Parallel- How Overjoy Stopped Guessing and Got Confident About Hiring

At Overjoy, hiring decisions started to slow the company down.

Not because the team didn’t want to hire, but because it was hard to answer a basic question with confidence:

How many people can we afford to hire?

Alex Han and his co-founder didn’t come from finance backgrounds. Early on, runway lived in QuickBooks and spreadsheets, and that worked fine.

As the company grew, guessing just wasn’t adequate.

Results at a glance

Overjoy moved off eyeballing runway in QuickBooks
The team got clear answers on how sales and engineering hires affected runway
Hiring decisions became faster and less fear-driven
Runway shifted from a static number to an active planning tool

The Problem

As hiring pressure increased, the same question kept coming up internally, especially from engineering.

How many engineers can we actually hire?

Alex couldn’t give a straight answer. Not because the data didn’t exist, but because every answer depended on assumptions. Before Parallel, planning relied on rough estimation.

“I needed to give him a straight answer, and I couldn’t give him a straight answer. We literally just eyeballed it using QuickBooks, and we were too wrong.”

They tried spreadsheets too, but scenario planning was painful. Every change meant copying models, deleting assumptions, and starting over. Decisions slowed. Hiring got conservative. And conservative started to feel risky.

What Parallel Changed

Parallel gave Overjoy a way to connect hiring decisions to runway without rebuilding models every time.Instead of debating whether they could afford a hire, the team could model it and get a clear answer. Overjoy can see how different hiring scenarios played out over time rather than just their burn.

That changed how confident decisions felt.

“Part of the reason why I’m so confident to hire salespeople is because I have these projections.”

More importantly, it changed how the team thought about risk.

“It basically allows us to take risks. And that is the thing that helps me most.”

What Became Possible

With clearer projections, hiring decisions sped up. The question stopped being “can we afford this?” and became “do we want to do this?”Engineering hires were easier to approve and sales hiring felt less scary because the payoff timing was visible.

Alex put it plainly:

“Engineering hiring decisions would take two to three times longer without this. We’d be very scared to hire salespeople.”

Runway stopped being something to fear and started being something to use.

“It allows you to leverage your runway a lot more aggressively.”

The Result

With clearer projections, Overjoy could move faster.

Hiring decisions became easier to evaluate. Conversations around sales and engineering hires felt more grounded. Planning shifted from hesitation to intention.

“Part of the reason why I’m so confident to hire salespeople is because I have these projections.”

Runway stopped being something to fear and became something the team could actively use.

Parallel became part of how Overjoy planned hiring and growth as the company scaled.

Why This Matters for Founders

Once revenue becomes predictable, planning gets harder. Hiring and revenue ramp overlap. Burn alone stops telling the full story.

Overjoy reached that stage. Parallel helped them move from guesswork to conviction so they could hire with confidence while scaling.

About Overjoy

Overjoy is a B2B SaaS company building software to help revenue-driven teams make better hiring and growth decisions. Their platform connects sales performance, hiring plans, and financial outcomes so leaders can understand how headcount decisions impact revenue and runway.

Overjoy works with companies that are past the earliest stages and starting to scale their go-to-market motion. As sales teams grow and ramp times matter more, Overjoy helps founders and operators plan headcount with a clearer view of timing, efficiency, and risk.

By making the relationship between hiring and outcomes easier to reason about, Overjoy supports teams as they move from gut-driven decisions to more deliberate growth.