Book One of The DART Diamond Series · Coming 2027

Built for the First Inning

How Founders Direct, Attract, Reward, and Teach Their First Team

At ten employees there is no organization to absorb a bad hire. The first ten are the company — its judgment, its culture's founders, its capacity. This book gives founders a system for jobs one through ten, and a monthly loop that keeps the right people on the right work as the strategy changes underneath everyone.

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The Premise

Hiring is an event. Talent is a cadence.

Most founder hiring advice treats each hire as a decision to get right once. Built for the First Inning treats the first team as a circuit you run monthly: set the strategy and the seats (Direct), find the people who want to be employee number three rather than employee number five hundred (Attract), build packages that are fair in a company where everyone knows everything (Reward), and teach the jobs that did not exist yesterday (Teach) — then return to the top, because the strategy moved while you were hiring. A run only counts if you touch every base.

Inside the Book

Five parts, one diamond

Part I — Direct & Deploy: Strategy Before Seats

Deriving jobs one through ten from the strategy; the founder's own seat (job zero); why sequence is strategy and role bundles beat titles.

Part II — Attract & Assess: The People Who Want the Stage

The first-ten population is different; the honest pitch as a filter; assessing without a résumé that fits, with structure instead of sparkle.

Part III — Reward & Retain: The Fair Package

Cash, equity, title, and learning as a portfolio; internal equity as the weather; incentives that aim at the right work instead of the countable work.

Part IV — Teach & Transform: The Founder Is the Training Department

The two-period payoff of developing people; apprenticeship at company scale; growing seat four into what seat four must become.

Part V — The Loop: The Monthly Talent Review

The cadence that catches drift early; small redeployments before big severances; and the hard call when the company outgrows a loyal early hire.

The Seat Map

Strategy → work → KSAs → seats 1–10.

The Stage-One Scorecard

Structured assessment, including stage-fit.

The Package Grid

Fair pay by seat and stage.

The Teaching Plan

Skills gap, teacher, deadline, evidence.

The Monthly Review

The one-page DART loop, run on a cadence.

The Newsletter

The First Inning

A weekly newsletter from the CSUDH Innovation Incubator. Every Friday, one base of the DART Diamond and one thing you can use this week, for founders building their first team.

Read every issue

Stay in the Loop

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The book arrives in 2027. The podcast arrives this October.

Follow along as the book is written: The DART Diamond Podcast launches October 2026 with biweekly episodes walking the model one base at a time, plus conversations with founders about their first teams.

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The Author

Thomas J. Norman, Ph.D.

Professor of management at California State University, Dominguez Hills; faculty founder of its Innovation Incubator; and author of the 2026 textbooks Management: Optimizing Talent for Organizational Effectiveness and Compensation: Rewarding and Retaining Talent, where the DART model is the spine. Before academia: Procter & Gamble, Sun Microsystems, U.S. Bancorp, Wells Fargo, and Cargill. He has coached founders through their first hires in the classroom, the incubator, and the field — and he has watched what happens in month seven when a first hire was built for a different inning.