👥 How to manage your arbitrage team?

We interviewed the author of the channel 1x Teamlead who has been developing his team for several years, about his experience and advice for those just starting out.

— How did you start building your team?

With lessons learned from previous failures. This isn’t my first iteration: back in 2015, I tried building my first team, then worked as a team lead, and eventually came to form this one.

— Office or remote work?

Initially, we had an office. Later, the war taught us how to work remotely. Now, we work this way: our offices are divided by departments, and 30% of the team are outsourced members—buyers who decided to move to Thailand or Bali. If they remain profitable, we allow it.

— What financial resources were allocated to launch the team, and when did it become self-sustaining?

It’s straightforward: when people come to us asking for help to build arbitrage teams, I tell them that the initial cost is around $50k/month. This is an average estimate because crypto traffic, for example, is very expensive, and mistakes cost a lot. If you want to launch a team, be prepared to lose about $20k/month for the first 3-4 months. This is the cost of gaining experience and creating team cohesion. If you decide to do it alone without guidance, you should be ready to lose up to $50-100k.

— How do you select new team members?

My principle is to hire no one below a senior level. The best approach is hiring through recommendations, offering better conditions than competitors. Ideally, build a strong brand, like we did, so specialists come to you on their own.

— How do you retain and motivate the team?

Pay well. Retain them by ensuring no one else can pay as much as you do.

— What tools do you use to monitor team performance?

We have our own CRM. I can log in and see any metrics I need: how much each buyer achieved today, and even track the work of designers through our internal dashboard.

— What advice would you give to those looking to expand their team?

I recommend expanding vertically: develop skilled buyers and promote them to team lead assistants.

Then, once they complete this stage, allow them to form a small team, allocating a budget of $5-10k for this.

If it doesn’t work out, this is when the leader’s training begins. Provide them with specific team members, share your expertise, let them read books, and attend courses. This is a normal part of managerial growth—give them the chance to try, fail, and learn. The key is ensuring they can make decisions independently and are not afraid to do so. Once these team leads grow, assign buyers under their management.

I also recommend renting a small office so the team lead feels like a co-owner of a small company, seeing all processes and results firsthand.

In general, take responsibility and don't be afraid to try. You can plan all you want, but results only come when you take action.