It’s impossible to motivate every single employee on the market. Instead, we need to focus on recruiting the right people for our organizations. We need to know who they are – and then get them on board.

TL;DR : One of the most common problems in IT companies is the low motivation of employees to do their best at work. Here’s how we verify candidates at Ragnarson – the company I founded.

In April 2018, my business partners at Ragnarson and I joined a local group of IT entrepreneurs in Lodz, Poland. We usually meet once a month and discuss topics that are relevant to our interests. It's a place to learn from each other and share our struggles.

One of the most common problems that keep popping up is the low motivation of employees to do their best at work. They're often not engaged enough or lack a proactive attitude. Instead of bringing out the best in them, the company seems to drag them down.

We've been through this at Ragnarson.

We kept improving our environment to tackle those problems. This means that we experimented with our company culture, vision and mission, projects, organizational structure, and many other elements.

Ultimately, we learned that no matter how 'good' your environment is, it's only one part of the equation.

The other part is about the kind of people you bring to the table.

Every environment is attractive only to a specific group of people. If you hire 'everyone' without considering how they fit into what you offer, the chances are high that 'everyone' will end up disappointed and unmotivated.

The question is not how to motivate every single employee on the market. That's just impossible. Instead, we need to focus on recruiting the right people for our organizations. We need to know who they are – and then get them on board.

If you have ever:

  • Hired someone who left after a few months because 'the company was not what they expected',
  • Dealt with an unmotivated employee who struggled with their responsibilities and delivered little value,
  • Hired a person who didn't get along well with the rest of the team,

then let me introduce you to our secret sauce that helps to handle this problem.

In what follows, we share an overview of our recruitment framework. It has been tremendously helpful for minimizing such problems and brought us a lot of other benefits.

Note that we've been tweaking the process for years and adding new features that help to attract desirable candidates, give them more value, and filter out the undesirable ones. Moreover, we constantly adapt it to changing market conditions.

Our interview process

Our recruitment process consists of three steps.

  1. The first interview with our HR team,
  2. Technical interview,
  3. Cultural fit and soft skills check.

The importance lies in what's being checked and how. This order works for us, but it doesn't mean that it will also work for you. Moreover, the entire process is done remotely. Let me walk you through it with more detail.

First interview

Most companies are adept at the initial interview with candidates. It's chiefly about getting to know each other, talking about basic expectations, checking their language skills, and getting a general impression of the candidate.

Some companies engage the final decision-makers at this point. They speak with a candidate for an hour, and if they like what they hear, they make a hire. In my opinion, this is where the greatest danger lies. All you can do in an hour is to get a vague idea about someone. That's why we do more than that.

The main question marks we want to address at this stage are:

  • Do the communications skills and maturity of the candidate correspond with our requirements?
    As a self-managed company, our expectations need to be at the top end of the spectrum. For example, most of our employees communicate directly with clients. They are responsible for making decisions which in traditional environments are handled by more experienced managers.
  • Can we provide the candidate with what they're looking for (and vice versa)?
    In our case, the responsibilities of developers are broad. They not only code but also manage the relationship with our clients. This means they engage in tasks like collecting feedback, organizing in-person meetings, learning about the business of our clients, and handling issues if any arise. A person looking for a calm environment where their concerns are limited to the technical challenges of the project wouldn't be a good fit for us.
  • Does the candidate speak English fluently?
    Practically all developers write code in English and need to understand this language to be able to learn new things. In terms of speaking English, not all companies on the market require that. This creates a pool of specialists whose speaking skills don't allow for smooth business communication.
  • Do our mutual expectations meet (like salary level, flexible working hours, or remote work)?
    Flexible working hours and remote work provide a lot of freedom to employees who can work from any place and at any time, assuming that their team and clients get enough time overlap. But not everyone wants that. People who need a bit more structure in their lives and/or prefer working from an office aren't going to appreciate the option (or necessity) of remote work as much.

If we don't see any major red flags at this point, we move forward with the process.

From the candidate perspective, they get a basic overview of our offer and recruitment process. It gives them the first glimpse of our culture to decide whether this is what they are looking for. Nobody proposes marriage on the first date, and the same logic applies here. Both sides need time to figure out if they fit well together.

Technical interview

Once we have an overview of the candidate, it's time to make sure that they possess the relevant skills for the job. Depending on the type of individual we are looking for, we ask them to perform different tasks.

Most of the time, we hire software developers. In this case, there are two steps to complete:

  1. A programming challenge carried out offline at their convenience
    This is the first technical step that gives us an overview of how the candidate thinks and what kind of quality they deliver. It's not enough for us to reject the candidate at this stage. In practice, some candidates give up without completing the challenge for various reasons. It saves time for us both.
  2. A call with one of our senior developers consisting of:
  • A discussion about the solution of the programming challenge prepared by the candidate (around 30 minutes)
    This step is crucial in understanding how the candidate approached the challenge and why they solved it in this particular way. It tells us a lot about their perspective and how broadly they look at problem-solving.
  • Theoretical questions (30-60 minutes)
    Contrary to how it sounds, this step doesn't aim to bore the candidate. The goal is to uncover whether they have a deeper understanding of the technologies they use. It's crucial, especially if someone aspires to a technical leadership role. In the case of less experienced candidates, it tells us a lot about their potential.
  • Live coding (around 60 minutes)
    Theoretical knowledge is nice but not very useful if the candidate struggles to apply it. At this step, we see their problem-solving capabilities in real time. The task also simulates everyday challenges they are bound to encounter at work. Both sides get a chance to see how the collaboration may look like once we decide to work together.
  • Q&A and next steps
    At the end of the process, we summarize it – we describe our expectations regarding each step, provide candidates with feedback, and answer their questions.

During the technical interview, two good things usually happen for candidates.

First, they get a chance to get to know us better, understand what technologies we use, and what maturity level we represent. This allows them to imagine their future working environment in more detail.

Second, they get a professional evaluation of their skills in relation to market expectations. This is invaluable for understanding how they're doing in comparison to other professionals in their fields. Moreover, when the live coding session is over, many candidates who did well are very satisfied. It boosts their confidence and makes the process valuable, even if, for some reason, we end up rejecting their application.

Cultural fit and soft skills

After the first two steps of the interview process, we have a brief understanding of the candidate's experience. We know that their hard skills are on the required level. We still need to dive deeper into soft skills, previous responsibilities, expectations, and cultural fit. It helps us to find potential blind spots.

At the last step, our process engages around 6 employees. Each of them has a 30-minute call with a candidate. Involving so many people sounds expensive and time-consuming, but so is making a bad hire. The more team members participate in the process (up to a certain level), the more comprehensive the candidate image we are able to build. It minimizes the number of bad hiring decisions and allows the team to pick their new workmates.

In our experience, companies rarely make this kind of effort. That's why our approach not only gives a chance to gather more information about the candidate but also helps us stand out from the crowd. On the other hand, for candidates, it offers a great opportunity to get to know the team and the company.

It's crucial to have a structure for each conversation. We don't want to just hang out with candidates but also spot potential problems. Here's what we especially look for during these calls.

Soft skills and expectations

From the candidate's perspective, it's essential to understand how we differ from the competitors. This is also something that we mention during the first interview, but it requires constant reminders. Now is the time to give them a proper introduction and lay out the concept in more detail.

Oftentimes we experience 'aha' moments when the candidate realizes what our environment really looks like. I always tell the story of how we help T-shaped individuals [1] to flourish. One of the best examples involves our self-set salary process. By the time I have a chance to speak with the candidate, they usually have a vague idea about how it works. They often don't realize that they will be ultimately responsible for their own salary, and no one, not even me, can influence it.

But back to what matters now: understanding the value proposition makes all the difference in the long run.

We want to avoid a situation where someone leaves after 3 to 6 months because the job is not what they expected to be.

From the company perspective, we need to make sure that the candidate is really able to handle the job.

An example of that would be asking about the experience of working with external clients. All of our projects require such interactions. If we see potential red flags here, we note them down and discuss them with the rest of the interviewers later on.

Another good example is when interviewing someone who is or was a team leader. Our expectation is that such people should be able to solve problems within the team, pick new team members, and, of course, handle interactions with the client. Oftentimes, the experience of candidates is limited to interacting with clients to some degree or simply being the most experienced member in a team.

Culture fit

Culture fit is my favorite part. We look at our core values for guidance. We also have a scorecard with sample questions to make sure that every "recruiter" is on the same page during the last stage of our recruitment process.

For example, one of our core values is growth. Obviously, every candidate claims that they are looking for it.

Perhaps that's even true in most cases. The difference is how we define growth. How often are people expected to leave their comfort zone? What kind of skills should they be developing?

We ask many indirect questions to understand how we both see it.

Another important aspect is how the candidate fits into the team in general. Since we're a self-managed company, there are many responsibilities covered by people who wouldn't necessarily be involved in them at other organizations. We try to understand whether the candidate is interested and willing to engage with various aspects of the company.

There are many people who have a narrow specialization and would rather have only responsibilities related to it directly.

There's nothing wrong with that. It just means that such candidates are not always a good fit for us.

Finalizing the process

Once we have all pieces of the puzzle in place, it's time to summarize what we know and accept or reject the candidate.

All interviewers participate in a 30- to 60-minute call.

We voice our impressions one by one and vote for or against the hire. This is not a democratic process. We always select one person who bears the burden of the decision. This person is responsible for managing the probation period and firing the candidate if something goes wrong.

Usually, the best person for the job is the team leader of the project who is going to be working with the candidate once they are hired. Usually, it's one of the developers or our project manager. Such leaders emerge naturally and are expected to encourage their team in decision making. In the case of adding a new team member, the entire team provides feedback during the probation period and decides whether the new person stays at the company. If for some reason, things go wrong and the new hire needs to be fired, it's the leader who pulls the trigger.

If the hiring decision is positive, we always make referral calls. For some obscure reason, I noticed that companies often omit this step.

I remember situations in which we learned that the candidate was responsible for a project that failed or had been fired. It gave us a chance to confront these findings with them and openly discuss their lessons learned to avoid such cases in the future.

If for some reason, the candidate is rejected, we provide them with extensive feedback. This is another way of improving the process and making the experience more valuable to them.

Best practices

Let's summarize the most important aspects of the process. It should give you a better indication of how to design yours.

  1. Make your recruitment process two-sided. Candidates need to 'recruit' you as well. Otherwise, you risk losing them after a few months of working when they realize that your company is not what they were looking for.
  2. Don't sugarcoat your environment. There is always something that doesn't work great, and I strongly suggest you be open about it. If it discourages the candidate, you might be saving both of you a lot of time and nerves.
  3. Engage your team. It brings so many benefits to the process that it's even hard to mention them all. The most important thing for the candidate is getting to know their future teammates beforehand. They can ask questions about the company first-hand and get honest feedback. And you can get a much broader and comprehensive picture of the candidate.
  4. I believe that just like in sales, the best recruiters act as advisors to the candidate. They're not someone looking to close a deal at all costs. We often challenge the decisions and preferences of candidates. We want to know how well-thought those choices are and whether our offer makes sense for them in the foreseeable future.
  5. Provide candidates with feedback. It's extremely valuable to them as it provides a reference point for future improvements. If the candidate was rejected, it also helps you to keep the door open and encourages them to get back to you once they meet your requirements.


Building thriving working environments is not only about their design and features. An important part of it is the people you invite to the table. Candidates have diverse preferences and because of that require different environments.

To minimize the chance of hiring someone who isn't a good fit for your company, establish a process that makes the selection more accurate.

One of the biggest pitfalls I've seen is having a hiring process that is too one-sided. Companies check whether the candidate is good for them but not the other way around. They have little knowledge about candidates and hope that it all works itself out.

If there was only one thing I could ask a candidate, it would be about what drives them.

If what your organization offers doesn't match their interests, don't expect them to be motivated or engaged.

Managing expectations is the key.


[1] More about t-shaped individuals can be found in T-shaped Professionals, T-shaped Skills, Hybrid Managers by David Ing.

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Startups – Rapid Growth and Innovation is in Our Very Nature!

EU-Startups Job Board: 5 cool coding and developer startup jobs waiting for you this month

Recently we re-launched the EU-Startups job board and are offering free postings until the end of August, to give the startup ecosystem a helping hand during the current climate.

Today we’re shining a light on the cool coding and developer jobs on the platform. From senior developer positions, to junior or assistant posts, there are a fair few opportunities across Europe (with a few stretching to secondary startup offices in the US!).

Don’t forget you can easily search the EU-Startups job board by location, full-time/part-time, and keyword to bring up cool jobs in your area.

Here are just 5 of the developer jobs on the job board:

Interested in news, high quality media and fighting ‘fake’ stories? Then working for Munich-based Varia could be for you. The team is looking for a MEAN stack student or intern to work on their product, both on the coding side but also the ideas/creative side! The position is 100% remote and reimbursed. 

If you’re into career development or AI, then Guider could be your next career move. Guider is building an AI-powered platform that helps organisations create human-to-human learning experiences, like mentoring. They are looking for a remote working Full Stack Engineer, who is pragmatic, fast-learning and is familiar with (some or all) of Node, Typescript, Vue, Vuex, Webpack, Babel, Circle CI, Serverless and Firebase Real Time Database (Google Cloud Platform).

Bikemap is a global cycling platform. The Vienna-based team is building up the world’s largest cycle route collection, with more than 5.9 million bike paths to discover. They are looking to fulfill a few positions, like Fullstack Developer, Android Developer, Back End developer, and Front End Developer.

London-based Swancy is an online swapping app that allows users to renew their wardrobe sustainably and inexpensively. The team is hoping to expand their team with a Front End Mobile App Developer, with the aim of overall achieving a product-market fit level, which is needed to raise their next round of funds.

Into fintech? fiskaly is providing a unified fiscalization API to the Austrian and German markets. According to the startup, fiscalization is the tamper-proof, electronic recording and archiving of business transactions. They are looking for open, friendly, highly motivated iOS developers, with home-office and flexible working hours available.

To see more jobs across the whole of Europe, from Amsterdam to Roma, take a look at the job board yourself. Jobs are arriving every day, so it’s worth checking daily for new positions.


Is it plausible/a good idea to get a tech co-founder on board at thus stage?

So, we ve been running our startup for 4 years. My cofounder left late last year, and I'm now a solo founder.

We're a staffing platform with a fairly good web interface, and weve got some good devs that we outsource to. But, it's expensive.

The feedback from our users has more and more been "are you going to make an app?", and "Can you add this feature to my user dashboard" etc.

4 years in, good and growing MRR, and I'm in it for the long haul. I run all marketing, sales (although we've just brought on our first sales/accounts guy in a commission only trial), product development, relationships, and from the industry we serve.

I've always dreaded the thought of being one of those people trying to get a talented developer on board with promises of equity and growth, but, we've been going for a few years now, things are looking good, and I'm wondering if we're a good opportunity for a talented dev to join in as a co-founder long term. Our roadmap now has a lot of stuff in it which is tech based (features, app, etc).

Would love to know anyone's thoughts.

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Startups – Rapid Growth and Innovation is in Our Very Nature!

Building your startup’s customer advisory board

A customer advisory board (CAB) can be an invaluable resource for startups, but many founders struggle with putting together the right group of advisors and how to incentivize them. At our TechCrunch Early Stage event, Saam Motamedi, a general partner at Greylock Partners, talked about how he thinks about putting together the right CAB.

“We encourage all of our early-stage companies to put this in place,” Motamedi said. The goal here is to speed up the process to get to product/market fit since your CAB will provide you with regular feedback.

“The idea here is [that] you have this feedback loop from customers back to your product where you build, you go get feedback, you iterate — and the tighter this feedback loop is, the faster you’ll get to product-market fit. And you want to do things structurally to make this feedback loop tighter, starting with a CAB.”

Motamedi said a CAB should consist of about three to six customers. These should be “luminaries or forward thinkers” in the market you are serving. “You add them to the CAB — you might give them small advisory grants — and they become stakeholders and give you feedback as you work through the early stages of product development.”

Image Credits: Greylock Partners

As for the people who you put on the CAB, Motamedi suggests first setting the right expectations for the board.

“There are three components. Number one, the most valuable thing you can get from these customer advisors is their time. So the first piece is you want them to commit to a monthly cadence, that could be 60 minutes, it could be 90 minutes, where you’re going to say, ‘Hey, I’m going to come to the meeting, I’m going to bring two of my teammates, we’re going to show you the latest product demo, and you’re going to drill us with feedback. We’re going to do that once a month.’  […] And then piece two is this notion of customer days, you could do quarterly, you could also do twice a year.

“The idea is you want to bring the customers together. Because if you and I are both CIOs at Fortune 500 companies and we independently react to a product, that’s one thing, but if we sit in a room together, we all look at the product together, there’s going to be interesting data amongst us as customers and the founder is going to learn a lot from that.[…] And I think the third piece is just an expectation that as the company progresses and product maturity increases, that folks on the CAB are going to be advocates and evangelists for the company with their customer networks.”

Motamedi recommends outlining those expectations in a short document.

Startups – TechCrunch

EU-Startups Job Board: 5 amazing ‘remote working’ startup jobs waiting for you

Recently we re-launched the EU-Startups job board and are offering free postings until the end of August, to give the startup ecosystem a helping hand during the current climate.

As many companies are working remotely due to the pandemic, and there is a growing trend for home working in general, we thought it was time to shine a light on these opportunities.

Whether you’re an intern, working in sales, marketing, coding, or more, there is a growing number of startup jobs popping up every day. Don’t forget you can easily search the EU-Startups job board by location, full-time/part-time, and keyword to bring up cool jobs in your area.

Here are just 5 of the cool remote working jobs on the job board:

Are you a travel fiend? Then this job might be for you. Komoot blends tech and nature, helping people to find the best hiking and biking routes. They are currently looking for a Performance Marketing Manager, with 3+ years experience, who can be based anywhere as long as they are in a time zone situated between UTC-1 and UTC+3.

Good with numbers? Then you might be the Finance Assistance Manager that Dataswift are looking for. This position is remote but does require being able to commute to London/Cambridge (UK) when needed. They are looking for someone who has worked in SMEs or startups before, and also has other positions for a UI designer and Android Developer.

Are you a Full Stack Engineer? There is a Senior position available for you at Guider Global Limited, an AI-powered platform that helps organisations create human to human learning experiences. They are looking for someone to work remotely from anywhere in Europe, who is still able to work from the London office when needed. 

If you’re interested in the world of advertising and are a Software Engineer, this could be what you’re looking for. This Zurich-based startup has a remote-first culture, and is open to hiring someone on a remote basis – in fact, you’d be the first employee (in addition to the 3 founders), showing that you’d have a highhome level of responsibility.

Ready to jump into a cool internship? Sweden-based Checheza is a software that empowers families to get their kids on track with their learning early on, helping them thrive in school. They are looking for a Marketing intern to bring quality digital education to those who need it the most, in Sub-Saharan Africa and worldwide.

To see more jobs across the whole of Europe, from Amsterdam to Roma, take a look at the job board yourself. Jobs are arriving every day, so it’s worth checking daily for new positions.


[ThetaRay in FinTech] Jerusalem Venture Partners Founder and Chairman Erel Margalit Appointed Chairman of ThetaRay’s Board of Directors

Established in 2013, ThetaRay has during the past year been recognized by several industry analyst firms and media outlets as a leader in financial cybercrime detection. The company was commended by Frost & Sullivan for its AI-powered advanced analytics platform.

Read more here.

The post [ThetaRay in FinTech] Jerusalem Venture Partners Founder and Chairman Erel Margalit Appointed Chairman of ThetaRay’s Board of Directors appeared first on OurCrowd.


Freight Load Board Startup “ULoadUp” | How do start a marketing campaign with little funding?

I've been working on a Freight Load Board App (iOS & Android) for some time now…still prototyping since it is very competitive. I'm at a point where I no longer have sufficient funds for marketing when we launch in about 3-6 months. I need a Marketing Team, including Sales Reps & Cold Callers to get data (in the form of loads and leads) onto my platform (which matches truckers with suppliers and freight brokers).

Here are some of the obstacles, issues and objectives:

1) How do I convince freight brokers to post their loads on my platform if I have a few users when I first launch? (This is where I need a strong retention plan through a marketing team, so their is a financial challenge here as well). The data I attain for the platform is critical….it is essentially solving the problem for truckers (users).

2) Venture Capital and Angel Investment…..this is where I lack viable knowledge and I wish I can gain some knowledge here besides the online research. It appears that no one will touch your idea without basically first launching and exhibiting some success. I'm open to alternative ideas.

By the way, if you are interested in joining my Team as a iOS, Android, Web-App Developer, Marketing Expert, Freight & Logistics Operations, etc., please reach out to me. I can't pay you now, but I can offer equity in exchange.

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Startups – Rapid Growth and Innovation is in Our Very Nature!

SedoMLS Brokerage Expands Its Reach with Major European Registrar united-domains Coming On Board

 DNJournal: Potential domain buyers are almost always frustrated to find their first choice domain is taken. Several registrars have added the SedoMLS Brokerage service to help solve that problem.

8 Steps To Success With A Startup Board And Advisors

Board-of-AdvisorsMany startup founders I know avoid establishing a formal advisory board or board of directors for as long as possible, with the excuse that this is just another burden, or it has more risk than value to the founder. In my experience, just the opposite is true, since outside experts with the right experience can greatly reduce risk and improve the quality of your decisions in time of crisis.

Of course, if a board is set up just to appease investors, or just for window dressing, the value may indeed be minimal or even negative. You may be committed to running the leanest possible team, or convinced that you know the business better than anyone else, but all of us can use some help from time to time, especially in today’s world where things are changing quickly.

In the spirit of helping you avoid some of my own experiences with startup boards, I would like to offer some of my own “rules of thumb” for establishing at least an advisory board well before you sign up investors or ship your first product:

  1. Here is your chance to select your future boss. It’s not often that we in business get to pick the leader we want work for, so approach advisors with this in mind. Remember that a formal board can technically replace you, so make sure you choose only people you respect, who will set realistic objectives, and provide good business governance.

  2. Offer reasonable compensation to maintain focus and access. To show your commitment, and keep theirs, all board members should be compensated. A reasonable place to start is one percent of your company equity, plus actual expenses to cover travel and meeting attendance. A voluntary board sounds good, but is generally not effective.

  3. Start with a small number of board members. I suggest that a manageable number on a new board is either three or five members, including yourself. An uneven number works best to avoid tie votes, and a larger number just makes it that much more difficult to maintain relationships. Control board growth over time to match business growth.

  4. Make sure each member brings unique value to the table. Having friends or family members on the board, or habitual nay-sayers, is not productive. Your objective should be to select outside directors or advisors who have a wealth of expertise and experience, are not hesitant to speak up, with a positive intent of making your business a success.

  5. Look for boards members who have divergent views. If you expect that board members will always agree, or always support you, then you are destined for trouble. You need diversity and a broad demographic experience to prepare you for the range of customers in today’s markets, to balance your own views, no matter how experienced.

  6. Formalize the board process and meeting structure. I recommend that you schedule a formal board meeting on a regular schedule, probably quarterly, and make it clear that you will meet individually with each member as often as once a month. Adopt a written set of board rules and governance policies, and make sure everyone sticks to them.

  7. Ask for status feedback from the board after each meeting. It is your job as CEO to provide advance information and an agenda before each meeting, run the meeting, and ask for an assessment from each board member at the conclusion. Other committee or special assignments should be used as follow-up on specific issues to be resolved.

  8. Make sure board members know your organization. No board members should be allowed to be strangers to your business setup, how it works, and unrecognized by key members of your team. Arrange regular orientation sessions to provide updates, and set up get-acquainted meetings with your high-level managers on a regular basis.

In my experience, you can learn more about how to run and grow your business from your board members than from any other source, if you approach the process positively. On the other hand, a contentious or cavalier board relationship, can quickly end your career as CEO, or can lead to the downfall of your company. Thus this role needs to be taken seriously by all concerned.

Early in your startup’s life is the best time to build relationships with the key industry influencers you will need later to make your company an attractive acquisition to a partner, or take it public (IPO). You need board members who are these influencers, or know them well.

Be one of those highest performing entrepreneurs who know how to build the right board teams and relationships, as well as run and grow their company.

Marty Zwilling

*** First published on on 06/24/2020 ***

Startup Professionals Musings

EU-Startups Job Board: 5 cool startup jobs waiting for you in the UK

Recently we re-launched the EU-Startups job board and are offering free postings until the end of August, to give the startup ecosystem a helping hand during the current climate.

This week we noticed that there were an extremely high number of jobs coming in from the UK compared to other locations, so we thought it was time to shine the spotlight in that direction. 

Whether you’re an intern, working in sales, marketing, coding, or more, there is a growing number of startup jobs popping up every day. Don’t forget you can easily search the EU-Startups job board by location, full-time/part-time, and keyword to bring up cool jobs in your area.

Here are just 5 of the cool UK-based jobs on the job board:

With travel ramping up post-COVID, and the ‘new normal’ forcing innovation in the sector, this is an exciting time to work in tourism and travel tech. With this in mind, Journee is looking for a Head of Marketing to strategise incredible content, work with freelancers, experiment with email communications, manage paid campaigns and perform market research. If you’re ready to jump into a startup that’s all about discovering hidden gems, don’t hesitate to apply!

Machine Medicine Technologies (MMT) develops a platform to help assess people with Parkinson’s disease better. It uses computer vision and computational statistics to enhance the neurological assessment of patients, and for this purpose, they’re on the look out for an ambitious and capable PhD research scientist in computational statistics and machine learning. Do you have confident knowledge on the relevant branches of mathematical statistics, including Bayesian inference, MCMC and time series analysis? You could be the winning candidate!

ChargedUp is creating Europe’s largest portable charger rental network, with over 2000 charging stations across the U.K and expanding rapidly. Passionate about the sharing economy, they’re on a mission to revolutionise the way people charge their phones on the go. They are currently looking for an Account Manager who can build and maintain important relationships with partners and stakeholders, to take them to the next level.

BlueOptima’s analytics platform empowers software developers and their companies to create better software in the most time- and cost-efficient way. This London and Manhattan-based startup currently has a whole host of jobs available, signalling some fast growth. Check out in particular the Head of Sales position, as well as the Business Development Manager and Operations Associate roles. 

Deciwatt is working on converting human effort into electricity. The startup is on an upward trajectory, with their first product ‘GravityLight’ named as one of TIME magazine’s best inventions of 2013 and recognised as one of the ‘Most Innovative Companies in the World’ by Fast Company magazine. This innovative team is now looking for a Content Marketing Manager to join their already strong team (their GravityLight marketing video was already watched 38 million times!).

To see more jobs across the whole of Europe, from Amsterdam to Roma, take a look at the job board yourself. Jobs are arriving every day, so it’s worth checking daily for new positions.