Building a startup is, in many ways, an ongoing experiment in vision, resilience, and people. For me, this year has been particularly defining when it comes to onboarding team members who can help propel our work forward. After a difficult false start the previous year, I resumed the journey with renewed optimism—issuing a structured call for applications, conducting well-documented interviews, and believing that this time things would fall into place.
But standing at the end of the year, I carry a sober appreciation of just how complex hiring can be, especially in early-stage, impact-driven enterprises. While it is convenient to blame external shocks—like the unexpected turbulence that followed USAID cancellations—the truth is that much of the responsibility lies with me. Managing people is a skill one acquires gradually: through conversations, through experience, and through learning to see beyond the polished ambitions that accompany any opportunity.
We onboarded five volunteer team members, each allocated a modest monthly stipend tied to their documented contributions. Their roles were part-time, requiring as little as twenty hours a week. Yet as the year unfolded, stability became a luxury. The financial and operational shocks hit us hard. Amid the turbulence, only two of the five team members stepped into their responsibilities with consistency and passion. They anchored our activities through some of the most difficult months, offering unwavering support that kept our work afloat.
The remaining three drifted off track—some without communication, others without follow-through on assigned tasks. As we worked to steady the ship, it became clear that continuing the engagements in their initial form was not sustainable. By May, when financial issues had partially stabilized, the active team members were retained, and the rest were kept informed through formal communiqués on the evolving situation.
This was not an easy period. These are young people—ambitious, hopeful, and still navigating their own professional paths. I often feel indebted to them for their willingness to join us, but it is also discouraging to witness missed opportunities. One example remains particularly instructive. A digital media assistant required to complete 480 verified hours over six months managed only 156 hours. She simultaneously held a full-time job elsewhere, which undoubtedly affected her commitment. Despite this, she continued to hold on to an organizational laptop allocated towards the end of her role, declining routine requests for updates on the device—something that is standard procedure for shared digital equipment. It is disheartening to receive reminders for pending payments from someone who fully understands the gap between expectations and delivery.
And yet, the year was not without its rewarding moments. One of our most dedicated contributors transitioned into a new professional role, supported by our strong recommendation. His commitment, even in the most trying months, reaffirmed the very heart of what Forezava stands for: intentionality, value, and growth.
These experiences have shaped a message I wish more young people could internalize. Opportunities—especially in growing, mission-driven organizations—are not merely tasks to complete; they are platforms for learning, exposure, and character development. The level of seriousness and intentionality one brings to such roles often determines the trajectory of their professional journey.
At Forezava, while we strive to provide stipends where possible, our core commitment remains unchanged: to ensure that every engagement aligns with meaningful value, both for the individual and for the work we do. We are building something that requires focus, integrity, and a shared sense of purpose. For young professionals aspiring to grow, these values are not optional—they are foundational.
Hiring right for startups will always be a delicate balance, but this year has reminded me that alignment matters more than numbers, and commitment matters more than credentials. As we move forward, my greatest hope is that more young people seize these opportunities with the seriousness they deserve, recognizing that every role—no matter how small—can be a stepping stone to something larger.
About Author: Kevin Makova
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