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Evan Sharp, the founder of Pinterest, is such a unique founder. Constant curiosity mixed with the ability to go deeper on a problem than most people ever would. At the same time, despite leading/founding a $20B+ company, I think many designers can see themselves in him...

Ben Blumenrose

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20,453 Aufrufe • vor 10 Monaten •via X (Twitter)

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"80% of the culture of a company is defined by the personality of the founder. Facebook is Mark. Google is Larry and Sergey. Our job as leaders around founders is to help articulate the culture that they're creating, and to help extend it. Your job is to build a company that would make a decision the way the founder would when they're not in the room. That is the work of building a company around a founder. Your job is not to shape culture. I've seen and watched friends like try to shape a set of values at a company, and it just doesn't match who the founder is. You say move fast and break things, and your founder loves ambiguity and is perfectly happy with not making decisions—all that leads to is cultural dissonance." — Molly Graham

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Peter Thiel on the question he asks every startup founder he invests in “Why will the 20th talented person join your company when they can get paid way more at Google, they will have to work way less hard at Google, and it will look better on their resume to go to Google?” The 20th employee won’t get the equity or prestige that someone on the founding team will get, so there needs to be another incentive if you’re going to build a truly great company and attract the best people in the world. Thiel believes the best answer is something along the lines of: “This is the only place in the world where you can work on this incredibly important problem.” He continues: “It has to—on some dimension—be a really important problem that at least some people think is the most important problem in the world. Those are the kind of businesses that are unique, and when they work, they end up being leaders in their respective markets.” If it’s a problem that a bunch of other team are working on, it will be hard to attract a truly world-class employee #20.

Peter Thiel on the question he asks every startup founder he invests in “Why will the 20th talented person join your company when they can get paid way more at Google, they will have to work way less hard at Google, and it will look better on their resume to go to Google?” The 20th employee won’t get the equity or prestige that someone on the founding team will get, so there needs to be another incentive if you’re going to build a truly great company and attract the best people in the world. Thiel believes the best answer is something along the lines of: “This is the only place in the world where you can work on this incredibly important problem.” He continues: “It has to—on some dimension—be a really important problem that at least some people think is the most important problem in the world. Those are the kind of businesses that are unique, and when they work, they end up being leaders in their respective markets.” If it’s a problem that a bunch of other team are working on, it will be hard to attract a truly world-class employee #20.

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Ashim Egunjobi, Co-founder of Octerra Capital, a Venture Capital firm, explains what her company considers before investing in a start up. They look at the Founder Risk. The founder must have the grit, conviction and understanding to solve the problem. Second thing is Business Model. And finally Market Risk.

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Most people think starting a company without a co-founder is a bad idea. We believe the opposite: solo founding will be the default way great companies get started. Applications are now open for the Solo Founders Program. 3 months in SF: "solo, together" + 1:1 support + $100K

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Peter Thiel: Why will the 20th employee join your company? When deciding whether or not to invest in a founder, Thiel asks: “Why will the 20th talented person join your company when they can get paid way more at Google, they will have to work way less hard at Google, and it will look better on their resume to go to Google?” The 20th employee won’t get the equity or prestige that someone on the founding team will get, so there needs to be another incentive if you’re going to build a truly great company and attract the best people in the world. Thiel believes the best answer is something along the lines of: “This is the only place in the world where you can work on this incredibly important problem.” He continues: “It has to—on some dimension—be a really important problem that at least some people think is the most important problem in the world. Those are the kind of businesses that are unique, and when they work, they end up being leaders in their respective markets.” If it’s a problem that a bunch of other teams are working on, it will be hard to attract a truly world-class employee #20. Source: Pando

Peter Thiel: Why will the 20th employee join your company? When deciding whether or not to invest in a founder, Thiel asks: “Why will the 20th talented person join your company when they can get paid way more at Google, they will have to work way less hard at Google, and it will look better on their resume to go to Google?” The 20th employee won’t get the equity or prestige that someone on the founding team will get, so there needs to be another incentive if you’re going to build a truly great company and attract the best people in the world. Thiel believes the best answer is something along the lines of: “This is the only place in the world where you can work on this incredibly important problem.” He continues: “It has to—on some dimension—be a really important problem that at least some people think is the most important problem in the world. Those are the kind of businesses that are unique, and when they work, they end up being leaders in their respective markets.” If it’s a problem that a bunch of other teams are working on, it will be hard to attract a truly world-class employee #20. Source: Pando

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we are looking to invest in the next Lovable, Spotify and Klarna reply to this with what you are building and your unique insight Example: Spotify's founder unique insight was that piracy wasn’t a “people won’t pay” problem, it was a UX problem, and if you made music instant, searchable, and cheaper than illegal downloads, people would switch

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