In my experience, the more specialised the work, the more one has to select for a balance of <i>capacity</i> to learn with a certain amount of objective skills and experience present <i>today</i>. I tried the strictly-capacity route in the past (it was all I could afford) and, while these people had all the potential in the world, the ramp-up time was simply more than the business could sustain when customers expected high-end knowledge and expertise <i>now</i>. It was aggravated by a lack of time and resources typically found in a woefully undercapitalised startup, of which a consequence was inability to properly structure and manage the learning process.