Stop Chasing Unicorns: How Smart Startups Hire the Right Talent Faster

Stop Chasing Unicorns: The Smart Investor’s Guide to Hiring Great Talent That Actually Moves the Needle

The Trap of Perfection

Let’s be honest. Somewhere along the way, you’ve probably heard it—or maybe even said it yourself: “We only want to hire the best engineers.”

It sounds noble. It sounds ambitious. It sounds like the kind of standard a world-class company should set. But here’s the problem: the phrase is a trap. The so-called “best” engineers aren’t coming to your company. Not because you don’t have potential, not because your business isn’t exciting, but because the true top tier—the 0.1%—already have more options than they know what to do with. They’re commanding paychecks larger than your payroll, working remotely from wherever they want, and they’re not standing in line for your Series A startup that still hasn’t figured out product-market fit.

That realization might sting. But here’s the truth you need to anchor on: hiring is not about winning an imaginary contest for “the best.” Hiring is about speed, fit, and execution. Startups don’t die because they didn’t hire the perfect engineer; they die because they ran out of time.

Tip: Think of each month spent hunting for “perfect” as one less month of runway. A “great” hire today almost always beats a “perfect” hire six months from now. Speed is a form of capital.

Why “The Best” Is a Mirage

If you’ve ever played poker, you know that winning isn’t about having the absolute best hand every time. It’s about playing your position, reading the table, and making strategic bets. Hiring works the same way.

The obsession with “the best” blinds you to a brutal reality: everyone else is playing that game, too. You’re not the only startup saying you have high standards. You’re not the only one dangling an “exciting Series A raise” in front of candidates. There was $26 billion in early-stage venture investment last quarter alone—thousands of companies are making the same pitch.

The best engineers know this, and they aren’t even participating in the same recruiting pipeline as you. Many skip traditional interview processes altogether. If you’re waiting around, convinced one of them will miraculously apply through your careers page, you’re playing against a stacked deck.

Tip: Instead of chasing an invisible pool of “perfect” engineers, redefine what “best for you” looks like. Build criteria around business-critical needs: adaptability, problem-solving, and speed of contribution.

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The Cost of Waiting

Time in a startup is measured differently than anywhere else. Four months in a corporate environment is a quarter. Four months in a startup can be the difference between becoming the next breakout story—or closing doors permanently.

Picture this: you’re holding out for the mythical senior hire who can “hit the ground running.” Four months pass, no hire, and the product roadmap is still in stasis. Contrast that with the founder who brings on a capable mid-level engineer in two weeks. That hire may not check every box, but they’re shipping code now, generating feedback now, and moving the company forward now.

This isn’t theory—it’s math. Every week without a hire is compounding opportunity cost. Features aren’t shipped. Customers aren’t tested. Investors don’t see traction. You’re paying for perfection with the one currency you can’t raise more of: time.

Tip: Run a calculation: what’s the dollar value of hiring someone this month versus next? If you frame hiring decisions in terms of opportunity cost rather than wish lists, the path forward becomes obvious.

Redefining What Matters

Here’s the shift you need to make: stop asking, “Who is the best engineer out there?” and start asking, “What matters most to this business right now?”

Do you need someone who can rapidly prototype features, even if they aren’t seasoned in scaling systems? Do you need someone eager to grow with the company rather than dictate terms from day one? Do you need someone who will commit to 40 productive hours a week, instead of endlessly hunting for a 50+ hour “warrior” who may not exist?

It’s not about lowering the bar. It’s about clarifying the trade-offs you’re willing to make. Every hire is a negotiation. If you’re unwilling to negotiate, the market will do it for you—and you’ll lose valuable time.

Tip: Create a “must-have vs. nice-to-have” hiring list for each role. Limit the must-haves to three. If you can’t hire someone with at least 80% of what you need, your list is too rigid.

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The Investor’s Edge

Think back to the philosophy that got your company started: speed over perfection. You didn’t wait to launch until the product was flawless. You shipped something imperfect because you knew feedback mattered more than polish. Why would you apply a different standard to hiring?

Great engineers—not mythical unicorns, but real, capable, motivated people—are out there. They may not have the FAANG pedigree. They may not demand sky-high comp packages. But they will grow with your company, execute fast, and create the momentum you need to survive.

The default outcome for startups is failure. That means every decision you make should bend toward survival and speed. Chasing the illusion of “the best” wastes both.

Tip: Treat hiring the same way you treat product. Launch fast. Iterate often. Optimize along the way. A hire that gets you moving now is infinitely more valuable than the dream hire that never shows up.

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👉 Closing Thought: The smartest investors and founders aren’t chasing unicorns. They’re building with the talent that’s available, capable, and ready to execute today. Because at the end of the day, the best companies don’t hire “the best engineers”—they hire the right ones.

What’s your next spark? A new platform engineering skill? A bold pitch? A team ready to rise? Share your ideas or challenges at Tiny Big Spark. Let’s build your pyramid—together.

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