self-made millionaires<\/a> in the process. <\/p>\nEarly-day employees care more about the business than latecomers<\/h2>\n
In Bouaziz\u2019s eyes, the company\u2019s meteoric success is down to keeping the same team from its early days.<\/p>\n
Why? Because people who choose to join a scrappy startup are more invested in its growth than those who come on board once business is already booming.\u00a0<\/p>\n
\u201cIf you really, really care about your job, you\u2019ll always have a leg up on everybody else,\u201d the CEO explains. \u201cIt\u2019s my job as a leader to surround myself with the best people. If you have to carry your whole team because you\u2019re the best person in your department, then you\u2019re never going to make it.\u201d<\/p>\n
\u201cBut what I found is this care is very unique and the later you are in the company, the harder it is to find people that really care about the business.\u201d<\/p>\n
It\u2019s why instead of letting go of senior leaders who are no longer quite the right fit for their roles as the company grows, Bouaziz recommends reimagining their roles.<\/p>\n
\u201cFor example, my head of growth used to be running all of marketing,\u201d he explains. \u201cShe\u2019s awesome, but at the stage when the org became really really big it was much better for her to refocus on what she\u2019s great at, top of funnel growth, versus running the whole marketing department.\u201d<\/p>\n
Playing to her strengths and hiring someone else to cover her weaker areas, he says, \u201csignificantly\u201d helped the company grow faster than if he had let her go (along with all her business knowledge) and tried to find a jack of all trades.<\/p>\n
Everything should be improving all the time<\/h2>\n
It\u2019s not just Deel\u2019s leadership team that has been placed under the microscope as the business scales\u2014Bouaziz says he\u2019s constantly reassessing every department in the company.<\/p>\n
\u201cI think about how my organization is built all the time,\u201d he says, before adding with rapid-fire momentum: \u201cHow is our comms department structured? Is it optimal for the current state of the company? How is this going to look like in a couple of months? In a year? In two years from now? What are the investments we need to make for them to be able to do their best jobs over time? Is the person leading this organization currently the best person to do that? Are they going to be the best person in a few years?\u201d<\/p>\n
It\u2019s all part of his mantra that \u201ceverything should be improving all the time.\u201d\u00a0<\/p>\n
Bouaziz insists that he can\u2019t wait for what\u2019s around the corner, because he knows that bigger and better things are coming\u2014and that can only come when you\u2019re in constant improvement mode.\u00a0<\/p>\n
But even then, you won\u2019t catch him resting on his laurels and enjoying the fruit of his labor from the sidelines.<\/p>\n
\u201cThe bigger you get, the easier it is to turn a blind eye to different things that you would have never let slip through the gap if you were the person closer to the problem,\u201d\u00a0the young chief says. \u201cMost of the successful CEOs I\u2019ve spent time with are the ones that are able to heavily balance when to deep dive into things and not just stay at a 5,000-foot view.\u201d<\/p>\n
It\u2019s why Bouaziz is once again ignoring the advice of his peers: \u201cIf you actually can stay quite hands-on and decide when to go in and when not to go in, rather than listen to people who will tell you to just step back and let people let the thing run itself, then you will have significantly better outcomes.\u201d<\/p>\n<\/div>\n
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