Prioritizing Roles for an MVP: Who to Hire First > 자유게시판

When launching an MVP the goal is to validate your concept as quickly and efficiently as possible, using only the essential features to confirm market demand. Overstaffing in the early stages can burn through your cash and distract from your core mission. Instead, focus exclusively on the essential functions that directly build your MVP.

The foundational hire is a technical founder. This individual must be able to code the core functionality, choose the right tech stack, and refine continuously based on early adopter input. They don’t need to be an expert in every technology, but they must be self-sufficient and resilient, and thriving in solo mode. If you can’t build it yourself, hiring this person is absolutely essential.

Then, hire a product lead—or someone who can take ownership of product direction. This person doesn’t need a fancy title, but they must empathize with your audience, decide what to build next, and facilitate alignment between the developer and early users. They ensure the team is focused on impact—not just building quickly. For most bootstrapped founders, нужна команда разработчиков this role is taken on by the visionary if they have product intuition.

Once the core product is underway, bring in a interface designer who can design seamless interactions. A great UX designer doesn’t need to deliver high-fidelity mockups immediately—but can identify friction points that make your MVP easy to use. A clean, simple interface can dramatically improve adoption in early feedback cycles.

Avoid hiring roles like marketing specialists, service reps, or account managers until you have tangible proof of value. Do foundational outreach personally through content platforms, product hunt, or direct outreach to early adopters. You should respond to users yourself at first—this also gives you direct access to pain points.

The key is to minimize headcount while maximizing progress. Every hire should directly contribute to building, testing, or improving the product. When you see clear demand, then you can add specialized roles with support staff. Adding non-essential roles too soon creates inefficiency and pulls focus from the mission: demonstrating market fit.