by Chief Operating Officer Tzu-Ying (Kimberley) Chen
Launching a new company is equal parts thrilling and humbling. As the Chief Operating Officer of our new venture headquartered in Vancouver, Canada, I’ve spent the last year working on foundational decision-making, crafting the organizational structure that will support our long-term vision.
Here’s a behind-the-scenes look at the key operational considerations that have shaped our early days.
Why Vancouver?
Vancouver wasn’t a default choice — it was a deliberate one. The city is known for its strong tech ecosystem, diverse talent pool, and global connectivity. With a vibrant startup culture and proximity to the U.S. West Coast, it offers the innovation of San Francisco without the overheated cost structure.
But more than that, Vancouver aligns with our values: sustainability, inclusion, and quality of life. A motivated team is a productive team, and it’s hard to beat the combination of ocean, mountains, and a globally-minded community.
Hiring: Beyond the Resume
We knew early on that hiring would define our culture more than any mission statement ever could. For us, that will mean prioritizing:
- Local talent: Tapping into Vancouver’s university graduates is the obvious place to start. The city’s multiculturalism also brings global perspectives that are essential in today’s market.
- Remote flexibility: We’ve designed a hybrid model from day one. That’s allowed us to attract specialized talent from across Canada without inflating our office footprint.
- Culture fit vs. culture add: Rather than hiring people who “fit in,” we’ll hire people who add something new to the team dynamic — new experiences, skill sets, and ideas.
Vendors and Partners: Think Local, Act Global
When selecting vendors — from legal and accounting services to software and HR tools — we’ looked’ll look for partners who can grow with us.
- Local vendors gave us agility and responsiveness, especially for legal counsel and recruiting.
- Global platforms (for payroll, project management, and CRM) offer the scalability we’ll need as we expand.
It’s a delicate balance: we want the community connections of local providers and the reliability and robustness of enterprise-grade systems.
Team Organization: Laying the Rails Before the Train Arrives
At this early stage, organizational clarity is critical. We’ve adopted a “team of teams” approach, built around small, cross-functional units that each own a core business function — product, customer success, growth, etc.
Some key principles we’re using:
- Clear ownership: Every team has a well-defined charter and decision-making authority.
- Flat communication: No silos. Weekly meetings across departments keep everyone aligned.
- Iterate the process: We try something, reflect, and refine. Adaptability is our operating system.
Other Considerations:
- Office space: We’ll likely use a co-working space in downtown Vancouver to start. It’s flexible, cost-effective, and puts us in the heart of the action — surrounded by other ambitious companies.
- ESG focus: As we grow, environmental and social responsibility will be built into our operations. We prioritize carbon-neutral vendors and establishing DEI benchmarks.
- Compliance and scaling: We’re building our internal controls now — from data security policies to financial reporting practices — so we don’t have to retrofit them later.
The Road Ahead
There’s still plenty to figure out. But if there’s one thing I’ve learned so far, it’s this: a company isn’t built by a single visionary — it’s built by a collective of people making thoughtful decisions every day.
Vancouver will give us a world-class starting point. The rest is up to us — to learn, adapt, and execute with purpose.
If you’re building something new in Vancouver (or anywhere else), I’d love to hear what’s worked for you — and what lessons you’ve learned the hard way.
Let’s build smarter, together.