* Your attitude is the exact opposite. *
You setting your theory against my lived experience. If you want to understand the situation more fully, you can read How To Destroy A Tech Startup In Three Easy Steps:
https://www.amazon.com/Destroy-Tech-Startup-Easy-Steps/dp/09...
I did my best to re-create the extent to which decisions were driven by panic and the pressure of time.
Please note, every company in the world has a finite amount of time, and a finite amount of money. You can argue that a company should hire people with more experience, but people with more experience will be more expensive, so you will end up with less people. Or you can argue that a company should hire more people, of less experience, and then train them. Training takes time, so in this case you are trading time for money.
All of these strategies work, but in different circumstances. In the circumstances that I faced in 2015, described in the book, I advocated for the strategy of less people, of a higher skill level. I was, however, outvoted, which is a reality of corporate life.
It is relatively rare that a company follows an ideal strategy. What I see instead is constant course correction, often with a bit of a lag, so that the company ends up having the ideal strategy for dealing with the situation that it faced 6 months ago, which is not necessarily the ideal strategy for what it is facing now.
Business tends to be chaotic. The Platonic Ideal of computer programming needs to be adjust to the real realities that businesses face.
To be clear, Sital's attitude was a major problem, and myself and co-workers advocated that he be fired. But management kept him on, and I was given the responsibility of covering for the gaps in his knowledge. I was not happy about this, but this is a reality of business: we often have to accept that a decision has been made that we strongly disagree with, and then we need to somehow make the best of it.