The New Blueprint for Startup Scaling: Insights from Shahin Shateri

The former model of startup development is no longer. Until recently the formula was easy: expand at any price. Consume cash, staff quick, and park the handbrake at the back end. This strategy produced numerous success tales in short term. It produced a lot of spectacular failures as well.

A new blue print is sought by smart founders today. They have a desire to scale but they desire to do it in an orderly fashion. That is the gist of the philosophy behind Shahin Shateri. Being a fifteen-year old guru of start up operations, he has experienced first hand the consequences of companies making sales their systems. In his view, real, long-lasting growth is achieved when there is a sound operating base.

His experience in a number of industries such as BPO to e-commerce provides Shahin Shateri with a viewpoint that is different. He has been in the trenches, creating teams and processes capable of dealing with actual growth. Shateri says that a lot of early-stage companies concentrate on sales and growth and they ought to. But the vast majority of them forget that it is their backend structure and efficiency of their teams and scalable systems that keep things alive when growth really hits.

This concept of developing a strong engine prior to stepping on the gas is important. A great product or service is possible. A marketing plan may be brilliant. But when your operations will not keep pace, then you are building on sand. Your system will fall once there is a influx of new customers. Toll free numbers are congested. Orders get mixed up. Employees get overwhelmed. The growth which you had worked so hard to achieve, turns against you and your company.

The vision of modern scaling, developed by Shahin Shateri is not a mere theory. It is constructed on action physical steps. He highlights three pillars.

The first pillar is systems. All procedures are supposed to be repeatable systems. Do not count on heroic work of a few critical individuals. That works for a bit. It doesn't scale. An appropriate system is recorded, trainable and capable of being transferred. It is the creation of a machine that works well even in your absence. This liberates founders and leaders so they can concentrate on strategy and innovation.

The second pillar is efficiency. This is not only cost reduction. It is concerned with doing a lot by using less. This implies the use of appropriate tools and technologies. It entails automation of repetitive processes. It implies a constant search to simplify the workflows. Shahin Shateri is a supporter of the mightiness of outsourcing and intelligent remote team management. He views them as strong to realize efficiency and reach talent pool in the world. He has observed how a firm can do a lot with less using the appropriate BPO partners.

The third pillar is people. You may have systems and tools as many as you may want. Without a high performing team, they will be useless. The lessons of cross-cultural and remote work Shateri has taught him is that leadership is not a micromanagement practice. It's about empowering people. It is all about establishing expectations, providing them with the resources to work and leaving them alone. In his view, remote-first organization lifeblood is a strong culture and clear communication. Many founders are worried about the loss of control when they develop distant groups. But Shahin Shateri reminds us that the actual control is through the existence of systems and the trust. Optimal teams are independent.

I personally observed this in my own experience with a small e-commerce start up. We were expanding rapidly and our warehousing business was a shamble. Every order was a scramble. There were mistakes we were making and customers were becoming angry. We have contracted a consultant that assisted us in documenting our complete order-to-ship process. We developed a checklist of each step. This was our checklist in training new hires. In a month our error rate had been reduced to practically zero. This mere transformation was the case in point of Shahin Shateri. It is the systems which maintain growth.

Well, Founders do not require fluff, Shahin Shateri says. They require a person who has been in the trenches and understands how to bridge strategy and execution, particularly in cross culture and remote arrangements. This straight forward no nonsense style is a refreshing breeze. It takes the discussion to the actions. He assists founders to realize that operational strategy is as vital as the go-to-market strategy is.

It is the business people who can grow by taking off without destroying themselves that have a future in business. The vision explained by Shahin Shateri is not about magic recipes. It's about discipline. It is concerning creating robust systems that are scaled. It is all about enabling effective teams. It is making success ready before they even come.

When you are a founder, then look seriously at present operations. Do you have a system of it all? Do you depend on heroic, one time actions? Do your groups work with maximum efficiency? The responses to these questions will inform you whether you are making a business that can sustain or not.

Shahin Shateri
Cebu City, 6000
Philippines

Media Contact:
Email: hello@shahinshateri.com
PH Phone: +639195740099
US Phone: +13472858168

Shahin Shateri is a startup operations veteran, GTM strategy consultant, and outsourcing leader with over 15 years of experience building scalable teams and systems across Asia and beyond. Based in the Philippines, he helps founders and startups streamline their backend operations, optimize go-to-market execution, and lead with confidence in fast-changing environments.

This release was published on openPR.