Back in 2007, we held a short presentation while working at MySQL about a type of person we called a "Super Gold-Collar Worker." These were highly skilled individuals in growth companies who had become essential to business operations. They didn’t fit into traditional organisational charts, disliked bureaucracy, and, if managed well, could do the work of ten. Nearly twenty years later, those observations feel more relevant than ever, especially in fields like quantum computing, where the work is deeply complex and progress rarely follows a straight line.
The term "gold-collar" has gained some, but not much, recognition since then. Forbes used the term in an article to describe some of the most prestigious, high-paid professionals, such as specialised engineers and developers. But in growth companies, especially in deep tech, the stakes are different. These high-performing individuals aren’t just top performers, they’re the crucial core to whether the company can even build what it promises.
Let’s take IQM Quantum Computers as an example. We backed them in their 2019 seed round when the team was still small, but the ambition was clear. Building quantum computers meant navigating long R&D cycles, scarce talent, and a field where progress needs innovation and is highly technical. For them to break through, it was clear IQM would need to attract and retain world-class quantum scientists, engineers, and developers. People with deep expertise, a strong internal drive and more often than not, unfortunately, low tolerance for anything not within their interests. Classic gold-collar profiles.
“When we hired our first team members, we only had an idea and a clear vision to build a leading quantum computing company. Some thought we were crazy, others shared our ambition. It was those driven, talented people who laid the foundation for IQM through hard work and determination,” says Jan Goetz, Co-CEO and Co-founder of IQM.
So, what still holds up from that old presentation? Pretty much everything. Gold-collar workers want autonomy. They don’t respond well to rigid orders. They often operate better when you define the goals and constraints and then get out of the way. They like facts, not fluff. They care about purpose more than titles. They don’t want to be managed like everyone else, and they definitely don’t want to sit in meetings.
But the environment has changed. In the early 2000s, growth companies were smaller for longer. Today, they scale fast. Hybrid work is the norm, feedback loops are digital. Growth companies need gold-collar workers not just for their technical skills but because execution speed matters more than ever. Winning means building the right thing quickly, and that takes people who can operate at a high level with minimal oversight. The challenge is that these people are often hard to manage.
Managing a gold-collar, high-performing individual isn’t just a founder’s job anymore, it has to be part of the company’s culture. IQM, for example, has managed to grow its team without losing the clarity of purpose that drew its early hires.
“Attracting world-class talent in the early days of IQM helped us to grow fast. Together with the team, we defined our mission: to build world-class quantum computers for the well-being of humankind. That mission continues to hold IQM together and has helped attract both leading quantum experts and experienced industry leaders,” Goetz continues.
There’s also a darker side. When such a worker leaves, the damage can be disproportionate. I once called these people "diamond-collar," not because they shine, but because losing them can break the business. Sometimes, the knowledge they carry is just too embedded in undocumented systems, personal experiences, or code that only they fully understand. It is hard to transfer and even harder to rebuild.
If you’re building a deep-tech company, you need to know who your high-performing individuals, or gold-collars, are. Below are my top five tips on managing gold-collar workers.
- Know who they are
Identify your high-performing individuals early. They may not be loud or obvious, but their impact is usually clear in their work.
- Manage on their terms
Forget the HR playbook. These people need autonomy, clarity, and minimal friction. Traditional structures often slow them down.
- Listen beyond the job description
Gold-collars often have ideas outside their domain. Create space for them to speak up and contribute broadly.
- Give fast, clear feedback
They move quickly and expect the same in return. Slow or vague feedback leads to frustration.
- Plan for their exit
Losing one can hit hard. Document critical knowledge, build redundancy where you can, and always know who’s irreplaceable.
The insights from our presentation back in 2007 still hold true. But today, the cost of ignoring them is much higher.
“When I look back, it’s clear we wouldn’t have achieved any of this without the people at IQM. Building a high-performing team of world-class individuals can really boost your execution. The speed and focus of the IQM team gives us a real edge in global competition with large tech companies,” says Goetz.
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