In a startup, the moment to hire the first head of operations usually comes earlier than the founder is willing to admit and later than the company actually needs. Earlier, because letting go of control is painful. Later, because operations quietly deteriorate until problems explode in the form of delays, dissatisfied customers and improvised decisions. The criterion should not be “when everything is in order”, but rather when the lack of order starts to cost growth, cash and reputation.
Warning signs
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The company is permanently in emergency mode. If every week there are new “fires”, late shipments, deliveries that depend on someone “remembering”, support answering late, invoices with errors or projects closed without a post-mortem, it is no longer a question of effort: operations are overloaded.
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Growth compromises quality. Many startups see quality as a luxury, but in reality it is a cost multiplier. A small repeated mistake in an order, in support or in delivery generates more queries, rework, returns and financial strain. If increasing sales does not make the company more stable but more fragile, it is because operations do not scale.
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Dependence on key people. If the business grinds to a halt when someone is absent or critical knowledge is concentrated in a single person, you are at risk. This risk is not only operational: a failure in execution can delay collections, trigger refunds or lead to penalties.
The optimal moment to hire
Hiring for operations too early also has a cost. If your product is constantly changing and there is no minimum delivery pattern, the operations person will become frustrated or, worse, will try to “freeze” a system that still needs to evolve. The right moment usually comes when you already have a repeatable model in its essentials, even if it is imperfect.
The right approach
A common mistake is to treat the head of operations as a “back-office” or “logistics” manager. In reality, operations in a startup is the system that connects the commercial promise with effective delivery, directly affecting retention, reputation and cash. Their first step should be to map the current flow, identify the three main bottlenecks and establish minimum standards: what complete delivery means, when the invoice is issued, what deadlines are promised and how exceptions are managed.
Having personalised support, such as that offered by the Oficina Económica de Galicia, can be key to a successful implementation. Request free specialist advice and take advantage of the available resources to boost your business.
