7 Mistakes People Make Trying to Find Technical Co-Founders

Finding a technical co-founder is hard, and every startup is different, so it’s difficult to say what you should do to recruit one (although we’ll be trying in a different article). On the other hand, it’s pretty easy to say what you shouldn’t do. Here’s our list of 7 mistakes people make when looking for a technical co-founder.

1. Ask them to “build it for you”

This is the most widespread and pernicious of mistakes, and easily takes our top spot. And it betrays a fundamentally insulting way of looking at your relationship with a developer.

If you’re looking for a technical co-founder (which you are, even if you’re just looking for someone who will build the product for equity), then you need to treat them like a partner. They have a valuable skill that you don’t, and their experience will allow you to not just create the product in the first place, but create a better product than you would on your own. You can’t treat them as though they are a completely interchangeable code monkey and expect to get a loyal, passionate partner out of it.

If you just want someone to ‘build it for you,’ then you’re not looking for a technical co-founder – you’re looking for a hired gun. Unfortunately, hired guns don’t work for free, and you need to be prepared to shell out a fair amount of money to have someone execute on your vision. There’s nothing wrong with that approach – it’s a large part of Thryv’s business – but it’s a mistake to treat a potential partner like a freelancer sans monetary compensation. Developers aren’t dumb, and, by and large, you won’t be able to just trick ‘some dev’ into making you rich in return for scraps (which is exactly how it can sound when you take this approach).

2. Ask for an NDA before talking about your idea

There’s nothing that screams ‘novice’ like asking for an NDA before talking about the idea.

It’s not that NDAs aren’t important – they are – but they are generally only relevant once you have a product, not when you’re still in the ideation phase.

When all you have is an idea you want the opposite of an NDA. You should be shouting your idea from the rooftops asking for feedback. You need feedback, you need people with experience to tell you what they think. Is it feasible? What do I need to build it? What haven’t I thought about? What problems am I likely to encounter? Are there competitors I don’t know about? What kind of timeline should I expect? These are all questions you’ll want to answer before attacking the problem in earnest, and if you demand an NDA before asking, you’re never going to get the answers.

“But isn’t that dangerous?” you ask. “Won’t someone steal my idea?”

No, and no. There is almost a 0 percent chance your idea will be stolen, even if it’s amazing. Why? Because the idea is one of the least important factors in success – and it’s important for you to come to terms with that. The execution, the team, the timing, the advisors are ALL more important than the idea itself. Those things also happen to be the hardest parts to get right, so until you show that you have gotten them right, no one will try to steal your company.

3. Over hype your idea

Inspiring the people around you is a vital part of business success. Over hyping, though, will actively repel potential partners.

No one is inspired by someone saying ‘this is a billion dollar idea!’ or ‘this will change the world!’ They become inspired when you tell them why – and when you show them it’s possible.

As an example: the concept of high speed transit between large cities has been around for a long time. So why was the Hyperloop so interesting? Because Elon Musk and his team wrote a whole report on how it could be done, along with realistic estimates of what sort of impact and possibilities it might entail. Strive to do the same with your own ideas.

4. Expect them to work for free

The key word here is ‘expect.’

When you’re starting out, you will almost certainly be cash strapped. You want to find someone who will help you make your idea into reality, and you can’t afford much at this point. Moreover, you want to work with someone who is as excited to work on the idea as you are. What are you to do?

Well one thing you mustn’t do is go to a developer and expect them to work for nothing. Any experienced developer has 1.2% of some failed company in their back pocket – adding another chunk of worthless equity has exactly zero appeal. It’s your job to draw them in over time, and one meeting where you tell them the idea won’t do it. A great way to get them to fall in love with the idea is give them exposure to it, with a monetary incentive to get them in the door. If, once they’ve seen the potential by working on it a bit, they want to join as a partner, then you can talk about equity only compensation – but no experienced developer will commit to something unproven, free of charge, after one conversation.

5. Act like your idea is unique

…because it almost certainly isn’t. Perhaps a part of it is, but that’s not the point, and it’s not what makes it valuable. Ideas are a dime a dozen; there are lots of ways to solve any single problem. What you need to do is show that the way you’re going about it is viable, and that you have the wherewithal to get it done. Moreover, thinking your idea is the only one in this space is almost always naive, and pegs you as a beginner – no one wants to work with a beginner.

Work hard to find other examples of similar ideas succeeding, or if they failed, find out why – and explain how you’ll avoid the same pitfalls.

6. Not doing research

If you’re looking for a technical co-founder, there are tons of questions that you need to answer. Even if you’re not technical, you need to have done some research about what you need to bring your idea to fruition – and be able to speak intelligently about your thought process.

This may sound like a chicken/egg sort of situation – if you need technical expertise to attract a technical co-founder, how are you ever supposed to do so in the first place? One way is to find a technical advisor who, while they’re not going to build your product, can point you in the right direction. Ask them what the critical decisions are, and what the trade offs are for different approaches. Consider your options, do your research, make some tentative decisions, and use that as a foundation on which to build your search for a partner.

7. String meaningless buzzwords together

No one is impressed with buzzwords. Buzzword salad immediately identifies poor partnership choices for many developers.

The most important part of any business is the problem it’s solving. Start with the problem, and build from there. If new technologies have enabled a novel solution to an old problem, all the better! But keep the problem at the center, and don’t use buzzwords if possible. People who know them will pick up on it and get a bad taste in their mouths, which makes for an uphill battle when trying to recruit them.

What do you think?

Anything we missed? Leave it in the comments. Have an idea you’d like to discuss with us, or need some advice? Contact us!

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Decreasing Bias in Hiring Technical Roles

Many tech companies are not terribly diverse. There are a lot of reasons for this, but today, I’d like to talk about some of the ways bias creeps into hiring, and what to do about it.

Coding Challenge Format

The standard whiteboarding technical interview is completely broken. It tests for skills that are practically orthogonal to modern software engineering – when a company I work with requires me to evaluate candidates based on a whiteboarding interview, I routinely walk out of them having no idea whether the person I just spoke to will be good at the job I need them to do. Few companies need programmers who can write code in high pressure environments, by hand, on a whiteboard, in front of an audience of other developers whose job is to pass judgement.

However, many companies do need developers who can translate business requirements into code, use the best tool for the job, and integrate it into existing codebases. Luckily, testing for such skills is pretty straightforward. I ask candidates to add a feature to a dummy product that is related to the business of the company hiring them. In this way, you can test how the candidate would write code in an environment that’s similar to the one they’re entering.

Now, whiteboarding is supposed to test for ‘problem solving,’ and many programmers would complain that this format takes away that part. So, I usually try to add some sort of twist to give the candidate a challenge or two so that we can evaluate problem solving as well as platform knowledge.

Evaluation

Another issue with whiteboarding is that it’s often biased in favor of white males. People have implicit expectations of who will be right and who will be wrong, and what a good programmer looks and sounds like. All of which has nothing to do with actually writing code!

There are plenty of examples where even submitted code gets analyzed in a more or less harsh manner depending on whether the name/screenname appears masculine or feminine.

To mitigate this aspect of the process, it’s important to anonymize the candidate’s submitted code before evaluating it. I like to have the team review it with no names or other gender/ethnicity signifiers and then either have a conversation about, or numerically score it on various agreed upon criteria. Forming a ‘blind’ opinion helps inform the decision once the person comes to meet the team.

Culture

Having concluded the technical evaluation, it’s just a matter of determining cultural fit, which varies by company. In addition to the standard reference checking, I find it important to get to know the candidate outside of a work setting and ask them some questions on something they’re opinionated about. The key here is to see how they respond to that probing, and how well they can take into account someone else’s point of view – empathetic employees can almost always be reasoned with. If possible, I try to get people with several different backgrounds to meet with them, to see if they treat different groups differently. In this way you can not only hire diverse folk, but develop a culture that welcomes people from diverse backgrounds.

 

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Mobile App Startups: Where to begin?

So, you have an awesome app idea. What do you need to make it a success? What are your first steps? What are the components you need to build for it to grow?

Generally, you need to decide on a strategy on three fronts: capital, marketing, and tech. We’ll be doing more in depth articles on each of these, but first, let’s talk about what they are and why you need to think about them.

Your capital strategy basically relates to how you’re going to pay for things, or perhaps more accurately, who is going to pay for things. There are two main categories for this: either you pay for things yourself, or you get someone else to. There are advantages and disadvantages to both, and huge challenges as well. This is one of your biggest decisions, because it may entirely determine your strategy in the other two areas.

You need a marketing strategy because you need to build buzz long before your app comes out. Being able to show interest in your product can also help with raising capital and attracting a tech team. Finally, it can help you find early testers who will give you feedback before you go primetime – which is invaluable.

Lastly, your tech strategy. What technologies will you use to build your app? Who do you know that builds with those technologies? What do you need to think about as your app grows? How much will it cost at the beginning? How will that cost grow with your app’s popularity? Realistically, how much use will your app get? These are all important questions that will shape your tech strategy.

Thryv has helped many startups develop their strategy in all of these areas. We’ve seen it all, and are intimately familiar with the pluses and minuses of each approach in each category. Do you have a question? Get in touch with us and we’d be delighted to talk to you about what you need to do to get your idea out there!

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Mobile App Startups: Raising Capital

This topic is one of the most opaque for many entrepreneurs, and is different in every case. Some general paths can be described, though. There are two main options: using your own money, or using someone else’s.

Using your own money

Using your own money is generally referred to as ‘bootstrapping.’ Often, because it’s their own money, entrepreneurs spend less overall when bootstrapping than when running the business with investors’ money. This can express itself in many ways: keeping your day job and building your business after hours, paying people in equity, not having an office, and doing as much as you can yourself.

The advantage of bootstrapping is that you don’t owe anyone a return on their money, so if things drag on and on, you don’t have a bunch of investors breathing down your neck. You can take your time, build slowly, and make unhurried decisions about your business. It’s hard to run out of money when you’re not spending any (or spending very little).

The disadvantage is that often, quality is expensive. Paying people in equity is not always an option, and indeed, it usually isn’t for people who know what they’re doing. You either have to take a risk on someone inexperienced, pay a lot of money out of pocket, or do whatever it is yourself. None of those are necessarily bad things for your business; they’re just either risky or unpleasant.

Finally, for many entrepreneurs, a problem with bootstrapping is that it isn’t glamorous. Don’t fall into this trap! Just because your friends won’t be impressed by your after hours project doesn’t mean you should try to raise money from venture capitalists. Be aware that your ego could try to convince you to do things that are Bad For Your Company, and try to look at your situation dispassionately.

Using someone else’s money

 

There is a standard path that startups go down when looking to raise institutional capital.

Usually, it starts with what’s descriptively called a ‘friends and family’ round. Predictably, it involves asking your friends and your family for money in order to make your idea a reality. Parents, rich uncles, that lawyer friend of yours are all fair game. You’ll probably want to prepare some designs of what your app will be, since it’s always easier to support something you can see. This round will most likely involve getting money in convertible note form – basically a loan that turns into equity if things go well. This way, you can give your investors some piece of mind that they’ll get their money back if things go poorly, but also get a piece of the company if it takes off.

After using up the money your family and friends gave you on building a prototype of your app (we have lots of blog posts about how to do that correctly), you will hopefully have some sort of success. You’ll then start wanting to talk to Angel Investors. Angels are high net worth individuals who will give you something in the five to six figure range to get your app ready for prime time, add more features, or simply scale up your operations. They’ll take equity, and depending on the Angel, want some sort of input into how the company is run.

Finally, you may get to a point where you want to talk to the heavy hitters: Venture Capitalists (VCs for short). VCs really don’t care about you unless you have 10 million users or $1 million in annual revenue. They’re wanting to make big investments for a huge return – usually they’re looking exclusively for potential billion dollar businesses. If you can’t convince them that your market is large enough to support a billion dollar business, and that YOU are that business, they won’t be returning your calls.

VCs typically make investments in the seven to eight figure range and expect a lot of equity. They also want a lot of control over the company, so that if they think you’re doing a bad job, they can take it away from you. VCs can be like dealing with the devil, but they can also be amazing resources. They know tons of people who can help you, and are heavily invested in your success.

Conclusion

This is a deep topic, and there are a multitude of books written about it. And to be clear, these paths aren’t terribly clear cut, so you can mix and match as necessary. Regardless, Thryv is here to help every step of the way; we’ve seen it all, so take advantage of our experience and get in touch!