Interviewing Guide


Tough tech startups need more than just smart people. You need mission-aligned, resilient, and collaborative problem-solvers who thrive in ambiguity. You’re hiring co-builders, not employees. If you can figure out a way to do a time-bound project with a potential hire or have them do some part-time consulting for you before you both decide to move forward with an official hire, that is the ideal way to truly assess what it’s going to be like to work togehter. In many circumstances, a trial-period may not be possible in which case you can always move forward with a more traditional interview process and set up a 30-60-90 day assessment both parties to check in and make sure it truly is a great fit.

What to Focus on in the interview process:

  • Define What Success Looks Like Before interviewing, clarify the must-have competencies (technical + soft skills) and outcomes expected in the role. Ask: “In 12 months, how will I know this hire was a success?” This new hire rubric and job description template can help you articulate this amongst your team before you meet candidates.

  • Test for Technical and Scientific Rigor Use real-world problems, homework assignnents or simulations related to your tech. Avoid purely theoretical or toy problems. Encourage candidates to talk through their thinking — you’re evaluating both depth and clarity.

  • Assess Grit and Adaptability Ask behavioral questions like:“Tell me about a time your experiment or prototype failed. What did you do next?”Look for evidence of behaviors that align with your organization’s culture and values.

  • Cultural & Mission Alignment Probe candidates for their motivation:“Why are you interested in this specific problem, not just any startup or research lab?” Look for signs they’ve done their homework and are aligned with your vision and values.

  • Collaborative Problem Solving Consider running pair sessions where candidates solve problems with your team.Assess communication, ego management, and listening, especially across disciplines (e.g., physics and product).

  • Use different interview types so you can assess candidates from many diverse angles.

What to Avoid

  • Hiring Only for Pedigree: Ivy League, FAANG, or PhD ≠ impact. Prioritize relevant experience and mindset over brand names.

  • Interviewing in a Vacuum: Don’t assess candidates solo. Involve cross-functional team members — it reveals blind spots and ensures culture fit.

  • Overweighting “Brilliance:” Avoid the “genius syndrome.” Prioritize those who can build, iterate, and collaborate under uncertainty.

  • Rushing the Hire: A mis-hire in tough tech costs months of progress. Don’t compromise on essentials due to pressure.

  • Asking innapropriate or illegal questions in your interview process.

Final Tips

  • Structured interviews are much better than using a gut feel. Ask your teammates to complete a quick form after each interview that matches your hiring rubric and make sure to ask consistent questions to keep the process consistent to avoid introducing bias.

  • Sell your vision: Top talent has options. Make your mission compelling.

  • Post-mortem every hire (good or bad): Improve your process with each iteration.


Here are some questions for you to consider in your interview process:

  • "Walk me through a time you had to solve a highly ambiguous technical problem. How did you start, and what did you learn?"

  • "Can you explain [a core concept] from your field in simple terms to someone outside your domain?"

  • "Tell me about a time your assumptions were wrong during R&D. What did you do?

  • "Here’s a real challenge we’re facing. How would you approach it?" (case-style prompt)

  • "Describe a project where things kept going wrong. What kept you going?"

  • "What’s the hardest thing you've ever built, and what made it hard?"

  • "Tell me about a time when the data or results said 'stop,' but you pushed forward anyway. Why?"

  • "How do you stay sharp and up-to-date in your field?"

  • "What’s a time you had to unlearn something or change your mind based on new evidence?"

  • "How do you approach learning in a field you're unfamiliar with?"

  • "Tell me about a time you had to work closely with someone from a very different technical background. What worked — or didn’t?"

  • "Have you ever had a conflict over a technical direction? How did you handle it?"

  • "Why this company, and why now?"

  • "What excites you most about working on hard problems that may take years to solve?"

  • "If you had funding to work on any tough tech challenge for 5 years, what would you choose?"

  • "How do you decide when to ship vs. keep iterating?"

  • "Have you ever worked under a leader or founder you disagreed with? What did you learn?"

  • "When have you failed to convince others of an idea that you believed was right?"

  • “What are your career goals?”

  • “What are you not good at or not interested in doing professionally?”

  • “Who were your last five bosses, and how would they each rate your performance on a 1–10 scale?”

  • “Tell me about the hardest problem you’ve ever solved. What made it hard?”

  • “Walk me through how you approached [specific past project]. What would you change if you did it again?”

  • “How do you make decisions when there’s no clear right answer?”

  • “What are you most proud of in your career so far? Why?”

  • “Tell me about a time when you exceeded expectations. What drove you?”

  • “What’s a professional failure you’ve had, and what did you learn from it?”

  • “What’s the most constructive feedback you’ve received — and how did you respond?”

  • “What’s a skill or area you’ve had to develop that didn’t come naturally to you?”

  • “Why this role? Why now?”

  • “What’s the most energizing part of your work?”

  • “What kind of work environment makes you do your best work?”

  • “If you didn’t need the money, what would you spend your time building or solving?”

  • “Tell me about a time you had a conflict with a teammate. How did you handle it?”

  • “How do you earn trust quickly on a new team?”

  • “What kind of people do you find it hardest to work with — and how do you deal with that?”

  • “Describe a time you led others through uncertainty or change. What did you learn?”

  • “What’s a decision you made that wasn’t popular — but you believed in?”

  • “How do you scale yourself as a leader or contributor?”

  • “What are your personal values, and how do they show up in your work?”

  • “What kind of culture brings out your best? What kills your motivation?”

  • “How do you react when priorities shift or the mission gets questioned?”

  • “What should I have asked you that I didn’t?”

  • “If you get this job, what do you hope to accomplish in your first year?”

  • “What’s the legacy you want to leave behind in your work?”