Ask the headhunter

J.F.K. asks:

Some time ago, I came across a VP of engineering position at a promising deeptech startup. After a few video calls, I recently had the chance to meet the team in person. The conversations were engaging and insightful, but a few questions remained unanswered. One thing that struck me as odd was that I would be reporting to the person currently holding the role, despite the fact that the team consists entirely of young academics with little to no industry experience.

The current and future team structure, as well as the division of responsibilities, remained somewhat vague. Clearly, these topics hadn’t been thoroughly discussed internally. To accommodate everyone, the founders had all been given impressive titles – there’s a CEO, a CTO, a CSO (chief scientific officer) and a CCO. However, during our conversations, it became apparent that not everyone lived up to their title. For instance, the company presentation included a list of potential markets, but it completely overlooked economic realities and practical constraints.

There are definitely promising opportunities in the market, but with limited budget and time, the team needs to focus. Strategic decisions will need to be made – not just in engineering, but across the entire organization. Without clear priorities and a realistic roadmap, it will be difficult to make meaningful progress.

Overall, I see this as an exciting challenge. The technology is interesting and the ambition is admirable. But I do have my reservations. After earning my PhD, I spent the past twenty years in engineering management at large corporations. I’ve gained a lot of experience and I feel ready for a change. Still, I wonder whether this startup is prepared to make the most of what I can offer.

The headhunter answers:

If you’re looking for change, joining a startup is a bold and rewarding move. You’ll face unique and complex challenges – often not just technical but also personal. To implement the right decisions and drive progress, you need a strong and cohesive team. A team’s strength isn’t just the sum of its individual members but also the synergy between them. That requires transparent communication, mutual respect and clearly defined roles.

It’s crucial that the team recognizes who brings the experience they currently lack – experience that’s essential for the startup’s success. In the semiconductor world, the challenges are especially steep: the development cycles are long, the R&D costs are high, investors are difficult to attract and there’s a long runway before generating revenue. That’s why it’s vital to engage with potential customers as early as possible. Given the burn rate, strategic positioning becomes critical. Where can you achieve the greatest impact in the shortest time? That’s the key to gaining investor confidence for the next funding round.

To navigate this landscape successfully, the team needs in-house expertise – not just in technology development but also in market strategy and business models. If you, as VP of engineering, don’t have the right commercial counterpart, the entire venture could fall short. The same goes for the rest of the core team.

Once you become part of the startup, the journey can be both intensely challenging and deeply rewarding. You’ll play a direct role in shaping groundbreaking innovations and making critical technical decisions that can determine the company’s success or failure. You’ll help define and implement the technology vision, working side by side with top-tier talent in a dynamic and fast-paced environment.

Beyond the technical leadership, you’ll be instrumental in building a culture of excellence, collaboration and long-term impact. Your influence will extend beyond engineering, helping to align innovation with real-world needs and strategic goals. Ultimately, the mission isn’t only to succeed in the market but also to deliver meaningful societal and industrial impact through transformative technology.

Before you embark on this adventure, ensure that you’re placed in a position with sufficient authority within the organization and that the division of roles is clear from the very beginning. Also, make sure you have a voice in finding an experienced business developer, as this person is crucial to the success of the venture.