Launching a startup often means navigating through stringent constraints, particularly in the early stages where resources are limited. For technical founders, who usually possess deep expertise in certain technical domains, the inclination might be to hire a team of senior engineers—considering you often end up with only one expert in each domain, it might be risky to delegate entire segments to junior specialists.

This situation typically leads to a small team where each member is more skilled than the founder in their respective field. This raises an important question for the technical lead: what role should you play in this team? 

While the apparent answer might be task setting and quality control, prompting engineers to do what they love (coding), a less obvious but crucial role emerges. As a leader, your primary responsibility could be to prevent your team from engaging in unnecessary or potentially detrimental tasks, a concept known as "overengineering."

In this article, I will explore the critical role of a technical lead in steering a team away from overengineering and ensuring that their efforts align effectively with the startup's goals and resources.