Hiring in Europe: Why Firing is Harder Than You Think. Essential employment law tips for startups building distributed teams.21 | Ultimate Guide For Startups

TL;DR: Hiring in Europe means planning the exit before the hire

Table of Contents

Hiring in Europe: Why Firing is Harder Than You Think. Essential employment law tips for startups building distributed teams.21 shows you why a fast hire in Europe can become a very expensive mistake if you copy US-style at-will habits. The main benefit for you is simple: you learn how to hire across Europe with fewer legal surprises, lower termination risk, and better control over burn.

• Firing is harder because many European countries require a valid reason, a fair process, and written proof. If you miss warnings, probation deadlines, or proper records, even a weak hire can become costly to exit.

• Your risk starts at hiring, not at termination. Bad contracts, weak documentation, sloppy manager messages, and contractor misclassification can all turn into claims later. A good starting point is this guide to international HR hiring.

• Europe is not one labor market. Germany, France, the Netherlands, Spain, Portugal, and Poland all handle notice, leave, dismissal, and worker rights differently. If you hire in Germany, review German employment law before making any exit decision.

• AI hiring tools create extra exposure. If you use automated screening or scoring, you still need human review, clear reasoning, and records you can defend.

• The article gives you a practical founder playbook: audit every worker by country and status, calendar probation reviews, use local contracts, train managers on written feedback, and review protected leave cases with extra care.

If you are building a distributed team in Europe, read the full article and audit your current hiring process before your next offer goes out.

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When your startup learns in Europe that firing is less move fast and break things, more file forms and schedule three consultations. Unsplash

Hiring in Europe: Why Firing is Harder Than You Think. Essential employment law tips for startups building distributed teams.21 starts with one uncomfortable truth: if you hire in Europe like you hire in the US, you can burn cash, trigger claims, and trap your startup in employment relationships that are expensive to unwind.

What is this topic really about? It is about the legal, financial, and operational gap between the fantasy of “global remote hiring” and the reality of European employment law. For startups, that gap shows up in probation rules, notice periods, protected leave, works councils, employee classification, documentation duties, severance exposure, and country-by-country termination tests.

Why this matters for startups: Europe offers amazing talent, deep technical depth, and serious market access. Yet founders often discover the hard part too late. Hiring feels fast. Firing is where the invoice arrives. Unlike highly at-will systems, many European jurisdictions expect employers to show a lawful reason, a fair process, and evidence. If you cannot show your homework, the employee often wins or at least gets paid to settle.

As a bootstrapping founder who has built teams across borders, I have a blunt view on this. Compliance should live inside the workflow, not in a panic folder opened after a bad hire. That has been my view across deeptech, edtech, IP-heavy products, and small founder-led teams. Protection and compliance should be invisible. If your hiring machine depends on heroics, it is already broken.

Key takeaway

How European employment law changes hiring, management, and termination decisions for startups
Which termination risks founders miss when building distributed teams
How to set up contracts, probation, documentation, and manager behavior before trouble starts
What to do at seed, Series A, and later-stage growth when hiring across Europe

Why does hiring in Europe matter so much right now?

The startup problem is simple. Founders want access to talent in Germany, the Netherlands, France, Spain, Portugal, Poland, and beyond. They want speed, flexibility, and lower burn than opening full local entities too early. Then reality hits. Labor law in Europe is not one system. It is a patchwork of EU-level rules plus national rules plus local court practice. Even where two countries sound similar, termination rights can be very different.

Research and policy activity around hiring are also rising. The EU AI Act rules for hiring systems add pressure on employers that use algorithmic screening, scoring, or other automated support in recruitment and workforce decisions. The headline for founders is simple: if you use AI in hiring for EU-based candidates or employees, human oversight is not optional theater. A person must understand what the system is doing and remain responsible for the judgment.

That matters because startup hiring stacks are full of shortcuts. Resume filters, ranking tools, video interview scoring, productivity analytics, and “culture fit” tools can create legal exposure. And once a hiring mistake turns into a termination case, those shortcuts become evidence. If you need a country-by-country foundation, start with European employment law basics before you sign your next offer letter.

The challenge startups face

Startups often assume they can fix a bad hire later. That assumption comes from markets where at-will termination is normal. In much of Europe, termination can require a valid reason, advance notice, consultation, internal warnings, redeployment analysis, or statutory severance, depending on the country and the facts. Protected categories such as pregnancy, sickness, parental leave, whistleblowing, disability, and worker representation add more risk.

Here is why founders get caught. They think the risk starts when they fire. It starts when they hire. A weak contract, the wrong status, messy documentation, informal feedback, sloppy manager messages, and poor handling of leave rights can make an eventual exit far more expensive.

How European employment law solves a different problem than startup law

European labor systems were built to protect workers from arbitrary dismissal and power imbalance. Startup founders often hate that framing because they want flexibility. Still, the law is not designed around founder discomfort. It is designed around employee protection, social stability, and fairness. You do not have to like that system. You do have to budget for it.

Limited cash means one messy exit can wipe out months of runway.
Fast hiring creates legal debt if process quality lags behind headcount growth.
Cross-border teams create hidden variance between countries.
Tool-heavy hiring now intersects with AI transparency and oversight rules.

What makes firing in Europe harder than founders expect?

Let’s break it down. “Europe” is not one employment regime, but several patterns repeat often enough that founders should treat them as default assumptions until local counsel proves otherwise.

1. A lawful reason often matters

In many countries, you cannot just say the role is “not a fit” and move on. Employers may need a conduct reason, capability reason, redundancy reason, or another legally accepted basis. Courts and labor authorities may ask what happened, what the employee knew, what support was offered, and whether the response was proportionate.

2. Process matters almost as much as the reason

A founder may be right on facts and still lose on process. Missing warnings, unclear expectations, no written record, no chance to respond, or poor handling of leave can weaken the employer’s case. In some places, process defects can make a dismissal invalid even when the business reason was real.

3. Protected leave changes the risk

Maternity leave, parental leave, sickness leave, and pregnancy-related protections are taken very seriously. Even in the US, cases around leave can be brutal, as shown by the maternity leave firing claim reported by HR Dive. In Europe, founders should assume even tighter scrutiny.

4. Classification mistakes infect termination strategy

Many startups try to stay “flexible” by calling people contractors. That can backfire badly if the reality looks like employment. If the person works under your direction, follows your schedule, uses your tools, and depends on your company economically, a court or authority may reclassify the relationship. Then your “easy contractor exit” becomes an employment dispute with back payments and rights attached. Before you choose status, read contractor vs employee classification.

5. Immigration status can complicate timing

If you sponsor international talent, termination can affect visa rights, relocation plans, and timing. That is not just an HR issue. It touches duty of care, reputation, and talent mobility. If your hiring plan includes relocation or founder movement, pair this topic with European startup visas.

6. Insurance does not fix bad process, but it can save the company

Employment claims are expensive even when you win. Legal fees, management time, settlement pressure, and damaged morale add up quickly. Many founders underinsure because they think only product or cyber risks matter. A better risk stack starts earlier. See startup insurance coverage as part of workforce planning, not after the first dispute.

Which employment law fundamentals should startups understand before hiring in Europe?

Core concept #1: Probation is not a magic delete button

Definition: Probation is an initial employment period during which notice rules or dismissal thresholds may be lighter than after confirmation. The details vary by country.

Why it matters for startups: Founders often believe probation solves poor hiring choices. It helps, but only if the contract is valid, the length is lawful, and the company acts within the window. If the probation clause is wrong or the timing slips, your easier exit may disappear.

Real-world example: A seed startup hires a sales lead in France or Germany and delays feedback until month four because the founder is fundraising. By the time they act, the probation period may have ended or become harder to use. What felt like “one more month to see” becomes a normal dismissal problem.

Related terms: notice period, confirmation, trial period, performance review, lawful termination ground.

Core concept #2: Employee status beats contract label

Definition: Employment status depends on the real working relationship, not just the title on the agreement.

Why it matters for startups: Misclassification affects tax, social contributions, IP ownership, leave rights, notice, and dismissal exposure. It is one of the fastest ways to create hidden liabilities while believing you stayed lean.

Real-world example: A founder hires a “freelance product designer” who works only for the startup, attends daily standups, follows manager approval, and uses company systems full-time. If challenged, that person may look like an employee.

Related terms: contractor, worker status, dependent contractor, social security, tax withholding, IP assignment.

Core concept #3: Documentation is evidence, not admin theater

Definition: Documentation includes contracts, role descriptions, policy acknowledgments, warnings, performance reviews, leave records, meeting notes, and internal approvals.

Why it matters for startups: If a dismissal is challenged, the file speaks before you do. Vague Slack messages and founder memory are weak evidence. Clean records give your legal position shape.

Real-world example: At CADChain, when growing from a tiny team to roughly 25 FTEs during a chaotic period, one lesson became obvious very fast: founder intuition does not scale, but systems do. Once teams cross borders, memory-based management becomes expensive.

Related terms: performance management, warning letter, redundancy file, manager notes, data retention.

Core concept #4: AI in hiring now creates governance duties

Definition: AI in hiring includes automated resume screening, candidate ranking, interview scoring, assessment tools, and decision support systems used in recruitment or workforce decisions.

Why it matters for startups: Cheap tools tempt small teams to outsource judgment. That is risky. The legal risks of AI in workplace decisions include bias, privacy issues, and poor explainability. In the EU context, founders should assume that opaque hiring automation is dangerous.

Real-world example: A startup uses an automated screen to reject candidates with non-linear CVs. That may quietly filter out return-to-work parents, migrants, or people with health-related gaps, then create a discrimination pattern the founder never intended.

Related terms: human oversight, algorithmic bias, transparency, candidate assessment, discrimination risk.

How should a startup hire in Europe step by step?

Here is a founder-friendly operating sequence. This is not a substitute for local legal advice. It is the playbook that helps you ask better questions before money leaks out.

Phase 1: Assessment and planning, weeks 1 to 2

Step 1.1: Audit your current hiring model

Map each worker by country, status, start date, manager, and contract type.
Check whether any “contractor” looks like an employee in reality.
Review who is on probation and when each probation period expires.
Identify anyone on protected leave or with recent health-related absences.
List every hiring or performance tool that uses automated scoring or filtering.

Step 1.2: Define your country strategy

Choose the countries where you truly want to hire long term.
Avoid random one-off hires in high-friction jurisdictions unless the business case is strong.
Decide whether you need direct employment, an Employer of Record, or a contractor setup that is actually lawful.
Set a risk budget for legal advice, payroll setup, insurance, and severance exposure.

Step 1.3: Build founder discipline

Train managers not to improvise feedback in chat.
Create one written process for hiring, performance concerns, and exits.
Assign one owner for employment records.
Ban “we’ll figure it out later” as a workforce policy.

Phase 2: Build the legal and operational foundation, weeks 3 to 6

Step 2.1: Choose the right hiring route

Direct local employment: better long-term control, more setup work.
Employer of Record: faster entry, still requires country-specific review of cost and control.
Independent contractor: only where the facts truly support independence.

Step 2.2: Set up your contract stack

Use country-specific contracts, not one global template.
Include lawful probation language where allowed.
Define role, reporting line, duties, confidentiality, IP assignment, working time, and notice.
Check collective agreements or mandatory local terms where relevant.
Keep policy references consistent with local law.

Step 2.3: Build the evidence trail from day one

Create a written scorecard for each role.
Record objective hiring reasons.
Store signed contracts and policy acknowledgments centrally.
Schedule probation reviews in advance.
Use structured notes for performance conversations.

Implementation checklist:

Country map completed
Status review completed
Contract templates checked locally
Probation calendar active
Manager guidance published
Records folder structure set
Insurance checked for employment disputes

Phase 3: Test, review, and scale, weeks 7 to 12

Step 3.1: Review early hires aggressively

Run formal check-ins before probation deadlines.
Compare role expectations with actual output.
Flag manager concerns early and in writing.
Act before the legal window closes.

Step 3.2: Standardize before growth

Do not wait until 20 hires to create process.
Use one hiring brief and one review template per function.
Keep compensation logic explainable across countries.
Review whether your AI or assessment tools need tighter human review.

Step 3.3: Build monthly legal hygiene reviews

Open issues by country
Upcoming probation endings
Leave and accommodation cases
Contractor status checks
Any planned terminations or redundancies

What hiring and termination practices work well in 2026?

Practice #1: Hire slower in high-protection jurisdictions

What it is: Increase screening quality before employment begins, especially in countries where exits are harder.

Why it works: The cheapest dismissal is the one you never need to make. Better hiring quality lowers legal risk and team disruption.

Use structured interviews with role-based scoring.
Test actual work through paid tasks where lawful and fair.
Check manager readiness before approving the hire.

Common pitfall: Hiring because the founder is tired and wants help fast.

How to avoid it: Delay one week and test one more candidate if the decision feels fuzzy.

Metrics to track: pass rate after probation, regretted hires, time to productive contribution.

Practice #2: Treat probation like a project with deadlines

What it is: Formalize check-ins, scorecards, and final review timing during the probation period.

Why it works: Founders miss deadlines when they rely on memory. Calendar-based review creates a real decision point.

Set review meetings at day 30, 60, and 75 or the local equivalent.
Capture objective concerns after each review.
Decide before the window closes.

Common pitfall: Giving vague verbal feedback, then acting shocked later.

How to avoid it: Write down expectations and follow-up actions after each review.

Metrics to track: probation completion rate, documented review completion, time-to-decision.

Practice #3: Keep humans responsible when using AI in hiring

What it is: Use software as decision support, not as the invisible judge.

Why it works: Human review reduces blind trust in patterns that may be biased, inaccurate, or poorly explained.

Document where AI is used in screening or assessment.
Require a human reviewer to validate outputs.
Keep records of why a candidate was rejected or advanced.

Common pitfall: Assuming a tool is lawful because it is sold in Europe.

How to avoid it: Ask what data the system uses, how bias is tested, and whether results are explainable to your team.

Metrics to track: adverse impact patterns, human override rate, audit log completeness.

Practice #4: Separate performance problems from misconduct problems

What it is: Use the right process for the right issue.

Why it works: Courts and advisers look at whether the employer reacted proportionately. Poor fit, low output, and serious misconduct are not the same thing.

Define the issue clearly.
Choose the matching process.
Keep facts, evidence, and timing consistent.

Common pitfall: Calling bad performance “misconduct” because it feels stronger.

How to avoid it: Ask whether the person refused, could not, or was never properly guided.

Metrics to track: warning accuracy, case duration, settlement rate.

Practice #5: Build manager scripts for hard conversations

What it is: Give managers written language for feedback, warning meetings, and exit discussions.

Why it works: Linguistics matters in employment disputes. Ambiguous language, emotional overreach, or accidental promises create evidence problems. My background in linguistics made this painfully clear long before startup HR software caught up.

Draft short scripts for each stage.
Train managers to stick to facts and next steps.
Ban ad-lib legal theories in meetings.

Common pitfall: Managers try to be kind by becoming vague.

How to avoid it: Be respectful and precise at the same time.

Metrics to track: documentation quality, manager deviation from process, dispute escalation rate.

Which mistakes do founders make most often when hiring in Europe?

Mistake #1: Assuming Europe is one legal zone

Why founders make it: The EU feels unified from a product and market view.

The impact: Wrong contracts, wrong notice assumptions, and ugly termination surprises.

Check local rules before every new country hire.
Use country-specific advice for dismissal-sensitive roles.
Document your employment route choice.

If you already made it: audit every existing worker and fix the biggest exposure first.

Mistake #2: Treating contractors like disposable employees

Why founders make it: They want speed and lower admin.

The impact: Reclassification claims, tax exposure, social contribution debt, and IP uncertainty.

Check autonomy, substitution rights, control, and economic dependence.
Do not force contractor behavior into employee rhythms.
Review long-term contractors every quarter.

If you already made it: redesign the relationship or convert status before a dispute does it for you.

Mistake #3: Waiting too long during probation

Why founders make it: Hope is cheaper than action in the short run.

The impact: A relatively simple exit turns into a full employment problem.

Calendar every probation deadline at contract signature.
Force a formal decision before expiry.
Do not extend informally if local law does not allow it.

If you already made it: switch to proper performance management fast and get local legal guidance before any dismissal step.

Mistake #4: Firing near protected leave without extreme care

Why founders make it: They see timing as coincidence, while a judge may see retaliation.

The impact: Discrimination claims, reinstatement risk, settlement pressure, and reputation damage.

Pause and review any exit touching pregnancy, parental leave, sickness, disability, or whistleblowing.
Separate business frustration from lawful process.
Create a written legal review checkpoint.

If you already made it: stop informal messages and get counsel involved before further contact.

Mistake #5: Using AI tools they do not understand

Why founders make it: Small teams love shortcuts.

The impact: Bias, privacy risk, explainability gaps, and bad evidence.

Inventory every automated step in hiring.
Require human review and written reasoning.
Drop tools that cannot explain output logic at a usable level.

If you already made it: pause automated rejection decisions until the process is cleaned up.

How should startups measure hiring and termination risk?

Founders track growth metrics obsessively and ignore workforce legal metrics until there is blood on the floor. That is backward. If people risk can kill runway, track it like runway.

Foundational metrics to track first

Probation pass rate by function and manager
Regretted hire rate
Time between first concern and documented feedback
Share of workers by status: employee, contractor, EOR
Country-by-country notice and severance exposure
Protected leave cases open
Manager training completion on hiring and exits

Advanced metrics after three months

Dispute rate by country
Settlement cost per termination case
Outside counsel spend per headcount market
Human override rate in AI-assisted screening
Candidate drop-off by assessment stage
Contractor conversion rate to employee where needed

What your dashboard should include

Live headcount by country and status
Probation deadlines in the next 60 days
Open performance cases
Leave-protected employee list with access controls
Expected exit cost range by scenario

You can build this with a spreadsheet at seed stage. My bias is always the same: default to no-code until you hit a hard wall. Fancy systems do not save sloppy thinking.

How does the hiring approach change by startup stage?

Pre-seed and seed stage

Your reality: little cash, high uncertainty, and too much founder improvisation.

Hire in fewer countries, not more.
Use contractors only where the facts support real independence.
Set up probation reviews before the person starts.
Do not use opaque hiring tools you cannot explain.

Prioritize: contract quality, status review, and manager discipline.

Delay: full HR tech stacks and complex global structures.

Resource level: founder time plus targeted local legal review.

Success looks like: no surprise misclassification, no missed probation windows, and no chaotic exits.

Series A stage

Your reality: hiring speeds up, managers multiply, and inconsistency starts costing money.

Standardize role scorecards and probation reviews.
Audit every country where you have more than one worker.
Create one approval step for any termination.
Review insurance and legal support arrangements.

Prioritize: repeatable process and country risk visibility.

Delay: vanity employer branding projects that hide weak internal process.

Resource level: people ops lead plus outside counsel support.

Success looks like: fast hiring with fewer regretted hires and lower dispute exposure.

Series B and later

Your reality: headcount scale turns small mistakes into pattern risk.

Review reduction-in-force planning by jurisdiction before you need it.
Check collective consultation and worker representation triggers.
Audit AI-assisted hiring and workforce analytics tools.
Model severance and litigation exposure before expansion.

Prioritize: governance, documentation quality, and manager control.

Delay: random country expansion without local workforce design.

Resource level: internal people/legal ownership plus multi-country counsel coordination.

Success looks like: disciplined growth without legal debt compounding quietly in the background.

What should founders do in the next 30 days?

Week 1: Research and alignment

List every worker, country, and status.
Mark probation end dates and any protected leave cases.
Identify all hiring tools with automated scoring or filtering.
Choose your top three highest-risk jurisdictions.

Week 2: Planning and budget

Set a legal review budget for those countries.
Update contract templates.
Create one manager guide for feedback and termination steps.
Review whether your insurance stack covers employment claims appropriately.

Week 3: Process kickoff

Launch formal probation reviews.
Fix any contractor relationships that look unsafe.
Store all employment records centrally.
Assign approval authority for exits.

Week 4 and beyond: Review and tighten

Check whether managers follow the process.
Review open concerns before probation windows close.
Pause any tool that automates decisions without explainability.
Repeat the audit monthly while hiring actively.

Glossary of terms founders should know

Probation period: an initial stage of employment where different notice or dismissal rules may apply, depending on local law and the contract.

Notice period: the time between termination notice and the final working day or payment in lieu, where allowed.

Misclassification: treating a worker as an independent contractor when the facts show employment.

Protected leave: leave linked to rights such as pregnancy, maternity, paternity, parental care, sickness, or disability accommodation.

Employer of Record: a third party that formally employs a worker in a country on your behalf, while your startup manages day-to-day work within legal limits.

Human oversight: real human review and responsibility over automated or AI-assisted hiring outputs.

Redundancy: a role-based termination linked to business need, restructuring, or reduced work, subject to local legal tests.

Severance: money due on termination in some cases by law, contract, collective agreement, or settlement.

Key takeaways

Hiring in Europe is easy compared with firing in Europe. Founders should assume exits need reason, process, and proof.
The risk starts at hiring, not at termination. Contracts, worker status, probation timing, and manager language shape the future dispute.
Europe is not one employment system. Country-by-country rules matter, and lazy templates create expensive surprises.
AI in hiring adds legal exposure. Human oversight, explainability, and documented reasoning matter more now.
Good process protects runway. The startup that treats employment law as infrastructure, not paperwork, usually spends less and sleeps better.

If you remember one line, remember this: hire with the exit in mind. That sounds cold. It is actually respectful. Clear expectations, lawful structure, and honest documentation protect both sides. And for founders building distributed teams in Europe, that discipline can be the difference between controlled growth and a very expensive lesson.

FAQ

How should founders choose between an entity, an EOR, or contractors in Europe?

Start with control, time horizon, and legal risk, not convenience. If the role is core, long term, and tightly managed, direct employment or an EOR is usually safer. Contractors fit only where independence is real. For broader expansion context, see the European Startup Playbook.

What country should a startup avoid hiring in first if it wants flexibility?

Avoid thinking in absolutes. Instead, rank countries by termination friction, payroll complexity, language requirements, and local management capacity. A “cheap” hire can become expensive if local dismissal rules are strict. Build your first distributed team in fewer jurisdictions and expand only after your process works.

How much severance and exit cost should startups budget for in Europe?

Budget beyond statutory severance. Include notice pay, unused holiday, employer taxes, legal review, settlement pressure, and manager time. A practical model is to estimate best case, likely case, and dispute case by country. That gives founders a more realistic view of hiring risk before signing.

Can a startup rely on US-style performance management with European employees?

Not safely. European employment disputes often turn on whether expectations were clear, support was given, and records existed. Replace informal founder feedback with written goals, dated check-ins, and documented next steps. Casual chats may help culture, but they rarely help much in a termination file.

What should be in a Europe-ready employment contract besides salary and title?

Include role scope, reporting line, probation wording, working time, confidentiality, IP assignment, notice, leave references, and any mandatory local clauses. One global template is rarely enough. If you need a practical cross-border checklist, this international HR guide is a useful reference.

How do language and culture mistakes create termination risk in Europe?

Manager wording can create legal trouble fast. Vague praise, emotional criticism, or mixed signals weaken later action. In cross-border teams, direct US-style feedback may also land badly. Use simple written summaries after important meetings so expectations, concerns, and deadlines are consistent across languages and management styles.

What happens if a startup wants to cut costs and remove a role quickly?

A cost-cutting dismissal is rarely just a business choice. It may trigger redundancy rules, consultation duties, objective selection criteria, or redeployment review depending on the country. Founders should prepare a business case, timeline, and written rationale first, then check local requirements before communicating anything.

Are remote-first startups more exposed to employee misclassification in Europe?

Yes, especially when remote work hides the real relationship. If a “contractor” works full time, follows your hours, joins internal rituals, and depends mainly on your company, the label may fail. Review contractor arrangements quarterly and redesign any role that looks economically dependent or manager-controlled.

How should startups handle AI-powered recruiting tools when hiring in Europe?

Treat AI hiring software as assisted judgment, not autonomous decision-making. Keep a human reviewer responsible for screening outcomes, store reasons for rejection, and ask vendors how outputs are tested for bias. If your team cannot explain the tool internally, it is too risky for regulated hiring workflows.

What is the biggest operational mistake after making a bad hire in Europe?

Waiting and hoping. Founders often delay action because fundraising, product work, or team loyalty feels more urgent. That delay can kill probation options and weaken evidence. Set mandatory review dates before the employee starts, escalate concerns early, and require one internal approval step before any exit process stalls.

Violetta Bonenkamp

Violetta Bonenkamp, also known as Mean CEO, is a female entrepreneur and an experienced startup founder, bootstrapping her startups. She has an impressive educational background including an MBA and four other higher education degrees. She has over 20 years of work experience across multiple countries, including 10 years as a solopreneur and serial entrepreneur. Throughout her startup experience she has applied for multiple startup grants at the EU level, in the Netherlands and Malta, and her startups received quite a few of those. She’s been living, studying and working in many countries around the globe and her extensive multicultural experience has influenced her immensely. Constantly learning new things, like AI, SEO, zero code, code, etc. and scaling her businesses through smart systems.

Hiring in Europe: Why Firing is Harder Than You Think. Essential employment law tips for startups building distributed teams.21 | Ultimate Guide For Startups | 2026 EDITION