Balancing between hiring young talent to train and bringing in experienced professionals is a strategic decision that can truly shape a company’s growth trajectory. Yet, in my case, this decision is hard to assess.

Hiring vs. Growing Talent—it’s one of those paradoxes I find myself constantly wrestling with. I’ve been reflecting on this for days, and the common-sense answer I keep arriving at is that a hybrid approach is best: mixing seasoned experience with the energy and adaptability of young talent. But as I look closer at this paradox, I can’t help but feel there must be a way to structure it better—maybe even a kind of playbook for our company.

But then, I ask myself: Do I really need a playbook? This feels more like art than a science—a challenge that might not be solved by a checklist or formula. I start to wonder if I’m even asking the right question. Should I really be focused on experience versus youth? Or could the most impactful factor lie elsewhere, in qualities like motivation and commitment?

A core part of what I’m after is a more structured process for assessing soft skills and truly understanding team motivations. In Italy, I often feel frustrated with the cultural and professional approaches here. It’s not that people aren’t working hard, but there’s something missing—the hustle, the drive, that clear sense of focus I’ve seen in Silicon Valley.

It’s challenging: everyone knows what needs to get done, but often, no one does the work they don’t enjoy. Everyone is quick to make judgments, yet few go the extra mile to truly contribute. And the gap between expectations and real impact? It’s often wider than we’d like to admit.

Building a company feels like an emotional roller coaster. Some days, there’s a sense of pride and accomplishment; on others, it’s a balancing act between solving problems and managing risks. It takes deep commitment to keep moving forward, even when the path is unclear.

And here’s a question I find myself asking—maybe one other founders do, too: Do our team members share this mindset of resilience and adaptability? And how can we foster it further?

Many founders describe this journey as equal parts rewarding and exhausting, fueled by the passion to create something meaningful. In the end, it’s about blending strengths and designing a structure where everyone, at every level, can truly contribute.

But here’s the heart of it: Do all of your employees truly make an impact? And do they care about it?

Should they care at least half as much as you do as a founder?

How do we balance all these elements—passion, impact, experience, and more—to build something lasting?