The Role of People Operations in Small Startups: Lessons from buidlbox
Though admittedly time-consuming, it’s fairly easy for a small startup to place full focus on product development, funding, and scaling. As needed as those are, one of the most crucial elements that often gets overlooked is the people behind the product. At buidlbox, I’ve learned that prioritizing People Operations (People Ops) is key to building a strong company culture, developing a resilient team, and — hopefully — setting the stage for long-term success. I’ve been with the Gitcoin-turned-buildbox team for nearly 3 years, and here are some of the lessons I’ve learned along the way.
Why People Ops Matters in Small Startups
Every team member plays a vital role in shaping the company’s future, especially in the early days or during organizational change. I realized early on that establishing a solid People Ops function would be crucial in creating a stable environment where collaboration and innovation can thrive. By focusing on people from day one, we’ve built a culture that encourages ownership and where everyone feels empowered to contribute and take initiative.
Over the past two years, buidlbox has maintained a retention rate of over 90%. This is a clear indicator that our efforts to prioritize our team’s well-being and growth have paid off. Our strong retention rate shows that we’ve been able to attract and retain key team members who believe in what we’re building, despite the competitive landscape and fluctuating market.
Fostering a Collaborative and Innovative Culture
I’m sure any leader at a startup would agree that collaboration and innovation can’t just be buzzwords — they are essential to success. We’ve made an intentional effort to create an environment that encourages open communication and cross-functional collaboration. Early in our rebrand to buidlbox, we worked as a team to uncover our company values, recognizing that actualizing these values would only be possible if we saw what already existed within our culture. Teamwork and innovation have been cornerstones of our ability to adapt quickly and enjoy what we do.
Regular team meetings and a culture of feedback have been key in keeping everyone connected and informed. For example, during a pivotal moment last year, we had to revisit our strategy due to sudden market shifts. Because we had established open lines of communication and a feedback-driven culture, the team was able to come together, pivot quickly, and continue moving forward together — further highlighting the strength of our communication practices and the culture we’ve fostered.
Prioritizing People in Lean Times
In a startup, resources are often tight, but that doesn’t mean you can’t prioritize your people. Showing that team members are valuable doesn’t need to be a budget-breaking endeavor. Instead, it relies on how you treat your team day in and day out — not just when the market is strong or when the budget allows. I have found that lean times can create unique opportunities for team members to flex their skills in new areas. For example, I’ve had the chance to collaborate more closely with the marketing and product teams, contributing to content creation efforts that align with both our brand strategy and product goals. This experience reminded me — and can remind others in operations — that you are multifaceted, skilled, and needed in various parts of the organization.
It’s important to note that these opportunities should align with the team member’s goals and are not taken advantage of. We’ve been intentional in ensuring that these experiences contribute to personal and professional growth, rather than simply filling gaps.
Even with a conservative budget, buidlbox has maintained a strong promotion rate, with over 30% of our team members being promoted within the last two years. This reflects our commitment to investing in our people’s growth, even when resources are tight. By being creative in how we support our team — through flexible work arrangements and time off, or simply recognizing the work each team member does — we consistently show that our people are valued.
Evolving People Operations in Changing Times
As buidlbox has adapted over time, I’ve learned that it’s equally important to adapt our People Ops strategies to meet the evolving needs of our team. Being flexible and open to new ideas has allowed us to maintain our strong people-first approach, even as we grow or change. This adaptability has been key in ensuring that our culture remains cohesive and that our team continues to feel supported and valued.
For example, we’ve introduced initiatives like virtual retreats, more flexible professional review cadences, and revisiting classification to meet individual needs. This hands-on (and often case-by-case) approach has helped us build a strong, cohesive team aligned with our mission.
Prioritizing People Operations in a small startup isn’t just nice to have; it’s essential. I’ve learned that focusing on our people from the very beginning has helped buidlbox build a strong, resilient team that’s ready to take on any challenge. Whether it’s through fostering a collaborative culture or supporting team member well-being, our commitment to People Ops has been a key part of who we are. Invest in your people, and see them thrive.