The premature hiring of a marketing manager is a great risk

A route is to go directly for a senior marketing setting -to guide the performance function.

Ideally, you are a generalist with strong skills to produce demand.

However, it is nuanced whether this route is on the move or not.

One of the big mistakes that make CEOs in this phase is the early production of the production. If there is a clear and obvious product market for adaptation and pent -up demand, it makes sense to work with a head of the demand regeneration.

If your ideal customer profile (ICP) is not clear or there is a certain uncertainty about whether you have actually achieved Product market adjustment Then someone with a product marketing background can be more suitable.

And this is an important point – marketing is a very broad role. It covers many bases. The shoe marketer of a B2C marketer in a B2B role does not work. The same is to be expected that someone from a “big brand” will operate in a shabby startup. Chalk and cheese.

Like Tom Tunguz, a risk capital provider argues in theory – – – The most common Mishire in startups is the first marketing manager.

Which should you set first? Many founders are looking for a marketer of demand regeneration. After the product market has adjusted, it is a natural time to scale the lead generation.

But in the past ten years I have found that the setting of a product marketer initially leads to a consistent success. Why is that?

Although the startup may have reached the product market adjustment, the company may not understand the adjustment. Who uses the product and why? How does the buyer trip develop over time? How do buyers describe the product among themselves? Only a few companies can answer these questions carefully.

The reality is often that the product market adjustment is accepted – although the evidence that supports the position can be weak when examining forensic. After all, it is something everyone wants – from the founder to the investor.

So this is a key piece of the puzzle.