Lesson: Outsourcing isn’t a shortcut; it’s how innovative founders reduce risk, move faster, and stay in control.

When I first started, I made a mistake many early founders make: I hired other startups to help me grow mine, mainly because I had limited capital and no real playbook for building a team from scratch. At the time, it felt like a smart move: we were all scrappy, staying lean, moving fast, and working within my budget.

But that was the issue. They were still trying to find their footing, too. Some pitched as if they had it all dialed in, promising they understood the space, the vision, and the strategy. But most had little experience delivering tangible outcomes. Looking back, I wasn’t a priority client. I was a name they could add to their portfolio, not a brand they were genuinely invested in. I wasn’t getting real support; I was just another test run for a company still trying to prove itself.

Even after trying freelancers, I didn’t rush to build an internal team either. With no real capital coming in, handing out equity just to fill a role felt like gambling with the future. One person can’t carry an entire function, and if they walk away or fall short, you’re left with no progress and a cap table already compromised. It doesn’t just cost you progress; it raises questions about your decision-making early on.

Those early decisions taught me something deeper: every person you bring in, whether it’s a contractor, agency, or potential hire, shapes the rhythm of how your company runs. And when that fit is off, it doesn’t just cause delays. It creates tension. You start second-guessing decisions, stretching yourself thin, and pouring energy into fixing what should’ve been working. It slows the mission before it even begins to move.

Now, heading into my second round of funding, I outsource with intention.

Here’s how I approach it:

• I don’t jump at the first agency with a polished pitch.

• I compare options. I ask tough questions. I look for patterns.

• I want receipts: real outcomes, not just promises.

• When possible, I speak directly with founders they’ve supported.

This isn’t surface-level vetting; it’s real due diligence. I’m not just trying to fill gaps; I’m trying to understand what “great” actually looks like. Because I’m not buying services, I’m building infrastructure that needs to last. As funding comes in, I’m locking in contracts with the right partners: a fractional salesforce ops lead and a digital marketing team that’s proven, aligned, and built for where the brand is now. I pay monthly. I keep the equity. And I stay in the driver’s seat. Outsourcing doesn’t mean handing off your vision. It means expanding it with people who can execute better, faster, and more consistently than you can alone.

One of the biggest lessons I’ve learned? Founders wear every hat at the start, but real growth begins when you start handing them off. That’s not stepping away; it’s stepping into your actual role. So when it’s time to build in-house, I won’t be guessing. I’ll have working systems, measurable results, and a clear model for what good looks like. That’s the edge innovative outsourcing gives you: momentum without the mess.

And when others question the strategy, like when an investor recently asked why I’m spending here, I walk them through what’s being built. I don’t just show ambition. I show readiness. When your plan is backed by due diligence and clear execution pathways, you don’t need to prove you’re right. You just need to show you’re prepared.

Closing Thought

Startups don’t usually fail from moving too slowly. They fail because they bet big on the wrong things too early. That’s why today, whether it’s an internal hire or an outsourced specialist, I go beyond just sharing the brand story and vision. I take the time to make sure they understand it as deeply as I do. Because when someone feels like an outsider, they’ll treat you like one too, just another project, not a priority. In the past, I didn’t always build that connection. Now, I make it clear: you’re not just a contractor, you’re a partner in building Jivati. That clarity builds mutual confidence on both sides and leads to better outcomes. The right partners give you space to experiment, time to focus on what matters, and the support to grow without losing momentum. That’s not just strategy. That’s leadership.

Stick around. I’m just warming up.

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_{DISCLAIMER - All content by Devraj Patel, including The Weekly D-Brief, is for informational and educational purposes only. It does not constitute business, legal, or personalized advice. No client relationship is created unless agreed upon in writing. Past results do not guarantee future outcomes. You are solely responsible for your decisions—always consult appropriate professionals before acting on this content.}