Advisory Team Profile

Rupali Sharma

Director, Human Capital
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Rupali Sharma

How has the startup talent landscape evolved over the last 5 years you’ve been at Z47?

It's been an incredible journey of almost 6 years, both for me personally and the Indian startup ecosystem. We've witnessed transformative phases – from Covid to the 2021 funding frenzy to the 2022-23 funding winter. Each phase has reshaped the talent landscape significantly.

We're seeing more experienced founders now – many being second-time entrepreneurs or former executives from major startups. They bring not just experience but also strong talent networks with them. The focus has shifted dramatically toward specialized skills, particularly in AI/ML, blockchain, Web3, and data analytics.

What's fascinating is how ESOPs have evolved from paper promises to real wealth creation stories, thanks to successful exits and IPOs. The pandemic has permanently altered work patterns – while we're seeing some return-to-office trends in 2024-25, distributed teams across tier-2 and tier-3 cities have become commonplace.

Another interesting shift is what I call the 'brain gain' phenomenon. India's vibrant startup ecosystem is now attracting skilled professionals who had previously moved abroad. This is happening alongside the rise of global remote opportunities for Indian talent, creating an intriguing dynamic in the talent marketplace.

What are the most crucial talent decisions founders need to get right in their first 18 months?

The first 18 months are make-or-break for startups, and talent decisions during this period are absolutely critical. In fact, team-building mistakes rank among the top 5 reasons why startups fail.

When building your founding team, look for three key elements: complementary skill sets that fill your gaps, deep alignment on vision and values, and adaptability over pure expertise. I always tell founders that at the 0-1 stage, mindset fit trumps everything else.

Your hiring strategy needs to be thoughtful and deliberate. I remember a conversation with a founder during the first Covid wave in 2020 that really stuck with me. He hadn't laid off any core team members when others were downsizing, explaining, "I hadn't hired anyone with a 6-month plan. Everyone was hired for a minimum 2-year playbook, so unless I'm certain Covid will last 2 years, I have no reason to let anyone go."

Culture-building is equally crucial and it's always top-down. As a founder, you need to be intentionally hands-on with recruitment – this isn't something you can outsource. Your personal involvement not only ensures better hiring decisions but also inspires confidence in candidates. Remember, your founder brand carries significant weight in attracting top talent.

What have been some surprising insights about building high-performance teams in startups?

The most striking insight I've gained is that there's no universal playbook – successful founders stay true to their authentic selves throughout their journey. I've observed how founders evolve from being doers at the 0-1 stage to leaders at the 1-100 stage, and finally to coaches at hypergrowth. The reality is that founders must grow faster than their company's pace, and the same applies to every team member.

What's particularly fascinating is how early hires shape a company's DNA. The first 10-15 employees often define the long-term culture, processes, and values in ways founders don't initially anticipate. I've also noticed that true "A-Players" aren't necessarily the most experienced – they're the ones who thrive in chaos and uncertainty.

One powerful lesson is that transparency genuinely fuels ownership, especially in early-stage teams. When founders openly share financials, challenges, and goals, it creates authentic accountability. And here's something that often surprises people: those fancy perks – the free food, cool offices, bean bags – don't actually drive high performance. What really matters is purpose. The allure of perks fades within months, but meaningful work and a clear "why" consistently attract and retain top talent.

It's also important to understand that high performance doesn't mean zero attrition. Some team members will outgrow the company faster than it can evolve, while others might not align with the changing culture. This natural evolution is healthy – letting go of misaligned team members often strengthens the company in the long run.

What are the common pitfalls founders should avoid when building global teams?

First, there's a tendency to underestimate cultural sensitivity – it's not just about language, but about understanding and respecting diverse workplace perspectives and practices.

Second, many founders fall into the trap of trying to do everything themselves in a new geography. This is an uphill battle – success requires strong local partners who truly understand the terrain.

Third, I've seen companies stumble by overlooking local compliance requirements, whether it's labor laws, tax regulations, or employment practices.

Finally, there's often a rush to integrate too quickly, especially in M&A situations. Both teams need adequate time to understand each other's working styles and cultures before pushing for full integration.

What roles have become increasingly critical for early-stage startups?

The startup landscape has evolved significantly, bringing three key roles into sharp focus. The Chief of Staff or founder's office role has become crucial – they act as an operational extension of the founder, ensuring strategic priorities translate into execution while allowing founders to focus on high-level decisions.

The Entrepreneur in Residence (EIR) role has emerged as vital for shaping culture and driving innovation, particularly in solving 0-1 problems and exploring new verticals. They bring fresh entrepreneurial thinking into established operations.

Perhaps most interestingly, the Product Manager role has transformed into what I call a Product Marketing Manager. Today's PMs need to do more than just build great products – they need to know how to sell them. They're now responsible for not just finding product-market fit, but also for understanding and articulating the product's value proposition in the market.

This evolution reflects broader shifts in the startup ecosystem – increased specialization, the central role of technology, and an intensified focus on customer-centricity. The key is building products at scale with technology as the core enabler while maintaining a laser focus on customer success and user experience.

Got any questions?

Reach out to Pranay to get more information and insights

Reach out to Rupali Sharma to get more information and insights

Email Address
rupali@z47.com
Phone Number
+91 80251 96000
Executive Assistant
Latha Ganesh
EA Email Address
latha@z47.com
City
Bangalore