Your first employees set the DNA for the company you’re about to build. In software‑only startups, a pair of coders can ship an MVP. Hardware and embedded‑systems startups, by contrast, require many more disciplines at once. You need people who can design circuits, write firmware, model mechanical housings, build a web backend, and pitch the product all before you have revenue. Hiring too slowly leaves critical skills uncovered, yet hiring in the wrong order burns cash. Keep reading to learn how to think about the first ten hires when your product lives in the real world.

Why Deep Tech Is Different

Unlike SaaS companies, hardware startups cannot outsource their product’s complexity. Ben Einstein notes that while many SaaS startups launch with one or two people, hardware startups often need five to eight people to prepare a product for manufacturing. These roles fall into three “centers of gravity”: hardware (building the physical device and its embedded software), software/web (mobile apps, cloud services, data science), and sales/business. Early hires must add direct value to the product.

Moreover, “hardware engineer” is not one job. The MCJ Newsletter explains that hardware engineers cover mechanical design, electrical and RF engineering, and embedded software, requiring generalist skills rarely taught in universities. Founders, therefore, need to invest early in recruiting and use portfolios to filter candidates. The F22 Labs guide adds that deep‑tech founding teams often include industry researchers, technical specialists, and business developers.

The First Ten Roles for Deep Tech Startups

A deep‑tech startup’s early team usually includes several multi‑hat engineers and a handful of business‑focused hires. Here’s a typical order of operations:

• Hardware lead (electrical/mechanical generalist): This person owns the schematic, PCB layout, and mechanical integration. This role often combines electrical and mechanical design because prototypes need quick iteration, and no one can afford silos.
• Firmware/embedded software engineer: Writes the code that runs on the microcontroller or SoC. In early stages, this person also develops drivers and bootloaders.
• Product designer or UX engineer: Turns technical requirements into a user‑friendly device. For consumer products, early industrial design can make or break adoption.
• Prototyping and test engineer: Builds proof‑of‑concept devices, manages dev kits and test fixtures, and iterates on prototypes. They often have experience with Arduino, Raspberry Pi, or other dev kits.
• Software/web developer: Even hardware needs cloud and mobile components. This person handles backend services, mobile apps, or dashboards.
• Operations and supply‑chain coordinator: Sources components, manages vendors, and prepares for manufacturing. Early decisions on suppliers and materials save headaches later.
• Business developer/sales lead: Builds customer relationships and finds pilot partners. Ben Einstein lists sales/business as one of the three crucial centers of gravity.
• Product manager: Keeps the roadmap aligned with customer needs and regulatory requirements.
• Quality and compliance manager: Ensures testing meets regulatory standards (FCC, CE, etc.), manages design validation tests, and prepares documentation for audits.
• Customer success or support lead: Manages beta testers, collects feedback, and triages issues from early adopters.

Early SaaS Hires: A Point of Contrast

For comparison, B2B SaaS startups usually begin with developers, a marketing manager, a sales/business development manager, a customer service representative, and a UI/UX designer. EarlyNode emphasizes that these hires shape company culture and create the foundation for success. Because a small engineering team can ship a SaaS product, marketing and sales often come earlier than hardware roles.

Strategies for Sequencing

1. Map roles vs. people. Make a chart of every role needed and who can cover it. Ben Einstein recommends identifying gaps and deciding whether to hire, learn, outsource, or punt.
2. Hire generalists before specialists. The MCJ Newsletter advises hiring generalist engineers and consulting specialists until there’s enough work to justify a full‑time expert.
3. Invest in recruiting early. Deep‑tech teams compete for rare talent. Start networking before you need someone, review portfolios, and emphasize your mission.
4. Balance hardware, software, and sales. All three domains are equally important. Don’t delay business development because you’re still prototyping.

Conclusion

Deep‑tech startups succeed when they assemble a multidisciplinary team to design, prototype, sell, and scale a physical product. Hardware companies need more people earlier than SaaS firms, and must hire generalist engineers who can wear many hats. Equally important are the business developers and operations leads who turn prototypes into products on shelves. Build your team intentionally; your first ten hires will lay a solid foundation. Need help figuring out which stones to lay first? Ping us—we’re here to help.