Funding a new hire or growing your team

Hiring is an investment with a lag

A good hire pays for themselves — eventually. But you pay their salary, recruitment costs and onboarding from day one, while it can take weeks or months before they're fully productive and adding revenue. That lag is a real cash cost, and it's why growing companies can feel poorer as they expand. Recognising the gap is the first step to funding it sensibly.

Size the ramp-up honestly

Before hiring, estimate the true cost until the role pays back: salary and on-costs, recruitment fees, equipment, and the productivity ramp. Be realistic — most roles take longer to break even than optimism suggests. This figure is the funding gap you're bridging, and knowing it stops a growth hire from quietly draining your cash. See how to forecast cash flow.

Bridge the gap, don't strain the base

If the hire is sound but the ramp-up gap is tight, a short working-capital facility bridges it — funding the salary lag until the new revenue lands, rather than starving the rest of the business. This keeps a good growth decision from becoming a cash problem. Size it with the working capital calculator.

Don't over-hire on hope

The discipline is hiring against real demand, not hoped-for demand. Fund a role because the work — or a confident pipeline — justifies it, and phase multiple hires so each proves out before the next. Stacking speculative hires is a fast route to overtrading. See funding a company expansion.

Keep the funding on the company

Funding a team is company growth, and the borrowing should sit on the company, not on you. Credicorp lends to the company, not to you personally, and takes no personal guarantee, so building your team doesn't put your home at risk. Check affordability with the affordability calculator.