How I Scaled My Team


Why Tech Leaders Need to Care About Company Culture too

Season 1, Ep. 10

In this week’s episode, Shahar and Romi talk with Segev Baron, Senior Director of Engineering and Head of Israel R&D Center at Sage.


Segev knows all about acquisitions from both sides – he’s worked at companies who have bought start-ups, and he’s been at start-ups that have been bought by bigger players.


Acquisitions can bring uncertainty and excitement in equal measure – and successful mergers don’t happen by accident. The company being bought might experience greater opportunities and be able to scale quicker, but will have to adapt to being part of a different culture and learn to let go of some of the individualistic traits that made them attractive to the buyer.


Meanwhile, buying companies want to harness the skills and new opportunities the start-up offers them, but will also want to assimilate them into the prevailing company culture. As Segev points out, few marketing departments want to be handling two different brands two years into an acquisition.


So how do you know which people to bring with you on the new journey, and when it’s time to let others go? What immediate rewards can the larger company offer to retain the start-up team? And how soon should the process of merging the two entities begin for the best business outcome?


Segev has thoughts on how to reap the benefits of the start-up ‘fighter jet’ mentality while existing within a new corporate ‘747’ reality.


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More Episodes


In scaling a company, are flat organizational structures practical?

Season 1, Ep. 17
In this week’s episode, Shahar and Romi talk with Lotte Vester, Head of Organisational Strategy at Asana. Like many tech companies, Asana is a fairly flat organisation with very few staff having titles. Whilst it isn’t unique in the industry, Lotte explains how the only way this structure can work is if it is supported by the right culture.Fortunately, this is something that Asana are very intentional about, aided by their Voice of Employee programme, which evaluates decisions and goals set by individuals and the company. Lotte adds that for the culture to be effective, it is important to have open and curious leaders who are comfortable giving responsibility and critique to their staff. Asana pride themselves on creating flexible working for their staff, something which they proudly offered even before the Covid-19 pandemic. Despite them seeing value in face-to-face interaction and working collaboratively in an office, they believe that whatever gets the work done best is the most effective way. But is that attitude always best?Having previously worked at Facebook, Lotte has experienced companies growing rapidly, in both headcount and revenue. At the social media company, their key value was ‘move fast and break things’ - somewhat of a unique take. Lotte explains how employees were expected to make mistakes and if you didn’t, you probably weren’t moving fast enough, something which she feels is a valuable concept as you grow.  Like this episode? Make sure to leave a ⭐⭐⭐⭐⭐ review and hit subscribe, so you never miss when a new episode drops.