I think Stuart Hamilton gets this right. I work with a lot of start ups that are looking to grow fast. I can normally tell if they are going to make it when they make their first few Project manager hires. If they are widely experienced (not even deeply experienced in many instances) and can make things happen day in and day out and can explain themselves in multiple, daily “hallway” discussions, they’ll be fine. However, if the first hires are documentation buffs who avoid discussions by pointing people to the voluminous project documentation, the organization is normally doomed.