picking up where my previous post left off, i like to start the technical due diligence conversation off with an overview of the intended company’s technology team staffing decisions, because this ultimately ties into every other technology decision...
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picking up where my previous post left off, i like to start the technical due diligence conversation off with an overview of the intended company’s technology team staffing decisions, because this ultimately ties into every other technology decision in my experience. the easiest way to start the conversation is via an organizational chart, which should include all full-time equivalents (fte) including freelancers, part-time/temps, consultants and any outsourced groups performing a service that could if staffed as such be performed by internal employees. something commonly missed here is a statement of any open and/or desired resources, so i make sure to ask that they identify these sorts of openings, especially if the funding will be used to satisfy these gaps in staffing. the key to staffing structures is to make sure they’re balanced properly to “own” the company's key differentiators and perceived intellectual property while outsourcing the mundane commoditized technology areas to... See less 
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