You know the feeling. After four months of interviewing, rejected offers, and endless debates with your VP of Engineering, you finally signed the offer letter. The Senior Backend Engineer—or worse, the new VP of Product—started on Monday. You felt a wave of relief. The seat was filled. You could finally stop recruiting and start executing.
But 90 days later, the relief has curdled into a distinct knot in your stomach. The new hire isn't ramping up. They're asking the same questions they asked in week one. The team is whispering about ‘cleaning up their code.’ You are spending your Sunday evening rewriting their strategy deck.
You have a bad hire.
Most founders in the Series B to C gap calculate the damage of this mistake as ‘salary paid.’ If you paid them $150,000 and fired them after six months, you assume you lost $75,000. You are wrong. In the high-velocity environment of a scaling tech firm, a bad hire is not just a sunk cost; it is an active liability that compounds daily.
Dr. Bradford Smart, the author of Topgrading, estimates the cost of a mis-hire at 5x to 27x base salary depending on the role's seniority. For a scaling tech company, where shipping velocity equates to enterprise value, the cost is rarely below $240,000 for an individual contributor and can easily breach $1.5M for an executive. To fix it, you first have to do the math that your P&L won't show you.
To understand why your cash burn is high but your output is low, you need to run a forensic audit on your last failed hire. We break the cost down into four distinct buckets: Direct Financials, Management Drag, Opportunity Cost, and Cultural Debt.
These are the numbers your CFO can see. For a Senior Engineer with a $160,000 base salary let go after 6 months:
If the damage stopped here, it would be painful but survivable. It doesn’t.
A bad hire doesn’t just produce zero value; they consume the value of your best people. Industry data suggests that managers spend 17% of their time managing poorly performing employees. If your CTO spends one day a week fixing the new VP’s mistakes, you are paying 20% of your CTO’s salary to subsidize failure.
This is the killer for ‘Scaling Sarah.’ You hired this person to ship a specific feature or open a new market. That initiative is now delayed by the 6 months they were employed, plus the 3 months it takes to find a replacement, plus the 3 months for the replacement to ramp. That is a 12-month delay.
If that new product line was projected to generate $1M in ARR in Year 1, your bad hire just cost you $1M in future revenue. In valuation terms, at a 6x multiple, that bad hire just cost you $6M in Enterprise Value.
In engineering, a bad hire writes code that must be deleted. We call this ‘negative work.’ If your team has to spend two sprints refactoring the bad hire’s spaghetti code, you haven’t just lost the bad hire’s output; you’ve lost the output of your two best engineers for a month. A study by LinkedIn Talent Solutions found that 80% of employee turnover is triggered by bad hiring decisions—meaning your ‘A-Players’ will eventually quit if forced to work with ‘C-Players.’
You cannot afford another $240,000 mistake. The solution isn't to ‘trust your gut’ more; it's to replace intuition with infrastructure.
Most bad hires happen because the scorecard was vague. ‘Must be a self-starter’ is meaningless. Replace it with outcome-based hiring: ‘Within 90 days, this person must ship the API integration for Client X with zero critical defects.’ If you can't define the win, you can't spot the winner.
Founders often skip deep technical due diligence because they ‘liked the guy’s energy.’ Implement a standardized technical assessment that mirrors actual work, not whiteboard puzzles. If they are a manager, audit their previous team's retention rates. You are buying their judgment, not just their coding speed.
The only thing worse than a bad hire is a bad hire you keep for a year. Implement a rigorous 30-60-90 day review cadence. If they are missing KPIs at day 30, intervene. If they miss at day 60, prepare the exit. Post-acquisition attrition data shows that quick decisive breaks preserve team morale, while lingering ‘performance improvement plans’ destroy it.
Your valuation is a function of your team's ability to execute. Every bad hire is a leak in that function. Do the math, see the true cost, and build the gatekeeping your company deserves.
