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.

Stay in the Loop

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

Follow along as the book is written: The DART Diamond Podcast launches September 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.