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Natasha Prasad
COO, Venture Investor
Natasha Prasad is the Chief Operating Officer at TURN - REUSE, a company focused on reusable systems and the circular economy.12 She is a tech entrepreneur, executive, investor, and advisor with over 17 years of experience in building and scaling businesses.1
Professional Background
Natasha's career spans various roles in the technology and sustainability sectors:
- Current Role: Chief Operating Officer at TURN - REUSE, based in the San Francisco Bay Area23
- Experience: Over 17 years in building and scaling businesses1
- Education: Harvard Business School graduate1
Expertise and Interests
Natasha's professional profile suggests a strong focus on:
- Technology entrepreneurship
- Sustainable business practices
- Circular economy initiatives
- Scaling startups
Recent Activities
As of August 27, 2024, Natasha shared insights on startup hiring and scaling, drawing from her personal experience and encounters in the industry.4 This indicates her active involvement in the startup ecosystem and her willingness to share knowledge with others in the field.
Company Overview
TURN - REUSE, where Natasha serves as COO, appears to be a company dedicated to developing reusable systems for the circular economy.56 The company is likely involved in creating sustainable solutions to reduce waste and promote reusability in various sectors.
Natasha Prasad's role as Chief Operating Officer at TURN - REUSE, combined with her extensive experience in the tech industry, positions her as a key figure in the intersection of technology and sustainability.
Highlights
You’ve achieved product market fit, demonstrated repeatability, scaled to impressive revenue, and received accolades along the way. Congratulations! There's likely a line around the block to work at your company.
But now, how do you figure out who to hire? 🤔
And how do you ensure that the people joining your rocket ship are doing so for the right reasons?
Over the last two weeks, I’ve discussed the unique challenges of hiring at the earlier stages of your startup journey. Today, we’ll dive into finding the right talent as your startup matures.
As your company becomes more established, there are major shifts in how you're perceived by talent, and how your hiring processes need to evolve.
The generalists and athletes, who were eager to wear multiple hats and do whatever it takes, are ready for reinforcements. The cavalry, at this time, consists of specialists and sharpshooters—deep domain experts who have seen scale.
The action-oriented doers now make way for strategists and thinkers who can deftly toggle between detail-oriented planning and high-precision execution.
At this stage, you’ll also encounter more pragmatists than believers. Later-stage startups attract high-quality talent eager to apply their expertise to an “established brand and high-growth company that won’t go out of business”™. While this influx of talent is promising, it also means you'll need to navigate the potential pitfalls of attracting mercenaries and opportunists who may be more motivated by personal gain than by your company's mission.
If you're contemplating a new role, take time to reflect on what excites you, what truly matters, and the kind of environment you thrive in. This self-awareness will help you find the right fit, and avoid the dreaded talent-stage mismatch.
Having been a founder, early-stage, and late-stage startup executive, I've navigated these challenges from both sides of the table.
Here’s Part III of my "Archetypes and Stereotypes" framework:
COMPANY STAGE: Series C and D WHO: Strategists and Specialists ✳️ Excited to: Apply deep expertise and build world-class capabilities ✳️ Unfazed by: Navigating multi-layered orgs and complexity ✳️ Less concerned about: What other departments are doing ✳️ Inspired by: The pursuit of excellence ✳️ Things you won't hear them say: We’ll figure it out as we go! ✳️ Ideal work culture: Clear structure and expectations ✳️ Keen to know: The long term vision and detailed goals and objectives ✳️ Excel at: Strategy, planning and executing on goals with high precision ✳️ May describe themselves as: Strategists, analytical, experts ✳️ Won’t describe themselves as: Generalists and athletes ✳️ Mindset: "Tactics without strategy is the noise before defeat" ✳️ Strong desire to: Leverage their unique skills for a lasting impact
I’d love to hear your thoughts and experiences—what has worked or not worked for you? Share your insights in the comments below! 👇🏽
#StartupHiring #ScalingStartups #SeriesC #SeriesD
You've navigated the chaotic early stages of company-building: you've found product-market fit, achieved repeatability, and have some revenue to show for it. Now, you're ready to pour gas on the fire. But how do you scale your small team to tackle this next phase of growth? 🤔
Last week, I shared insights on hiring at the Seed and Pre-Seed stages. Today, let's dive into the challenge of bringing in the right talent at Series A and B.
At this stage, hiring can be tricky as you search for "player-coaches"—seasoned, low-ego leaders who can build a department while still operating effectively as a team of one. You still need action-oriented builders, but they should also be “unbuilders” – comfortable critiquing and changing existing (often beloved) processes, ways of work, and teams.
Additionally, it might be time to bring in specialists who can go deep on key areas and set new standards of excellence.
So, how do you identify this type of talent?
And if you are looking for your next role, how do you know which stage is right for you?
Reflecting on what excites you, what matters (and doesn’t) and what kind of environment you thrive in will help you hone in on the right fit for you – and avoid the dreaded talent-stage mismatch.
I've been a founder, early-stage, and late-stage startup executive, and navigated these questions from both sides of the table.
Here’s Part II of my "Archetypes and Stereotypes" framework for hiring during this critical growth phase:
COMPANY STAGE: Series A and B WHO: Player-Coaches, "Unbuilders" and Specialists ✳️ Excited to: Take what’s working and prepare it for scale; fix or jettison what’s broken ✳️ Unfazed by: Chaos and the constant change that comes with scaling ✳️ Less concerned about: Departure from tradition ✳️ Inspired by: Going from good to great ✳️ You won’t hear them say: "Why doesn’t that already exist?" ✳️ Ideal work culture: High-autonomy environments that value strategic thinking alongside execution ✳️ Keen to know: The history behind current processes and structures—how and why things were set up the way they were ✳️ Excel at: Building for scale, creating order from chaos, bringing rigor and rhythm ✳️ They might describe themselves as: Process-builders, problem-solvers, and culture-shapers ✳️ They won’t describe themselves as: Rigid, or resistant to change ✳️ Loyal to: The company’s mission and long-term vision ✳️ Mindset: "Leave things better than you found them" ✳️ Strong desire to: Make things better, faster, more efficient
Are you at the Series A or B stage and grappling with these hiring challenges? Or are you a candidate considering a role at this phase?
I’d love to hear your experiences—what has worked or not worked for you? Share your thoughts in the comments! 👇🏽
And stay tuned for Part III, where we’ll explore hiring at the later stages of startup growth ➡
#startuphiring #hiringchallenges #playercoach #unbuilders
