When you look at a CV, what draws your eye first? Years of experience? Big brand names? Impressive titles?

These signals are comforting. Tangible. Easy to filter by. But when it comes to building resilient, high-performing tech teams, the debate between hiring for potential and hiring for experience is far from black and white.

In reality, the best teams are often made up of both, but knowing when to prioritize which can make all the difference.

The Case for Experience

Hiring someone with a proven track record can bring a sense of security. You know they’ve handled similar challenges before. You can point to past deliverables, systems built, bugs fixed, clients supported.

Experienced hires tend to:

· Ramp up faster

· Bring ready-made expertise

· Mentor junior colleagues

· Offer confidence in high-stakes moments

But here’s the reality: experience isn’t always equal to adaptability.

Someone who’s done the same job in the same way for years might resist new approaches or struggle in fast-changing environments like startups. And sometimes, experience can hide behind titles that don’t reflect actual hands-on work.

The Case for Potential

Hiring for potential means looking beyond what’s already been done, and focusing on what could be possible. It’s betting on curiosity, learning ability, motivation, and emotional intelligence.

Candidates with high potential often:

· Learn quickly and ask thoughtful questions

· Bring fresh ideas and diverse perspectives

· Show strong self-awareness and hunger to grow

· Are more loyal if invested in early

Yes, they may need more training and support at the start, but the return on that investment can be long-term growth and a highly engaged team member.

When to Prioritize One Over the Other?

Choose experience when:

· You need someone to step in and deliver immediately

· The role is niche and hard to train for internally

· You’re scaling fast and need systems built yesterday

Choose potential when:

· You have strong mentorship or onboarding in place

· You’re hiring for long-term growth, not just current tasks

· Cultural fit, curiosity, and adaptability matter more than “10 years of X”

Building a Balanced Team

Think of your team like an ecosystem: Too many “seniors” and there’s no fresh energy. Too many “juniors” and you risk a lack of direction.

A balanced team includes:

· Experienced professionals to guide, stabilize, and lead

· High-potential newcomers who bring innovation, resilience, and energy

And as a recruiter or hiring manager, your job isn’t just to fill gaps. It’s to see the whole picture: where the team is now, and what it needs to evolve.

Let’s Redefine What Makes a “Great Hire”

Instead of asking, “Do they have X years of experience?” Ask:

· “Have they shown they can learn quickly?”

· “Are they aligned with our mission and working style?”

· “Will they still be growing here a year from now?”

Because while experience can get someone in the door, potential is what makes them stay.