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How Harvey’s CEO manages rapid growth
Winston Weinberg, cofounder and CEO of legal startup Harvey, says the company’s success comes from two simple habits: reviewing his calendar regularly and staying involved in hiring.
Harvey is currently doubling its revenue roughly every six months. With that pace, the demands on Weinberg change quickly.
“When the company grows this fast, the pressure on the CEO increases,” he said at TechLaw Fest in Singapore. “The only way to manage it is to improve how you work.”
Calendar reviews
Weinberg examines his schedule to see how his time is being spent. He decides what can be delegated, what can be automated, and what needs his personal attention. The goal is to step back from daily operations and focus on three areas he considers the core of a CEO’s job: recruiting, product development, and customer engagement.
“I want to be sure that when something is urgent, I can give it my full attention while the rest of the company continues running smoothly,” he said.
Hands-on hiring
Weinberg is involved in every first hire when Harvey opens a new office. He believes these early employees set the tone and culture for the rest of the team.
Harvey recently opened an office in Sydney. The company plans to hire about fifteen people this year and increase that number as the office grows.
In some cases, Harvey promotes employees with local experience to lead new offices, such as the head of Australia who was born and raised there.
Empowering talent early
Weinberg says Harvey gives employees significant responsibility early. “We move people into leadership roles quickly,” he said. “Some employees who have never managed a team are now leading groups of twenty.”
This approach helps Harvey attract ambitious talent who might otherwise choose larger companies.
Why startups matter
Many industry leaders agree that startups provide valuable experience. Y Combinator cofounder Paul Graham has said that while big companies offer safety, the connections and experience built at startups prepare employees to become future leaders.
“In ten years, they will be running everything,” Graham said, “even if the startup does not succeed.”
For Weinberg, growing Harvey is about structure, focus, and trust. He believes that no matter the size of the company, success depends on people and how leaders choose to spend their time.
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