In India’s startup conversation, investors and funding often take centre stage. The narrative is that an idea must be pitched, funded, and scaled at breakneck speed. In practice, most businesses don’t start and grow that way.

They use personal savings, customer payments, partnerships, and government schemes, often going through their evolution without a single investor.

Building without external funding requires deliberate choices at each stage of the business’s lifecycle.

The 10 strategies outlined below follow that arc, covering the early phases to growth and maturity.

Stage 1: Idea and validation

1. Maintain income while testing:

The earliest stage is about proving that your idea works. Retaining a day job or taking freelance contracts ensures you can cover expenses while investing small amounts into your venture. This is less about hedging and more about extending the runway. One caution: employment contracts in certain sectors restrict secondary work (moonlighting), so verify your contract terms before you start.

2. Secure commitments before you build:

Customer money can fund your first prototype or production run. Preorders, deposits, and paid pilots work well when the value is clear and trust is established. Large buyers, including public sector units, often pay for pilots that de-risk adoption. The Government eMarketplace’s “Startup Runway” and the Defence Ministry’s iDEX platform are channels where early-stage firms can secure such engagements.

Stage 2: Launch

3. Minimise capital tied up in inventory:

At launch, cash should flow into customer acquisition and delivery, not idle stock. Models like dropshipping, made-to-order production, or just-in-time purchasing reduce working capital needs. Service businesses can adopt fixed-price, prepaid packages—a form of “productised services” that allows for predictable delivery and cash flow.

4. Leverage partners and subsidies for reach:

Distribution networks already exist; tap into them. Distributors, resellers, and online marketplaces like Amazon and Flipkart offer ready-made infrastructure. Regulatory changes in 2023 allow certain small sellers to operate intra-state on e-commerce platforms without GST registration, provided they meet specified thresholds, though many will still need registration. Marketplace transactions also involve tax collection at source (TCS), which should be factored into planning.

On the technology side, cloud credit programs can be substantial. Google for Startups offers up to USD 3,50,000 in credits for eligible companies; AWS Activate and Microsoft for Startups provide tiered packages often worth several lakhs for recognised or incubated ventures. These benefits can offset early infrastructure expenses significantly.

Stage 3: Early growth

5. Front-load revenue through payment structures:

As the customer base grows, shifting to annual or multi-year upfront billing improves liquidity and reduces the administrative burden of monthly collections. Offering small discounts for early payment can accelerate cash inflow, a tactic that resonates in India’s cost-sensitive environment.

6. Align supplier terms with receivables:

Cash gaps between paying suppliers and getting paid by customers can constrain growth. Negotiating supplier credit, terms of 60 to 90 days are not uncommon in manufacturing and wholesale and allow operations to run without immediate outlay. Where receivables are slow, invoice discounting through RBI-approved TReDS platforms (RXIL, M1xchange, Invoicemart) can convert pending invoices into cash within days.

Stage 4: Scaling and maturing

7. Access structured government support:

India’s policy framework offers multiple non-dilutive funding routes. The Startup India Seed Fund Scheme channels grants through incubators for proof-of-concept, prototyping, and market entry. DPIIT recognition can unlock tax exemptions and faster compliance clearances. State-level MSME policies sometimes add capital subsidies, interest subventions, or reimbursements for quality certifications, which are very valuable during expansion.

8. Improve export economics with duty remission schemes:

For businesses selling abroad, duty and tax remissions can significantly affect margins. The RoDTEP scheme applies to most goods, refunding certain embedded taxes, while RoSCTL provides similar relief for apparel and made-ups. These benefits do not eliminate the need for competitive pricing, but they reduce the cost disadvantage in international markets.

Stage 5: Sustained operations

9. Keep customer revenue as the primary growth driver:

Even in later stages, resist the temptation to fund expansion through debt or equity when customers can be convinced to prepay for value. This could be in the form of retainers, training fees, onboarding packages, or advance purchase agreements. The key is to design creative offers where customers see tangible advantages in committing funds early.

10. Maintain a lean operating structure:

Cost discipline is not just for the early days. Using open-source tools, automating routine tasks, and outsourcing non-core work keep overhead low. Remote operations or shared workspaces reduce fixed commitments. In an unpredictable market, lean structures provide resilience and allow for faster pivots.

An orderly path, not a rigid formula

While the above strategies align with a logical progression of validation, launch, growth, maturity, and sustained operations, the sequence is adaptable. For example, a manufacturing startup may pursue export incentives in its second year while a software service might adopt annual billing from its first client. The above framework’s value lies in focusing on the most relevant levers at each stage and avoiding the trap of chasing all opportunities simultaneously.

Indian founders today face a paradox. Venture funding has slowed from its 2021 highs, yet the tools for building without it have never been richer. Policy reforms, digital infrastructure, and market access through platforms have reduced the barriers to starting lean. At the same time, customer acquisition remains costly, and payment cycles can be long, making cash discipline non-negotiable.

Approaching the business lifecycle with these strategies creates options. It allows founders and entrepreneurs to choose if and when to bring in investors rather than being forced to by financial pressure. In a market where sustainable profitability is being valued over headline growth, that optionality can be a strategic advantage.

External funding is one way to grow a business in India, but not the only way. With the right mix of pre-sales, partnerships, government programs, and operational discipline, it is entirely possible to build and scale on your own terms without sacrificing equity or control.

Source

5 Quick Tips from The Mom Test

1. Don’t ask if your idea is good. Ask about the person’s life.
2. Avoid compliments and vague answers. Push for specifics.
3. Talk less about your solution, listen more about their problems.
4. Look for evidence of real behavior, not just opinions.
5. A good conversation should end with a clear next step.

One of the biggest mistakes founders make is asking the wrong questions when testing their startup ideas. Rob Fitzpatrick, in his book The Mom Test, explains how most entrepreneurs fall into the trap of asking for compliments instead of truth. If you ask your mom whether your idea is good, she’ll probably say yes just to be supportive. But the same thing happens with friends, colleagues, and even strangers, that people want to be nice, not honest.

Fitzpatrick’s advice is simple: stop asking if your idea is good. Instead, ask about people’s lives, habits, and problems. Don’t talk about your solution, just dig into their experiences. For example, instead of saying “Would you use an app that tracks your workouts?” you should ask “How do you currently track your workouts?” That way, you’ll get real insight into what people actually do, not polite opinions.

He also emphasizes that you need to avoid fishing for validation. When you hear “That sounds cool” or “I’d probably use it,” it feels good, but it’s useless. What you want is specific, concrete information about what people already do, what problems frustrate them, and whether they’ve tried to solve those problems before.

Another key point is to focus on commitments and actions. If someone says they like your idea, ask them to pre-order, sign up, or introduce you to a colleague. If they aren’t willing to take a small step, their words don’t mean much. As Fitzpatrick puts it, “The measure of usefulness of an early customer conversation is whether it leads to a clear next step.”

The book isn’t just about avoiding bad feedback, it’s about learning how to uncover the truth that actually moves your startup forward. By asking smarter questions, you’ll save time, money, and energy building things nobody wants.

So the real test isn’t whether your mom thinks your idea is good. The real test is whether you can have honest conversations that reveal if your idea solves a real problem.

Cited from: Rob Fitzpatrick, “The Mom Test”

Paul Graham says one of the biggest mistakes startup founders make is trying to scale too soon. Instead, in the early days, you should focus on things that don’t scale, like the activities that may seem small or manual, but help you get those first users and keep them happy.

You can't wait for users to come to you. You have to go out and get them.

One example he gives is recruiting users manually. Don’t wait for people to find you. Go out, meet them, email them directly, even sign them up yourself if needed. In the early days of Stripe, the founders literally took people's laptops and helped set up accounts on the spot.

Another big one is delighting users personally. When you have just a handful of customers, you can give them a level of attention that’s impossible later on. Graham shares that doing “things that don’t scale” like talking to customers constantly, making quick changes just for them, and going the extra mile will make them love your product and tell others.

He also talks about the idea of being a “concierge”. In the early stages, you might do manual work behind the scenes to deliver the product experience, even if later you’ll automate it. That’s fine. It lets you learn what users want and refine your service before building complex systems.

The main point: early growth often comes from these high-effort, small-scale actions. Over time, you can automate and streamline. But in the beginning, these personal, unscalable efforts help you build trust, understand your users deeply, and create something worth scaling.

Source: Paul Graham, "Do Things that Don’t Scale"

Hi

Pitch Deck Builders that founders, startups, and creators use to build stunning and effective pitch decks:

1. Beautiful.ai AI-powered presentation builder designed for pitch decks and investor-ready slides.

2. Tome Modern storytelling format with AI, visuals, and live integrations, which are great for startup decks.

3. Canva Easy-to-use drag-and-drop deck builder with tons of templates for startups and businesses.

4. Pitch Collaborative presentation software made for startups and teams, which is sleek and fast.

5. Visme Visual content creator with specific pitch deck tools, charts, infographics, and templates.

6. Slidebean Popular among startups, and it automatically designs your slides based on content. Also offers fundraising support.

7. Decktopus A no-fuss, guided pitch deck builder with interactive elements and smart content suggestions.

8. Kroma AI-powered visual tool with investor deck templates, charts, and creative assets.

9. Storydoc Creates interactive and scroll-based decks instead of static slides — ideal for wow factor.

10. Prezi Known for its dynamic, zoomable presentation style. Great if you want something non-linear and eye-catching.

Top 10 Notion Alternatives, especially useful for productivity, docs, project management, or wikis:

1. Coda Combines documents, spreadsheets, and apps into one powerful workspace — great for teams and makers.

2. ClickUp Project management meets docs, tasks, and goals. Very customizable, ideal for agile teams.

3. Airtable A spreadsheet-database hybrid for managing workflows, with strong collaboration and templates.

4. Tana New-generation knowledge management tool with AI-powered workflows and structured notes.

5. Obsidian Local-first, markdown-based knowledge base. Loved by developers, writers, and researchers.

6. Craft Beautiful docs and notes, especially for Apple users. Great for presentations and collaboration.

7. Slite A clean, team-friendly documentation tool focused on async communication and wikis.

8. Nuclino Lightweight alternative to Notion for real-time team docs and knowledge bases.

9. Evernote A classic note-taking app with web clipping, tasks, and notebooks, which is still going strong.

10. Microsoft OneNote Part of the Microsoft 365 suite, it is great for hierarchical note-taking and cross-device sync.

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Explore these platforms for publishing newsletters, growing communities, or monetizing content:

1. Beehiiv Built by ex-Morning Brew team. Offers powerful audience segmentation, referral system, and monetization tools.

2. ConvertKit Email marketing for creators with automation, paid newsletters, and landing pages.

3. Ghost Open-source and fully customizable. Great for paid memberships, blogs, and newsletters.

4. Revue (Discontinued) Twitter-owned platform shut down in early 2023, but still worth mentioning historically, as many migrated from here to Substack or Ghost.

5. Medium Focused on writing built-in distribution. Less control over branding but high discoverability.

6. MailerLite Budget-friendly email marketing tool with landing pages, automations, and subscriber management.

7. Buttondown Lightweight, minimal, and perfect for indie creators or devs who want clean newsletters.

8. Kajabi All-in-one platform for creators selling content—emails, courses, memberships.

9. SendFox Budget-friendly newsletter tool from AppSumo, great for creators and small businesses.

10. Patreon While not a direct email tool, many creators pair Patreon with email tools (like Mailchimp) for monetized content delivery.

Thinking about starting your own business in India? That’s exciting! The journey can feel overwhelming at first, but it’s totally doable if you break it down into simple steps. Here’s a beginner-friendly guide. I do not want to bring in corporate jargon, just real talk.

1. Figure Out Your “Why” and “What”

Ask yourself: Why do you want to start a startup? Is it a problem you really care about, a gap you see in the market, or maybe a skill you want to turn into a business? Jot down your idea, even if it’s rough.

2. Validate Your Idea

Before you invest too much time or money, talk to real people. See if your idea solves a genuine problem for them, or if they’d actually pay for it. Even chatting with friends, family, or people online counts!

3. Choose the Right Business Structure

In India, you have several options: Sole proprietorship (simple but least protected), partnership, Limited Liability Partnership (LLP), or Private Limited Company (great for raising funds but involves more paperwork). Pick what fits you now, and you can always upgrade later.

4. Register Your Business

Don’t stress about them so much, as these days, most processes are online:

• Pick a unique name (check it’s available).
• Register with the Ministry of Corporate Affairs if you’re forming a company or LLP.
• Get a PAN (Permanent Account Number) for your business.
• Register for GST if your turnover is likely to cross ₹40 lakh (or ₹20 lakh for service providers).

5. Open a Business Bank Account

Keep your business and personal expenses separate from day one. It helps with taxes and gives you peace of mind.

6. Take Care of the Legal Stuff

• If you have a logo or brand, consider trademark registration.
• Draft basic founder agreements if you have co-founders.
• Read up on any industry-specific licenses you might need (for example, FSSAI for food businesses).

7. Build Your Product or Service

Start simple, and launch a basic version to get feedback. Don’t wait until it’s “perfect.” Tweaking as you go is totally normal.

8. Spread the Word

• Use social media, WhatsApp groups, or just word of mouth at first.
• Focus on reaching people who would actually care about your startup.

9. Manage Your Money

Track every rupee: use basic accounting tools (even a Google Sheet at the start!), and keep receipts tidy.

10. Remember: It’s a Journey

You’ll make mistakes. That’s okay! Learn, pivot, and keep asking for help, even in our community, and you’ll find tons of entrepreneur communities online and in most Indian cities.

Starting up can feel lonely, but you’re never alone. There are thousands of dreamers like you out there. Take it one step at a time. You’ve got this!

It’s perhaps no surprise that Gen-Z—who are getting fired at disproportionate rates and are often the subject of workplace ire—has an entrepreneurial streak. Still, the generation’s fervor is impressive. According to a 2023 report by commerce platform Square, more than half of Gen-Zers consider starting a business. A 2024 Justworks study places that number even higher, finding that 71 percent of young employed adults are interested in becoming founders.

There are two fundamental ways to start a company, says Kevin Novak, founder and managing partner of early stage AI investor Rackhouse Venture Capital. You can either become the “world’s expert” in something, or you can spot a “wide open opportunity” by asking, “What is nobody an expert in?”

Young people—understandably—may lack that expertise, so the first option is likely out of reach. But Novak says Gen-Zers are uniquely positioned to disrupt sleepy industries and find new ways to solve problems. Here’s what he and other investors see as the best opportunities for Gen-Z entrepreneurs right now.

“Unsexy” industries like industrial manufacturing

Novak says that generative AI has created a “huge opportunity” for innovation in “dirty, dusty, unsexy” industries like compliance, logistics, industrial manufacturing, and construction operations.

Past waves of technological innovation have allowed startups to transform once-stagnant industries, he says. Uber, for example, forever changed ridesharing through its mobile app. But back-of-house industries couldn’t ride these waves, according to Novak—they “didn’t participate in mobile” and “didn’t participate in big data.”

“So as a builder,” he adds, “if I can figure out what is the problem holding you back from doing your job 10 times better, I effectively get the opportunity to harvest two decades worth of economic lag.”

Experiential industries

Alex Rosenthal, director at consumer investment firm Verlinvest, says he’s bullish on businesses “offering live social experiences.” His firm has already invested in several such companies, including go-kart racing franchise K1 Speed and bouldering gym operator the Climbing Hangar.

“The more that AI and social media become a part of people’s lives,” Rosenthal says, the more “they’re going to want to put their phones down and go out into the real world and do something that’s good for their well-being.” As digital natives, Gen-Zers have an especially “strong desire to feel community,” he says. And brands in social experience industries like fitness, health, wellness, education, and travel are especially well-positioned to meet this need.

Small-business services

Cardone Ventures co-founder and president Natalie Dawson says many of the small-business owners she meets with every day “have no idea” how to generate new leads or organize existing ones. That’s why she recommends that Gen-Zers create businesses that help other businesses grow.

Specifically, Dawson advises becoming the agency of choice for small-business owners in a specific vertical by providing them with one platform that blends several functions like marketing, sales, and bookkeeping. “AI is ripe to disrupt this,” she says, “and Gen-Z is ripe to … not have to go through traditional schooling and traditional education to get the skills required to really help business owners make more money.”

The creator economy

Entrepreneur and angel investor Sage Ke’alohilani Quiamno is eyeing Gen-Z creator economy startups. Young founders can more easily spot pain points in this space, she says, because “they’re experiencing the problem firsthand.” Gen-Zers have “grown up monetizing personal brands and social platforms”—or followed along as their favorite creators did so.

The generation intuitively understands “the nuances of audience, engagement, platform, algorithms, creative burnouts,” Quiamno says. This gives them a more accurate view of how to improve the industry than older media executives, she adds.

AI-enabled startups

In CentaurLab.AI founder and investor Boon Chew’s opinion, it’s not the industry Gen-Z founders choose that matters. It’s the tools they use. By using AI, Chew says, you can easily amplify the value you’ll create in a given sector. AI “cuts across so many things,” he says. “So when you add ‘AI-enabled’ or ‘AI-driven’ to whatever industry you go into, you can pretty much become a leader in that right away.”

Source

In boardrooms across America, many top executives are fixated on financial metrics to drive shareholder value. Yet they’re missing the elephant in the room: their employees don’t trust them.

New data from Culture Amp reveals that only 38 percent of senior leaders at enterprise companies are perceived as trustworthy by their teams, quietly undermining the performance outcomes leaders seek.

This disconnect arises as employees realize their professional future hinges on decisions made by distant executives, rather than the team relationships they can influence.

According to Culture Amp research, teams led by trusted leaders show significantly higher engagement and retention, while only 24 percent of employees under ineffective leaders plan to stay. The solution requires leaders to fundamentally rebuild trust through practical strategies that address the root causes of disconnection in today’s workplace.

Lead with Transparency During Uncertainty

With layoffs surging 50 percent in the US in 2025, workers feel vulnerable. The harsh reality is that layoff decisions are made by small groups of top executives, often without input from managers who may themselves be impacted. When employees are immediately cut off without warning, those who remain feel jarring uncertainty about their futures.

“One of the hardest things about leadership today is inspiring the organization when there is constant change and uncertainty in the world around them,” explains Amy Lavoie, VP of People Science Experience at Culture Amp. “The best leaders don’t sugarcoat this. They state what they know, share the values and principles guiding decisions, and remind people what’s in their control to influence.”

Instead of generic reassurances, take ownership of the situation, share specific information about market conditions, strategic decisions, and the reasoning behind difficult choices. When confidentiality prevents full disclosure, explain what factors you can discuss and acknowledge what you cannot.

Make Recognition Personal and Consistent

Satisfaction with recognition has hit its lowest point globally since 2022, creating a motivation crisis that directly impacts performance. According to Culture Amp research, when employees feel valued by their managers, they’re 74 percent more likely to earn a high performance rating within the next year. Yet most recognition programs fail due to one-size-fits-all approaches.

“The great news about recognition is that it can be influenced at all levels and doesn’t always require major financial investment,” notes Lavoie. Simple strategies include asking senior leaders to send personal notes to employees who demonstrate company values, or implementing monthly team meetings where colleagues share specific appreciations for one another.

Build Psychological Safety Through Modeling Vulnerability

Employees who sustain high performance over time share a critical advantage: psychological safety. Culture Amp data shows that 83 percent of sustained high performers feel safe taking risks at work (9 percent higher than those whose performance declined after initial success).

In hybrid and remote environments, psychological safety manifests when people ask hard questions, share innovative ideas, and take ownership beyond their job descriptions. But this only happens when leaders model the behavior first.

“Psychological safety is built as members see others take risks and be appreciated, share vulnerabilities and be supported, or see people in positions of power stand up for others who are not in the room,” Lavoie explains.

Start by sharing your development areas and asking for help. Model vulnerability and support others who do the same. These meaningful moments establish deeper connections that teams can leverage for higher-stakes innovation and performance.

Focus on Relationship Quality Over Productivity Metrics

The data is clear; workplace relationships directly drive performance outcomes. Employees with strong team relationships are 39 percent more likely to receive high performance ratings, and those who feel part of their team are 31 percent more likely to excel, according to Culture Amp. Yet leaders often prioritize individual productivity over relationship building.

This approach backfires in our interconnected work environment. When employees don’t feel seen or valued, they disengage. When they hesitate to share ideas due to poor relationships, organizations lose creativity and problem-solving capacity.

“As a senior leader, recognize that you’re under a magnifying glass by your employees,” advises Lavoie. “But that inspection does not only happen during formal and scripted communications. It happens in small moments when you send a Slack message to a lower-level employee to thank them for their work, when you treat all employees respectfully, and when you ask questions to show curiosity and openness.”

The trust crisis in American workplaces is solvable. Leaders who prioritize transparency, personalized recognition, psychological safety, and relationship quality will not only rebuild trust but also unlock the sustainable high performance that has proven elusive through traditional management approaches. In an era where human connection drives competitive advantage, relational intelligence has become the most important currency of effective leadership.

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Hiring professionals who see countless job applications every year begin to notice patterns of red flags that can instantly disqualify a candidate. Here, experts share their thoughts on the most commonly made mistakes.

Avoid the White Fonting Trick

Surprisingly, many candidates still use the “white fonting” tactic on their résumés. This practice stems from an outdated piece of advice that has spread over time: include extra keywords or copy the entire job description, reduce the font size, and change the color to white. The intention is to make the text invisible to the eye but still detectable by applicant tracking systems. It’s essentially an attempt to game the system.

As a recruiter, I’ve encountered this more times than I can count. However, the moment I highlight the text or open the file in dark mode, the trick becomes glaringly apparent. It immediately raises concerns about the candidate’s integrity, making it a clear red flag.

Indeed, résumés should be keyword-optimized. However, the correct approach is to naturally incorporate relevant terms from the job description into your bullet points. Demonstrate how you’ve applied those skills through concrete examples and results.

The simplest way to avoid this mistake is to refrain from using the trick altogether. Remember that the objective isn’t to outsmart the software. Instead, it’s to present your experience in a clear, relevant, and compelling manner for the people reviewing it.

Ana Colak-Fustin, Founder, HR Consultant and Recruiter, ByRecruiters

Proofread Thoroughly

Another red flag we consistently notice in job applications is grammatical errors and typos. These mistakes immediately signal a lack of attention to detail—a quality we consider essential in any professional role.

We recently reviewed a candidate with stellar qualifications who was eliminated early because their résumé contained multiple spelling errors. What makes this particularly unfortunate is how easily these mistakes can be avoided. For example, the candidate had mistyped the name of their previous employer and used inconsistent formatting throughout the document, giving the impression of carelessness despite their impressive background.

To sidestep this issue, we recommend a three-step approach. First, always proofread your application thoroughly before submission. While spell-checking tools are helpful, they don’t catch everything and can struggle with things like industry terminology.

Second, we recommend candidates have someone else review their application documents. A fresh pair of eyes often spots errors we’ve become blind to after multiple revisions.

Third, never rush the application process. Employers can tell when something has been hastily assembled, and it suggests you might bring that same hurried approach to important work tasks.

In our experience, candidates who submit polished, error-free applications demonstrate the professionalism and meticulousness that employers value. This attention to detail in your application reflects how you’ll approach your work—something we always look for when identifying top executive talent for our clients. Remember, a résumé is often a first impression, so it’s best to make sure it represents the caliber of work you’re capable of delivering.

Julia Yurchak, Talent Sourcing, Acquisition & Management Specialist| Senior Recruitment Consultant, Keller Executive Search

Follow All Job Posting Instructions

Some application red flags stand out before I even review a candidate’s materials. The most common is failing to follow the instructions in the job posting. If a candidate skips steps, submits their application to the wrong place, or neglects to include requested materials, it signals one of two things: either they didn’t read the posting carefully, or they struggle with following directions. Both are concerning. Even in independent roles, employees must adhere to guidelines and standards, and strong reading comprehension is essential in today’s workplace. When a candidate makes these mistakes early in the process, it suggests they may not be genuinely interested in the role—or that they would face challenges if hired.

This issue often arises when candidates rush to submit as many applications as possible in a short time. While applying broadly can be beneficial, a scattershot approach is rarely effective. A better strategy is to focus on a handful of well-matched opportunities and take the time to read and respond to each job posting carefully. By tailoring your résumé and cover letter to the role and ensuring you follow every instruction, you’ll significantly improve your chances of moving forward in the hiring process. Instead of prioritizing quantity, aim for quality by choosing roles that are the best fit and submitting thoughtful, well-prepared applications.

Archie Payne, Cofounder & President, CalTek Staffing

Replace Buzzwords with Concrete Achievements

Another warning sign in job applications is an over-reliance on buzzwords without quantifiable results to back them up. Résumés filled with generic phrases fail to instill confidence in a candidate’s abilities and can even sound like they’re copy-pasted or AI-generated. Even if the listed skills are relevant, vague and overused terms do little to differentiate the applicant or demonstrate their true expertise. When I see a résumé or cover letter overloaded with buzzwords but lacking meaningful content, I question both the candidate’s qualifications and their genuine interest in the role. As a result, I’m unlikely to move them forward in the hiring process.

For example, phrases like “results-driven professional” or “hardworking team player” may sound positive, but without supporting evidence, they are meaningless. Instead of stating that you’re results-driven, demonstrate it—provide quantifiable, data-backed achievements from past roles. A statement like “Increased sales by 30% in six months by implementing a new client outreach strategy” is far more impactful than simply calling yourself results-driven. By replacing vague language with concrete accomplishments, candidates can make a stronger impression and significantly improve their chances of moving forward in the hiring process.

Matt Erhard, Managing Partner, Summit Search Group

Use a Customized Résumé

One of the most common mistakes I see is when candidates fail to tailor their résumé to the specific job they’re applying for. When a résumé is too generic and doesn’t highlight the skills and experiences most relevant to the role, it makes it difficult for recruiters to see the candidate as a strong fit.

For example, if a candidate is applying for a software engineering position but their résumé primarily focuses on general IT support skills, without any mention of relevant programming languages or technical achievements, it’s a missed opportunity. They need to align their résumé with the job description, highlighting specific skills and accomplishments that demonstrate their expertise in the areas that matter most to the employer.

To avoid this mistake, candidates should carefully read the job description and adjust their résumé to match the keywords, required skills, and experiences listed. Instead of sending out a one-size-fits-all résumé, personalize it to each role to show recruiters that you’ve taken the time to understand the position and how your background aligns with the company’s needs. This small effort can make a big difference in how your application is received.

Mary Southern, Founder at Resume Assassin, Resume Assassin

Avoid Instability

Perhaps the number-one red flag we look for is the lack of stability within organizations. Candidates can avoid this by taking the time to research the companies they are joining and making the best choices when switching jobs, rather than simply following easy money. If candidates do not have strong longevity in their work history, I would advise them to structure their résumé to showcase the experiences and successes they have had and minimize the appearance of frequent job changes.

Another problem that has been emerging recently is candidates using AI or ChatGPT to write their résumés without proofreading them on their own. Please, please, read your own résumé before you submit it and do not rely solely on technology to write it for you.

Ashleigh Bechtel, President, Bex Partners

Show Your Motivation for the Role

A candidate who cannot clearly articulate why they want the role or what draws them to the company is sending up another red flag. This often shows up in interviews, but it begins in the application itself. A lack of clarity around motivation suggests the candidate is casting a wide net without much thought, which raises concerns about long-term fit and engagement.

I recall a hiring manager sharing an example about a candidate with a strong technical background who applied for a leadership role at a mission-driven health tech company. When asked why they were interested, their response focused entirely on compensation and title—not once mentioning the product, the team, or the impact of the work. It was a missed opportunity to connect with the company’s purpose and values. This kind of response immediately makes decision-makers question alignment.

Skills may get you in the door, but motivation—real, specific interest in the role and the company—is what sustains success and growth in the long run. Candidates who take the time to research, reflect, and connect their goals to the organization’s mission are the ones who stand out. Not because they know the “right answer,” but because they’ve done the work to find a meaningful fit.

Anna Radulovski, Founder & CEO, WomenTech Network

Demonstrate Career Progression

I have recruiting experience in 10 countries, and what I want to say is that one major red flag I consistently notice is inconsistent career progression—when a candidate’s experience jumps across unrelated fields without a clear connection.

I have seen various examples: a career path that moves from photographer to Test Engineer, while also including marketing courses and an extra interest in medicine, raises questions about the candidate’s professional focus and long-term goals.

My personal advice to candidates is to ensure that your career path has a logical flow. If you have career shifts, explain how this experience adds value to your current expertise.

Liliia Yankovska, Global recruiter, ALLSTARSIT

Be Truthful About Your Employment History

One way this issue comes up is through discrepancies between an applicant’s application and their social media presence. I recently worked with a client who had a candidate who claimed on their CV that they had held three jobs over the last six years. However, a search of their “Posts” timeline on LinkedIn revealed two additional short-term roles. Upon further investigation, these turned out to be failed probation periods and unsuccessful positions that had not been disclosed. The hirer considered this omission to be misleading, as it gave an inaccurate representation of the candidate’s employment history. Such discrepancies are significant danger signs for employers.

Always be truthful on job applications, even if it makes you look bad. When companies discover the truth, they will not look kindly upon it.

Matt Collingwood, Founder and Managing Director, VIQU IT Recruitment

Explain CV Gaps

While career breaks are common and often justifiable, failing to provide a clear explanation can raise concerns about reliability or commitment.

For example, a six-month gap without context might lead recruiters to question whether the candidate left a role under difficult circumstances or struggled to secure new employment.

To avoid this mistake, candidates should proactively address any gaps in their cover letter or during the interview, highlighting constructive reasons such as personal development, caregiving responsibilities, or pursuing further education.

Being transparent and framing the gap positively can help reassure recruiters and demonstrate self-awareness and professionalism.

Sam Bradshaw, Head of People, Astute People

Balance “I” and “We” Statements

When a candidate uses too many “I” statements and not enough “we” in their résumé or interview, it raises a red flag about their ability to work in a team. Most jobs require collaboration, and if someone only talks about what they did without mentioning teamwork, it can make them seem self-centered or difficult to work with. Recruiters want to see that you can contribute to a team, not just that you want to take all the credit.

For example, I once interviewed a candidate for a product management role who kept saying, “I built this feature,” “I launched this product,” and “I made this decision.” But when I asked about their team, they struggled to explain how they worked with engineers, designers, or marketers. This made me question whether they were really a team player or just exaggerating their contributions.

A better way to frame achievements is to balance “I” and “we.” Instead of saying, “I built a new dashboard,” say, “I collaborated with engineers to design and launch a new dashboard that improved user engagement.” This still highlights your role but also shows teamwork. Recruiters love candidates who acknowledge their team’s efforts while still showcasing their own impact.

Kevin Liu, VP of Products, Octoparse

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