Why Hiring Ex-FAANG Employees Might Be a Mistake for Early-Stage Startups

1. Not All FAANG Employees Are A-Players

FAANG companies are sprawling ecosystems optimized for scale. They hire some of the world’s brightest minds—but they also have their share of mid-performers who thrive in structured, resource-rich environments. Surviving FAANG’s gruelling hiring process is impressive, but excelling in a scrappy startup environment takes a completely different skill set.

In large company's talent isn't evenly distributed. There’s a huge difference between a FAANG employee who led a major function, delivered measurable business results with a scrappy team, and knew how to hustle for impact—and one who managed an existing opportunity or was a mid-level IC tasked with executing someone else’s backlog. The former can thrive in ambiguity and build systems from scratch; the latter may struggle when left without the infrastructure and guidance they’ve grown accustomed to.

2. Misalignment with Startup Culture

At FAANG, employees often thrive in environments that provide extensive infrastructure, clearly defined roles, and meticulous processes. The resources and support they get can often let then operate at a much higher level than they otherwise could.

Founders often believe hiring a FAANG designer, developer, or product manager will be like bringing in a Michelin-starred chef who can elevate their scrappy kitchen into fine dining. But what they’re often hiring is a sous chef who’s excellent at executing one dish in a perfectly optimized kitchen. Asking them to create an entire menu from scratch in a chaotic startup environment? That’s a different skill set altogether.

Despite the "move fast and break things" rhetoric, FAANG teams tend to be risk-averse. When you’re serving millions of users, even a minor error can trigger a PR nightmare. Big companies often adopt a "crawl cautiously and double-check everything" approach.

Startups, meanwhile, are more like, "Move fast, break everything, and duct-tape it back together before anyone notices." Success requires scrappiness, speed, and a high tolerance for chaos—traits that don’t always translate from a process-heavy environment.

3. The Branding Trap

Admit it: part of the allure is slapping a FAANG name on your team slide during investor meetings. It’s like saying, "Look, we’ve got someone from Google!" And you know what? This does actually work. In lieu of a beta product with early traction, the make up of the foundering team is one of the few things investors can go on. 

For founders, this isn’t just about impressing investors—it’s also a way to combat imposter syndrome. If someone from Google believes in your company enough to join, you must be doing something right, right?

But shiny logos on resumes won’t magically solve your product-market fit or help you ship faster. Especially if they've never actually had find PMF or worry about velocity. In fact, those prestige hires might slow you down when they realize there’s no cavalry to call in for help. You’re taking someone from one context (a big, structured environment) and asking them to excel in another (a scrappy, chaotic startup). It’s like taking a naval officer trained on an aircraft carrier and asking them to captain a pirate ship. Sure, they know boats, but this one’s on fire.

4. High Costs and Even Higher Expectations

Hiring FAANG alumni can feel like ordering champagne on a beer budget—and who doesn't like Champagne? However they come with sky-high salary expectations, which is fine—if your startup is well capitalised and growing fast. But for most early-stage companies, meeting those demands can strain resources. And you might have to decide between hiring one FAANG engineer for the price of two less storied developers. 

Beyond salaries, FAANG hires often have high expectations around career advancement, having worked within well-structured career ladders. At the same time, they’ll likely be taking a sizable pay cut to join your startup, so they may want to make this up with higher-than-normal equity asks. I remember one startup where a good FAANG designer was asking for 5% equity to put them back on an equivalent package. This is understandable but generally much more than most startups can justify. Considering an average equity pool of only 15%, do you really want to blow a third of your pool on a single hire? Even if they did work on a Google Doodle once?

And if their onboarding involves a reality check about your lack of a free Kombucha bar, you’re in for some awkward conversations.

Who Should You Hire Instead?

For early-stage startups, the MVP (Most Valuable Player) usually isn’t a FAANG veteran. It’s more commonly someone scrappy, resourceful, and ready to roll up their sleeves. Look for:

• Startup or agency experience: They’ve seen the chaos and survived.

• A track record of adaptability: Can they pivot faster than your pitch deck?

• A bias toward action: You want people who build, not just brainstorm (or hire).

These are the people who will prioritise what truly moves the needle, even if it means answering customer support tickets or assembling IKEA desks in between shipping code. These traits aren’t just desirable—they’re non-negotiable for startup success.

When FAANG Hires Make Sense

Ex-FAANG employees aren’t always a mismatch. When your startup matures (post-Series B, for example), their expertise in scaling systems and managing teams can be invaluable. At that point, you might even welcome their insistence on having proper documentation.

Rethink the Hiring Process

The bigger issue here is how we evaluate talent. Are we too dazzled by brand names? Platforms like Behance or Dribbble—and maybe a little stalking on LinkedIn—can reveal candidates with the exact scrappiness your startup needs. However smart hiring takes time and effort, so it's understandable why impatient founders (and conservative hiring managers) might look for a shortcut. 

Final Thoughts

Hiring for a startup isn’t about who has the flashiest resume. It’s about finding people who thrive in ambiguity, embrace challenges, and deliver results. So if your competitor wants to fill their ranks with ex-FAANG royalty, let them. You’ll be shipping faster while they’re still trying to figure out why there’s no team to handle "design research" and "product strategy."

Let’s ditch the obsession with prestige and focus on what really matters: building an amazing team that gets sh*t done. Use unconventional tools, refine your criteria, and seek out candidates who align with your startup’s unique demands. The best startups aren’t built on pedigrees—they’re built on grit, creativity, and a whole lot of duct tape. Now go find your dream team and start building!