer to. Getting there! Are you excited? Let's go! Closing The final step is to make an offer. You need a badass template ready with all the details and a deadline. A deadline? Don’t engineers hate deadlines? Yes, they do. But job offers without deadlines suck for everyone. Here’s how things usually go wrong: you send an offer, freeze the position because you don’t want to be an asshole, and the candidate goes silent. One week passes, then two, then three. Suddenly, they tell you they’ve accepted another offer from a slower process than yours. Bummer. You’re now three weeks behind schedule. Sure, you could keep interviewing candidates instead of freezing the position, but that’s even worse for the candidate, who might have already told their current employer they’re leaving. The solution is simple: set a deadline and be transparent about it. Tell them, “I’ll freeze this position for you for one week. After that, I’ll continue hiring for it.” It’s fair for both parties. Everyone has time to think and decide, and the consequences are clear. More importantly, a deadline creates urgency, and urgency triggers emotion. If you’ve done the first interview well, the candidate will be excited enough to overcome the fear of leaving their safe job or finishing other interview processes. Track how long it takes from first contact to offer. Your close rate is inversely proportional to your time to hire. A realistic, excellent time to offer is two weeks. The offer stage should have one of the highest close rates in the entire process since all details have already been discussed and agreed on. At this point, it’s just a final decision. A good close rate is around 80–90%. That means from your last two candidates, at least one will accept. Red balloon on the sky

  

• The Talent Machine

  Nov 12 ⎯ I wrote down my hiring playbook and it turned out to be massive. I decided to split it in the following 3 chapters: The Talent Machine: A predictable recruiting playbook for technical roles. Building the pipeline: A sales-driven process for hiring Hiring Scaling: Hire hundreds of engineers without dying The room is packed. Mostly men in their 30s, wearing swag t-shirts and jeans. I'm on stage giving it all, explaining how I helped build a unicorn in Spain, an unusual creature for the local fauna. I never rehearse my talks. Like a large language model, I generate one token at a time, hoping each will lead to something the audience wants to hear. When it works, it's magic and I feel like a genius. When it doesn't, I look like a complete idiot. A successful idiot, though, since I'm the one standing on stage. This time around, they nod, laugh, and even clap at the end. I delivered. "Any questions?" I ask. My hands get a bit sweaty but it’s always the same question, and I’m ready for it: "How do you hire engineers? It's so hard." Hiring Engineers is a sales job The best engineers don’t apply for jobs. They join people who make them believe. So stop waiting, and go sell. No one – I made it up There are two ways to approach hiring: Buying talent. Selling positions. They sound similar but they are actually the opposite. Companies with a buying mindset typically throw money at the problem. They hire a team of recruiters, pay for job board postings, and optimize for filtering. In contrast, companies with a selling mindset spend time defining roles as products and positioning them in the market. They proactively look for candidates and engage them in what is, essentially, just a sales process. The emphasis shifts from weeding out “bad” candidates to convincing great ones. For the rest of this article, I will outline my sales-based recruiting playbook, the one I used to scale a team to 150 engineers in 3 years with only one recruiter. What follows might not all apply to you, but you might learn a thing or two. Product and Positioning To find a unique position, you must ignore conventional logic. Conventional logic says you find your concept inside yourself or inside the product. Not true. What you must do is look inside the prospect’s mind. Al Ries – Positioning: The battle for your mind The first thing you need to decide is what product you can sell to candidates. This "product" is the overlap between what you need and what candidates want . Essentially, you're defining your value proposition as an employer and it will drive everything else you do. Ask yourself some key questions about the opportunity you're offering: Depth vs. Breadth: Is your engineering work deep (specialized, fewer engineers needed) or shallow (broad, many generalists needed)? Location: Where is your team based? Is it in a tech hub or a more remote location? Remote Work: What is your stance on remote or hybrid work? Diversity & Inclusion: How do you approach building a diverse and inclusive team? Work Culture: Do you prioritize work-life balance, or are you a fast-paced mission-driven culture? Mission & Impact: Do you have a powerful mission or compelling problem that will inspire candidates? Technology Stack: What does your tech stack look like? Modern and exciting, or stable and boring (be honest)? Reputation: Are you a known leader in your market? Founder/Team: Who are the people behind the company and why are they exciting to work with? Compensation: How much can you realistically pay (both salary and other benefits)? Each of these questions helps define the market you're addressing and sets realistic expectations for your talent pool. Be brutally honest here about what you can offer and where you fall short. If your product is a B2B tool for accountants on a COBOL codebase and you're based in Tbilisi (not exactly a tech magnet), you might need to offer remote work or other perks to expand your reach. On the other hand, if you're curing cancer, working a 4-day week or pay the highest salaries, you can probably get away with murder (figuratively speaking). People on suits looking at a mainframeAs tempting as it is, don’t chase the largest talent pool for the sake of it. Everyone else already does. Instead, look for under-served pockets of talent, groups that match your company’s values or needs but aren’t being courted aggressively. For example, you could default to mainstream stacks like JavaScript or Python because they have the most developers. But that also means more companies looking for the same candidates. Choosing a more niche technology (say Elixir or Clojure) can narrow the pool but also the competition. You’ll find engineers who are more passionate, loyal, and easier to hire because fewer companies are after them. At Factorial, the company I founded, I applied the same idea. Most startups were obsessed with hiring 20-something engineers who’d stay late playing ping-pong and drinking beers. I was in my 30s, starting a family, and didn’t want that lifestyle anymore, so I turned it into a hiring advantage. I targeted experienced engineers in their 30s and 40s who wanted stability, flexibility, and purpose. All my messaging, from the cold emails to the interviews would revolve about that positioning, and it paid off: we attracted senior talent early and built a mature, highly productive team very fast. beer bottles on top of a ping pong tableOnce you understand what you can sell and who your market is, write it all down in a Employee Handbook. This is a public doc you’ll share with candidates. It should clearly articulate everything about working at your company. The goal is for the right people to read it and think, "Yeah, this company is for me." Conversely, if someone reads it and thinks "Nope, not my vibe", that's actually good: you've just saved everyone’s time by filtering out a poor fit early. Compensation One of the most important parts of positioning your "product" is pricing it correctly. And correctly means setting compensation such that you can attract the talent you need without running out of money. Engineers will likely be one of the biggest expenses for your company, so you must understand how many engineers you actually need and how much you can afford to pay them. If you're a bootstrapped company, you will know. But if you're VC-funded, be careful: $5M in the bank might look like infinite runway, but at $150k per engineer, that's only 11 engineers for 3 years. Once you are confident with the numbers, I highly recommend publishing the salary ranges for each role in your Employee Handbook. In fact, I go a step further: Fixed salaries per level, not ranges. Create a dual-track ladder (one for individual contributors, one for managers) with clear levels and a fixed salary at each level, alongside a rubric of what each level means. But wait, wasn’t the Employee Handbook public? Yes! Having a public document that you can share publicly massively increases your chances of hiring top talent. Candidates will often find a public salary table more fair, even if your numbers are a bit lower than what they could get elsewhere, simply because it's transparent and applies to everyone. Engineers, raised in open-source culture, thrive on transparency and clarity. If you are not clear, or hide information, they will assume you are just bullshitting. A bull, a pile of shit and a detectorFixed salaries (no negotiation, no ranges) are a bit unconventional, but in my experience it’s a net positive: No Negotiation Dance: Ranges invite negotiation, and many engineers dislike the salary negotiation process. They feel dirty talking about money, like a mercenary instead of a craftsman. By offering a fixed number, you spare candidates the stress and uncertainty. Internal Equity: Ranges create pay disparities among peers that can breed resentment. If two engineers perform the same role but one managed to haggle for $5K more, you'll eventually have tension (especially as teams grow and people talk). Perceived Fairness: A single number feels less arbitrary than a range. Candidates know exactly where they stand and what the offer is, which many find refreshingly predictable and fair. Simplicity: It streamlines the process. You can discuss comp very early and easily (more on that later) since there's a single figure on the table. Downsides? Sure, a fixed scheme means you might lose a great candidate who has a higher expectation for that level, since you’re not negotiating. That lack of flexibility can seem like a disadvantage. However, I view it differently: if your fixed salaries are truly too low to close good candidates, the answer is not ad-hoc negotiation, it's to raise your salary bands for everyone. In other words, if you’re consistently losing hires due to comp, adjust the fixed numbers upward for that role. But if you’ve done your homework on market rates and you're paying enough (you should!), then money usually won’t be the problem. By removing room for negotiation, you also remove excuses like "we have to pay more to close this hire," which forces everyone to focus on the non-monetary value your company offers. The “trimodal” nature of software Engineering Salaries Software engineering compensation has splintered into three distinct tiers in many markets. Tier 1 represents local companies or startups paying local-market rates, Tier 2 includes well-funded or mid-size companies paying above local averages, and Tier 3 is Big Tech and top-tier firms paying globally competitive packages. Gergely Orosz – The Pragmatic Engineer A few years ago, Gergely Orosz famously described how software engineer salaries in Europe had split into a trimodal distribution. They are no longer one bell curve, but three separate peaks for three categories of companies. Tier 1: Companies that pay around local market average (often non-tech companies or smaller startups). In the Netherlands, this was something like €50-75K for a senior. Tier 2: Companies that pay above local average, competing for talent in-region (e.g. well-funded scale-ups, certain mid-sized tech companies). Senior engineer comp might be €75-125K in that. Tier 3: Big Tech and international firms that pay globally competitive rates, often 2-3x what Tier 1 offers (senior packages €125-250K+ in Europe). These are the Googles, Facebooks, Ubers, high-frequency trading firms, etc., who benchmark pay worldwide. Why does this matter in our context? It’s useful for calibrating your hiring strategy. If you're a Tier 3 company (printing money or have SoftBank on your board), you can chase top 1% (p99) talent with huge offers. But most of us are not in that position. And frankly, if you’re targeting the top 10% (p90) engineers, it doesn’t really matter whether they come from a Tier 1 or Tier 2 company. In my anecdotal experience (don’t be offended, this is just my observation), Tier 3 companies do have some of the absolute best engineers, but on average have the same talent density as the other Tiers. Their sheer size and attractive brand mean they hire a lot of people, not all of whom are geniuses. Talent distribution over salary tiersSo unless you’re able to back a truck of cash up to someone's house, your chances of poaching top talent from Google/Facebook/etc. are rather slim. You’re better off finding excellent engineers in Tier 1 and Tier 2 companies who are perhaps undervalued or looking for a change. Many of the most skilled engineers I’ve hired were “undiscovered” talent at lesser-known companies. Be open-minded and look where no one else is looking. Always be searching for alpha in the hiring market. Employee lifecycle Lastly, as part of your product, you should document the employee lifecycle at your company. From start, to finish. A person considering joining you wants to know what to expect and they will love the transparency effort. In your Employee Handbook, cover topics such as: Hiring process: How many interviews will there be, and who conducts them? What skills or qualities are you evaluating at each step? Post-interview: What happens after the interviews? How quickly can candidates expect feedback or a decision? Onboarding: What does the first week/30 days/90 days look like for a new hire? What support do you provide to get them up to speed? Career progression: How do promotions work at your company? What are the expectations for each level or title, and how can one progress? (This often ties into that dual-track framework you created for salaries.) Cadence and culture: What is the rhythm of work? For example, describe the typical company cadence: yearly planning, quarterly goals, monthly all-hands, weekly team rituals, daily stand-ups, etc. Give candidates a sense of the day-to-day and the overall tempo. Writing all this out for the first time can feel overwhelming. Don’t worry. It doesn’t have to be perfect. The Employee Handbook is a living document and you'll update it as you learn and grow. But trust me, the upfront effort is worth it. All these details and clarity will save you so much time in the long run. Hiring (and then potentially losing people due to wrong expectations) is far more time-consuming and costly than writing a document. Look for inspiration and read how other companies are doing things. Steal, copy, modify, twist and shout. And do it again, until you find your message and voice. Here are some examples and resources: List of public career frameworks List of company handbooks That’s all for today. The next article is massive, and it explains in excruciating detail the whole recruiting pipeline. Please subscribe to get updates on your email!

  

• Antimemetics

  Sep 16 ⎯ One of Charlie Munger’s most powerful mental models is to “Invert, always invert.” This book does exactly that by exploring the antithesis of memes: antimemes. These are ideas that, instead of spreading easily, fail to be retained. Individually or collectively. I’m only halfway through this book, but I can already recommend it. It’s packed with fascinating concepts that make your brain bubble and sizzle. It touches topics that feel very close to fika: building an alternative to the hostile and chaotic meme overloaded internet. xkcd tar bombIn a world where the Wario/Mario dichotomy exists, I can’t help but feel it was a missed opportunity to call them Wemes. But that’s not on the author: the name comes from the novel There Is No Antimemetics Division.

  
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• Can it run Doom?

  Sep 12 ⎯ One of my favorite activities with my kids is visiting science museums, especially the interactive ones. Pull a lever, twist a knob, press a button, and watch the effects of gravity, light, or fluid dynamics come to life. It’s so much better than just reading about it! Content creators have recently started applying the same approach to long-form articles. Some concepts are simply better explained through experimentation. It’s more engaging and rewarding for the reader. Unfortunately, most publishing platforms don’t make it easy to create this kind of content. Right now, it’s mostly developers who have access to it. I want to change that by introducing a new feature at fika: Snippets. Snippets let you easily embed interactive elements within your article. For now, you’ll need to code the Snippets yourself or rely on your LLM of choice. I may integrate this into the product later, but let me show you how it works with an example. Imagine I want to represent a double pendulum and it’s chaotic nature. I will prompt in ChatGPT. Create an html document with a simulation of a double pendulum that leaves a trail of their edge. Transparent background, 400px height. The pendulum is black and the traces are pastel blue Once it’s done, click on copy code and then I paste it inside an article snippet. It looks like this: Beautiful! I’m a developer myself, but I don’t know the physics of pendulums by heart. So once we’ve demonstrated that you can add Snippets to your articles, the next question is whether the title of this article is just clickbait, or if it actually delivers. Can it run Doom? Yes of course!

  
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