Many entrepreneurs treat human resources (HR) as something that becomes important only after their businesses start to scale, teams grow, or operations become more complex. In practice, however, many of the foundations that shape a company’s long-term culture and operational effectiveness are established far earlier, often through the first hires founders make, the standards they set internally, and the way they approach leadership, accountability, and communication from the outset.
On the occasion of World HR Day on May 20, Inc. Arabia reached out to seven founders across industries in the MENA region to learn about the people-related lessons they wish they had understood earlier in their entrepreneurial journeys. From hiring for mindset and ownership, to building transparent cultures and establishing accountability structures early, here are some of the people-management principles these founders now consider essential to long-term growth.
Namita Ramani, Founder and CEO, Above Digital
1. Hire people based on values, not just skills
“One of the biggest lessons I learned is that skills can be trained, but values are much harder to change. Earlier in my entrepreneurial journey, I focused heavily on talent and experience, but over time, I realised that people who align with your company values create much stronger long-term teams. Today at Above Digital, values play a major role in how we hire, communicate, and grow the business.”
2. Retaining good people is far more valuable than constantly rehiring
“Replacing team members costs far more than most founders realise, both financially and emotionally. Over the years, I learned that investing in the right people, recognising their growth, and giving them a clear path within the company creates far better long-term results than constantly restarting with new hires. Some of the biggest growth periods in our agency came when we focused on building stability within the team.”
3. Founders need to stop doing everything themselves
“One of my biggest mistakes early on was trying to control too much because I cared deeply about the business. Through coaching and leadership training with my business coach, I realised that sustainable growth comes from building systems, creating accountability, and trusting your team. Today, I work mostly on growing the business, while my team independently manages day-to-day execution and aligns with me weekly on priorities and next steps. That shift changed everything for me as a founder.”
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