Fundwave’s Post

Working with good founders is always a blessing, especially when it comes to early stage companies where red tapism and employees self interest hasn’t taken a lead over company goals yet - because Im always excited to work with founders you can have a 1:1 candid conversation with The key here is simple: my underlying motivation is having the company’s broader interest above mine , and founder’s should be to care about me It’s fundamentally symbiotic- I make sure the company thrives, you make sure I do Really think this is usually only possible in early stage team - cross than 150 member mark and you can no longer rely on systems of motivation, but only on system on incentives

Founders, it's not just your idea that gets funded, it's your team's ability to bring it to life. Don’t just talk about your vision; brag about your team. Make investors see their potential and feel the excitement of who they’re investing in. Remember, the ability to build and sustain an exceptional team isn’t just a skill; it’s an asset. 

Second Time's the Charm! I recently pivoted to building a wardrobe management tool, and let me tell you, things are moving overwhelmingly fast. Everything's so positive and I feel really confident and calm about what I'm doing but on the contrary I can often become worried incase this is too good to be true or if I'm somehow managed to fluke it. In just 2 months, I've gone from initial concept to nearly finishing my prototype and even assembled a fantastic team! Previously, it took me over 2 years to reach this milestone. I'd love to hear from experienced founders: have you found building companies gets easier the more you do it? Do you find yourselves moving faster and more efficiently with each new venture? And do you still get nervous?

Another great one from Benn Stancil, this one about "Founder Mode." The biggest thing that struck me was a reminder of something I learned (weirdly enough) in grad school. You can't break the rules...unless it works. There is a lot of forgiveness if it works. Though that is a lesson I don't think is unique to founders. When I got to lead my first team, I made all sorts of changes, some of which people didn't like initially. But they worked, so I was able to continue doing them. Unfortunately you don't working doesn't give you complete protection (or politics wouldn't be a thing in companies*), but if you want to maximize your potential, you can't follow all the rules. * Also some founders/CEO strongly believe, they can break all the rules, but you better not break their rules (results be damned) https://lnkd.in/eBsKReHH

First time founders often misunderstand what "team" means to early stage investors. Team evaluation typically does not refer to team experience. It certainly does not refer to advisor experience. Team typically refers to three things: CEO Selling Ability, Founder - Market Fit and team compatibility. Red flags on team compatibility will lead to an auto pass. Great team compatibility won't lead to a check but can lead to a referral if you are likable and pleasant. Introverts sometimes sell better by listening and asking clarifying questions during a pitch. Persuade investors the same way you persuade your friends. Pre-seed companies typically have no meaningful traction. If they have a product, it will likely change over time. The only constant is the team. It just means something different than the traditional linguistic connotations. If you found this useful, read my new essay: "Pitching: Traction, Team and Product" on substack. https://lnkd.in/gYcuP78A Does team mean something different or similar to you?

First-time founders build their businesses up and around themselves. Don’t feel bad…I did it, too. Second-time founders hire and build a team to run the business from the start. The best-case scenario is when you go to build new businesses, projects, and subsidiaries, and you have a pool of talent to promote over to run your new thing. Once you get this, the sky's the limit, and you never look back.

Are investors *really* interested in the problem you're solving? 👇 Some of them are, but not all of them. Yet everyone will tell you the 'problem' is everything... 🚪 The problem might open the door - particularly if you're looking at sector specific angels or VCs or impact investors. But then, what are investors actually looking at? 🌏 Is this a big idea? The question I ask myself, no matter how interesting the problem, is 'will the world look any different if this company succeeds?' ✨ Have they managed to get anywhere? A few test users, a manual unscalable version of their product, customer interviews. I want to see the founders getting out there, and people responding. ⏰ Is it the right time? If this is such an amazing idea and huge market, why hasn't anyone else done it yet? What makes now the right time for this to happen? 👯 Is this the right team? I need to be convinced that the founders are going to be able to do this, but also be able to bring in the very best team. Businesses are mainly about the people within in. Remember, investors get things wrong ALL the time. Knowing what they're looking for won't protect you from hearing no, but it should help shield you from a few mistakes.

Assembling the right team is one of the most critical challenges for startups—often compared to solving a complex puzzle where every piece must fit perfectly. Beyond just finding skilled individuals, building a high-performing team requires: Shared Vision: The team must be aligned with the company’s goals and mission. Complementary Skill Sets: A diverse group with complementary abilities ensures that all aspects of the business are covered. Cultural Fit: Team members should share core values and work ethics. Effective Communication: Open, honest communication—without crossing into harmful behavior is vital for problem-solving and decision-making. Reducing conflicts and disagreements: Cofounder conflicts can be detrimental to the success of a newbie startup. By going solo, you eliminate the risk of personality clashes and differing visions, allowing you to maintain a focused and harmonious work environment.

My journey to building a dream team taught me more than I expected. When I started building my team at Ari10, I thought it was all about finding the most skilled people. But I quickly learned there's so much more to it. Here's what I discovered: 1. Likeability matters You spend a lot of time with your team, especially in a startup. I realized it's crucial to genuinely like the people you work with closely. It makes the long hours and challenges so much easier to navigate. 2. Diversity is key I learned that having a team with diverse skills is more valuable than having multiple people with the same strengths. If we're all great at sales but no one knows product development, we'd sell a lot of... well, not-so-great products! 3. Trust goes both ways This was perhaps the biggest lesson. As a founder and CEO, I had to learn to trust my team with tasks without micromanaging. But I also had to earn their trust - to show them I genuinely care about their growth and well-being, not just the company's bottom line. Building a dream team isn't just about assembling a group of talented individuals. It's about creating an environment where everyone can thrive, grow, and work towards a common goal. What's been your experience in building or being part of a great team?

Are you a person of Value? Becoming a person of value and being valuable to your team, your company takes investment in YOU. You are after all the best investment. Over the years I have been asked a lot about job security in our Industry. I know stop laughing..... we all know job security in construction can be like the white unicorn. Let's face it we are only as good as our last project......always. However, if that white unicorn exists for any of us I KNOW it is due to becoming a person of value, never stop learning and investing in YOU.