When lack of structure fails, it fails all at once. What works totally fine from 0-20 employees, is disastrous at 30.

You need this sort of a tailwind to make a startup successful.

As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.

You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is.

For most software startups, this translates to keep growing. For hardware startups, it translates to don't let your ship date slip.

It's difficult to get large groups of people, to the extreme levels of focus and productivity that you need, for a startup to be successful.

What being a founder means, is signing up for this years long grind on execution - and you can't outsource this.