The Critical Role of “Glue Employees” When Startups Scale Into the U.S. Market
Every scaling company has its leaders, the rainmakers, the product visionaries, the closers. But anyone who has ever taken an Israeli startup into the U.S. market knows that the true game changers are often the “glue employees.” These are the people who hold the organization together during the messy, fast paced, ambiguous early stages of expansion.
They are not always the loudest voices or the ones with the flashiest titles. Instead, they are the steady operators who can translate chaos into clarity, keep teams aligned across time zones, and bridge the gap between cultures, expectations, and execution styles. In a U.S. go to market motion, where speed is high, competition is fierce, and internal processes are still forming, these employees create the foundation for long term success.
For Israeli startups in particular, this role is even more essential. When HQ is in Tel Aviv and customers, partners, and early hires are in New York, Austin, or the Bay Area, misalignment can happen quickly. A strong “glue employee” can prevent this. They understand the Israeli directness and the American expectations. They can operate with the scrappiness of a startup but also bring the professionalism and experience needed to represent the company in the world’s largest market.
These individuals have the ability to recognize what is needed in the moment, carry institutional knowledge forward as new team members join, smooth over gaps in communication between R&D, product, and go to market, and spot cracks early before they grow. They balance urgency with stability and provide continuity during periods of rapid change.
In a scaling environment, especially in the U.S., this is invaluable. Talent matters, of course, but the right talent matters more. Not just experienced people, but startup ready people. Not just performers, but connectors. Not just individuals who can hit targets, but people who ensure everyone can hit theirs.
As startups set their sights on the States and add layers of employees, processes, and customer expectations, the “glue employees” become the cultural and operational anchors. They make the organization scalable, not just bigger.
Image credit: Lars Leetaru for The Wall Street Journal