From Cheese Shop to Silicon Valley

Introduction: From Cheese Shop to Silicon Valley

Before she was leading People at GenAI security company Lakera, Michele Mickelson was handing out brie samples in the hills of Marin County. Her first job at a family-run cheese factory taught her two things that stuck: how to tell a story, and how to connect with people. Those two lessons have shaped a career spanning agency recruitment, startup leadership, and world-class hiring across the US and Europe.

In this episode of the DexFactor Podcast, Michele sits down with Paddy to talk about what really separates good hires from great ones, how to navigate mis-hires, and why high EQ, high agency talent is the backbone of early-stage success.

The G.R.E.A.T. Framework: How to Spot People Who Change the Game

Michele doesn’t rely on gut feel alone. Over time, she’s developed a framework for identifying what she calls “G.R.E.A.T.” hires people who don’t just fit your culture, but evolve it.

Here’s how she breaks it down:

• G: Growth-minded – they’re hungry to learn, always levelling up
• R: Resilient – setbacks don’t derail them; they recalibrate fast
• E: Engaged – they show up fully, with curiosity and commitment
• A: Adaptable – they thrive in ambiguity and wear multiple hats
• T: Team-focused – they build trust, support others, and lift the room

A great hire changes the energy. They build momentum. They see problems before they surface and start solving them without waiting to be asked.

“They’re not perfect,” Michele says. “But they’re real. And they build trust fast.”

Her Top Hire: Betting on the Unconventional

One of Michele’s proudest hires didn’t tick every box. In fact, on paper, they weren’t the obvious choice at all.

She was tasked with replacing a senior engineering leader a high-pedigree hire who ultimately didn’t work out. The team needed someone with grit, humility, and the ability to lead through ambiguity. Enter a quietly confident candidate with a non-traditional background.

“They asked questions we hadn’t thought of,” Michele recalls. “They weren’t chasing a title they were chasing a challenge.”

That person ramped quickly, built the team’s foundation, and became a cultural force. Engagement scores soared.

They didn’t just fit. They made the whole team better.

Good vs Great: More Than Just Delivery

So what’s the real difference between good and great?

Good hires are competent. They’re reliable. They get it done.

But great hires? They raise the bar. They show self-awareness. They build systems that outlast them. And they do all of this while building trust, fast.

Michele points out that in early-stage startups, good isn’t good enough. You need stamina, agency, and the ability to execute with urgency and grace.

“You don’t just want someone who fits the culture,” she says. “You want someone who evolves it.”

The Hardest Hire: Goldilocks Meets Go-To-Market

Michele’s toughest challenge? Hiring a Head of Sales.

The role had been open for a year before she even joined. They’d gone through three retained search firms. Every candidate was too much of one thing, not enough of another.

“It felt like Goldilocks,” she laughs. “Too scrappy. Too polished. Too aggressive. Too passive.”

Why was it so hard?

• Early-stage company, Series A
• Limited budget
• Enterprise sales motion
• Need for player-coach dynamic

And perhaps most challenging: the pressure to get it right.

“When you get that hire wrong, you burn a year,” she explains. “And sometimes, a funding round.”

That’s why they chose to take their time to find someone who didn’t just check the boxes but added to the company’s DNA.

Why Hires Fail: The Strategy Trap

Michele has seen the pattern more than once.

You hire someone who’s obsessed with strategy but allergic to execution.

You think you’re getting a builder, but you’ve hired a keynote speaker.

“Too many candidates talk about slide decks when they should be in the weeds,” she says.

Another red flag? Candidates with a new job every two years. They’re great at interviews but less great at sticking around.

“You see it,” she says. “They’re polished. They ace the call. But once they start, the curiosity stops.”

And in startups, low agency is fatal. “We need people who make things happen without waiting to be told.”

How to Tell if They’re Great or Just Great at Interviews

Behavioral interviewing is key.

Ask about past behavior. Dig into real scenarios. Push for context.

“Behavior predicts behavior,” Michele says. “And references matter, too.”

She advises checking five or six references for senior hires. A mix of provided and back-channel.

But with a caveat: use references as one data point not gospel.

“Not every reference will love you,” she adds. “And that’s okay. Look for patterns, not perfection.”

Advice to Candidates: Go Deep, Not Wide

Michele’s advice to jobseekers is refreshingly practical.

First: Get specific.

• Where do you want to work (geographically)?
• What kind of company B2B? B2C? AI?
• What cultures bring out your best?

Then: Reach out.

• Apply, yes but also message the Head of People, the recruiter, the CEO.
• Keep it short. 5 sentences max.
• Explain why this role, this company, this mission.

And: Keep showing up.

• Go to events
• Stay visible on LinkedIn
• Be the cement truck always mixing, always moving

“Mass applying doesn’t work,” she says. “Go narrow. Go deep. Be intentional.”

Negotiating Offers: Stop, Reflect, Then Act

Once the offer comes in, it’s tempting to say yes immediately.

Michele says: pause. Reflect. Ask yourself:

• Do I really want this?
• Can I see myself here for the next few years?
• Do I believe in the people I’ll work with?

Then, decide whether to negotiate.

“If the offer’s competitive and fair take it,” she says.

“But if something feels off, say something. Just be thoughtful and informed. Know your numbers, understand the company’s stage, and don’t go in swinging without context.”

What Hiring Managers Need to Know

Hiring managers often forget that recruiters are strategic partners not just funnel fillers.

“We’re not selling software,” Michele says. “We’re working with human capital. That requires care, context, and communication.”

She wants hiring managers to:

• Communicate clearly and early
• Treat recruiters as business partners
• Understand the nuance of evaluating human potential

“We’re critical to the business,” she adds. “And when we’re aligned, everything works better.”

What Candidates Should Remember

On the flip side, Michele wants candidates to know: we care.

“We wish we could respond to everyone,” she says. “But when you’re hiring for super-specific roles, it’s not always possible.”

Just because you didn’t hear back doesn’t mean your application wasn’t good.

“It might not be a fit today,” she says. “But that doesn’t mean it won’t be next month.”

Conclusion: G.R.E.A.T. Is a Mindset

Michele Mickelson’s hiring philosophy is clear, consistent, and deeply human.

She’s built teams that last. Hired people who transform cultures. And navigated the high-stakes ambiguity of early-stage startups with care and conviction.

Her G.R.E.A.T. framework isn’t just a cute acronym it’s a hiring standard. One rooted in curiosity, resilience, and high-trust behavior.

At Dex, we believe the same. That great hiring is built on signal, not noise. On agency, not autopilot. And on people who bring more than a CV they bring momentum.

This episode is a playbook for how to find them.