The mantra in running operations in a startup is - People, Process then Product. The advice is to manage what you can manage by throwing people at it, then managing it by implementing a process. Only when both these are done, move on to product.

This framework is good because Product and Technology teams are the most constrained in an org. So, using them should be avoided if possible so they can focus on important things. But when it comes to running operations, having an absolute control over the process is very essential. This cannot be brought in by people or process, product is an absolute essential.

This deadlock is true for most of the companies. The reality today is that the existing platforms do not really accommodate all we want to achieve with our ops. Companies often tune their operations to suit the tools than the other way around.

We are building Zorp so every company has the ability to run their Operations efficiently. It doesn't depend on how many engineers you have or how much money you've raised. Now their core teams can focus on building the core part of the business and Zorp will take care of the Operational workflows.