I would like to understand some of the strategies how to deal with hyper growth? For example we need to add around 10 engineers a month, it is taking a toll in how one could hire them and onboard them. Did you encounter a situation where you said NO to new clients due to hyper growth?
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The former level of growth is dangerous in many ways. It incentivizes you to hire below your standards. It completely replaces your carefully cultivated team culture with a wave of people who will form their own culture. It overwhelms your existing people with onboarding.
And then if the new clients don’t stick around in the long term you’re stuck paying salaries for a whole bunch of people you don’t have work for, or letting the lot of them go.
Classic worth reading: The Mythical Man Month.
If you’re starting with a very small team, I’d suggest hiring a couple full-timers and a couple contractors, and letting go of some of the potential clients.
Another option, if you’re doing bespoke work (you didn’t say what your company does) would be to subcontract to another agency. That gives you a lot more boots on the ground without the additional people complexity. Then, as you grow at a more reasonable rate, you can gradually bring more of that work back in house, since you generally don’t want to outsource your core competency.
Talk to Triplebyte, get on Github jobs, go to related tech meetups... make it your mission to try out people and get more than you need, because some won't work out.
Always be hiring (at least long-cycle interviewing) so you won't be caught without some staff potentials whom are warmly interested, and able to speed up the process when scaling is needed.
Ask solid hires to recommend people they really want to work with because they'll be happier and it makes for faster interviewing.
You have to say "not right now" (rather than no) until you can deliver. Help them find suitable alternatives if you can't deliver in a reasonable timeframe.