“It’s a privilege to learn so quickly - there’s no quicker way to learn. (“All three founders wanted to be CEO,” he says, which slowed down the process.) “If you’re looking to do one thing and hone that skill, it’s a pretty bad gig.” It’s both wonderful, and incredibly difficult,” says Marr, who became GoCardless’ CTO once the team decided on titles.
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“Your job is never very clearly defined - and there’s never anyone telling you how to do your job. I’ve learned a lot in a short timeframe.” “Rotating is something Timo is pretty keen on, and I’ve massively benefited from that. “I’ve been lucky I’ve rotated across a lot of functions - marketing, HR, product, ops and project management,” says Willcocks. “At some point, I volunteered to do handy work around the office like putting up a TV - and then I always got lumped with the DIY projects.”Īidan Willcocks, Gousto chief of staff Learning on the jobįirst employees often, like founders, find themselves doing jobs that they’ve never done before. He’s now chief of staff - but has also been marketing manager, head of performance and unofficial handyman. “On Tuesdays, we would do customer delivery and clear away all of the laptops and turn the office into a fulfilment centre,” says Aidan Willcocks, who joined as an intern in 2012 after seeing the role advertised on jobs board Workinstartups. The early days at UK meal kit company Gousto were somewhat similar.
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“We’d copy and paste the restaurant address and the customer address and then assign to a driver from a map… all by hand.” “We’d get a ping in Slack every time a customer made an order,” he adds. “In the first month, we were doing customer operations in the car while doing deliveries. “We’d do rock, paper, scissors to decide who would do deliveries, who’d do dispatch and who’d do customer service,” says Honkanen. Risk, stress and loneliness aside, it can also be pretty fun to build something (sometimes quite literally) from scratch. Of course, they get equity and salary and a lot of founders don’t - but it’s still a lot of mental load.” Rock, paper, scissors “Some founders can put a lot of pressure on early employees, but they don’t get the same reward.
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