TTS_02Team & Talent System™ 4–6 weeks build, refreshed quarterly

Strategic Workforce Planning & Org Design

3-year SWP tied to revenue plan, with span-of-control discipline and dual-track job architecture.

Why it matters

Most startups hire reactively, end up with bloated layers, broken span-of-control (1:3 or 1:15), and no path for senior ICs. This module makes headcount a board-grade plan, not a slack thread.

Scope covered

3-year Strategic Workforce Plan (SWP) tied to revenue / GMV / ARR plan

Build / Buy / Borrow mix per function with cost & speed trade-offs

Span-of-control audit (target 1:6–1:8), layer count, redundancy detection

Dual-track job architecture: IC1–IC8 (individual contributor) & M1–M6 (manager)

Capability & skills taxonomy linked to roles and learning paths

Succession bench — ready-now / 1-year / 2-year for top 30 roles

Org redesign blueprints for next funding stage (Seed → A → B)

How we run it

Our methodology

A senior-led delivery sequence — not a template dump. Each phase is operated with your team, not handed over as a deck.

1
Strategy → capability mapping
Week 1
Translate the 18-month strategy into the capabilities and roles required; surface gaps vs current org.
2
Org design & spans / layers
Week 1–2
Re-design org structure, spans of control and layers; eliminate accidental hierarchy and duplicate accountability.
3
Workforce plan & hiring sequence
Week 2–4
Build the bottoms-up hiring plan by month / function / geography aligned to revenue and capital plan.
4
Build / buy / borrow strategy
Week 4–5
Decide build vs buy vs borrow per capability; sequence in-house hires, agency / contractor and acquihire bets.
5
Quarterly refresh ritual
Week 5–6
Install the quarterly workforce-plan refresh with finance and exec team — backed by attrition and pipeline data.