Cofounder Mode: A tactical guide to finding a cofounder
Rob Balian emphasizes a structured approach to finding a cofounder, recommending an Ideal Cofounder Profile, self-assessment questions, and gradual search methods while being mindful of potential red flags.
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Rob Balian shares insights from his nine-month journey to find a cofounder, emphasizing the importance of a structured approach. He suggests defining an Ideal Cofounder Profile (ICP) that includes specific criteria such as skillset, timing, and interest in ideas. Balian recommends using a set of 50 self-assessment questions to clarify personal values and dealbreakers, which can streamline the search process. Potential leads can be sourced from personal networks, cofounder dating apps, and events. He highlights the significance of timing, noting that finding a cofounder can take longer than expected and should be approached as a gradual process rather than a full-time job. The dating process involves multiple stages, starting with a video call to assess compatibility, followed by in-person meetings and collaborative projects to evaluate working dynamics. Balian advises being vigilant for red flags, such as misalignment in commitment or vision. He concludes that while having a cofounder can significantly accelerate business development, it is still possible to progress with an idea independently.
- Define your Ideal Cofounder Profile to streamline the search.
- Use self-assessment questions to clarify personal values and expectations.
- Source potential cofounders from personal networks and specialized platforms.
- Approach the search as a gradual process, not a full-time job.
- Be aware of red flags that indicate misalignment or lack of commitment.
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- Many commenters question the effectiveness of spending extensive time on "cofounder dates" instead of actively building a startup.
- Concerns are raised about the unrealistic expectations placed on potential cofounders, such as quitting their jobs without compensation.
- Some suggest that a more organic approach to finding a cofounder, based on shared interests, is preferable.
- Critics argue that the outlined method may attract less committed individuals rather than top talent.
- There is skepticism about the overall value and practicality of the advice given in the article.
21 commentsFrom what I can see, the author is a CTO who is ex-meta and Stanford computer science. They look like a technical co-founder to me.
I know there's this annoying and widely prevalent persona of co-founder dater with only ideas, and no skills to build them, but this author doesn't seem to be that.
That should have taken unbounded time to find someone, not a mere 9 months.
It was a job interview (50 question homework, 3 day hackathon trial) plus firm requirements and who has the final say is presented. We didn't hear about the different tests and requirements these 100 dates demanded so it appears one sided.
The best way to meet a cofounder is to be interested in something; so interested you explore it and you find something you like someone else is doing and you talk to them about it. You come up with some idea and you reach out to this person and explore it.
I resonate with the OP because I am in this exact situation that I am building something but I cannot leave my current job now.
When some friends started to build companies in mid-2000/mid-2010 you could code/build something, try to get some traction and you could be received by VCs/angels and occasionally they could write a 25K check for you to work for 3-6 months to build it and perhaps you could get some traction and then scale or go burst.
Now the bar for new products it's absurdly high if you're out of the YC or San Francisco VC circles or if you do not have anyone in the industry; plus most of the VCs prefer to invest in "pedigree founders" than in unknown people, especially if those people are outside of the bay area.
In my first endeavor, I went with a finished product that undercut some big enterprise SaaS vendors, and we lost space for a bunch of non-technical guys with PPTs and one idea.
I have a tip on finding a cofounder. I've been looking for the last 12 months and I tried a lot of things, but the thing that worked best is this: Post a job ad.
That's it. My ad sounded like a normal job in every way, with a title like "Director of X". A couple of specific notes: 1) the first line said "cofounder" in it somewhere, and 2) it specified "part-time to full-time, heavy on equity compensation" somewhere else.
The result: Lots of inappropriate candidates applied. But also, my 2 job posts resulted in three extremely excellent team members: a equity-only cofounder, a mostly-equity cofounder/early hire, and an amazing advisor. I have been working with these folks for months and they are very solid.
I also recommend my vetting process: just like a job. That is, I did a phone screen, a multi-hour interview, a little take-home, and I winnowed down the candidates at each stage. With the chosen few, I kicked off a "let's do this" conversation. My pitch was, "I know it's ridiculous, but let's get business married, we'll set up an offsite and start working together full-time... and, if we really need to, we'll get an annulment". That's what vesting is for!
Hope that helps :)
Honestly the author sounds like they like the idea of doing a startup more than a specific problem they want to solve.
Unfortunately this means you’re an undifferentiated untechnical person trying to attract highly in demand talent to work on your vague idea.
It won’t work because both cofounders will have no vision and no strategy that distinguishes them from the massses.
This strategy might work if the person has a proven track record of leading start ups to success. But if this were true, you would raise money and hire technical people instead.
What’s the highest value company that was started with a method like this? Genuinely curious, can’t think of one.
What does that mean?
...so this guy wants someone in SF to quit their job and work full time while unpaid? This method selects from the bottom of the pool, not from the top.
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The article explains why technical co-founders may decline partnership offers due to unrealistic founder requirements. It emphasizes execution over ideas, mutual risk-taking, and attracting co-founders with potential and independence.