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I think this is a fair comment, but a couple of things give me pause based on the original ask: - Unwillingness / hesitation to do sales - In an early stage st

I think this is a fair comment, but a couple of things give me pause based on the original ask: - Unwillingness / hesitation to do sales - In an early stage startup, and especially as a co-founder, you need to be willing to do what needs to be done, even if it's outside of your comfort zone. As the technical co-founder, you're still going to be involved in the business, and probably even selling yourself. People who are more interested in managing or high-level strategy than getting their hands dirty is a big red flag in my opinion. What would you think if your first dev hire was really more comfortable being a manager, but was "willing" to develop software for the time being? - Commitment level - if he's working a couple of days a week for an indefinite period of time, that's an indicator that he really doesn't have "skin in the game". If you want to go forward, I would consider something like bringing him on as a consultant, and making him a co-founder if and when he's fully ready to commit.

Blackstone4 9y ago
Agreed on the commitment level. When working part-time, he would be a consultant (working for free) and would get equity when he comes on full-time. >What would you think if your first dev hire was really more comfortable being a manager, but was "willing" to develop software for the time being? Well put.... it's making me think twice...
projectramo 9y ago
But you are comparing this guy in a vacuum. How many other people will have sales experience, commitment etc to a new product that has not even launched? Is there someone better than a person you trust (to be smart, competent, honest etc)?
- ryanbrunner 9y ago
  I agree a little that experience can't be discounted, and a lot that trust can't be. That being said, it's all pointless if they don't have drive. And the one-two punch of hesitation of doing sales combined with initially only wanting to work a couple days a week tells me that this individual is definitely not ready to commit. I think that can be a trap especially with more experienced people - it's easy for the startup to be something speculative that they take a wait and see approach with than something that is their sole professional focus.
curun1r 9y ago
The other part that's worrisome, and this could just be me reading too much into it, but it feels like Blackstone4's perspective is slightly paternalistic towards this potential cofounder. He's younger and recently graduated. He wants to push him into a growth area. He talks about giving him equity rather than how much equity the cofounder should get or deserves. But nowhere in the description is what this potential cofounder could bring to the equation. What is the startup missing that this cofounder would add? In what area would this cofounder be the authority because he's more capable than his cofounder? That makes me wonder whether this person would be an equal in the endeavor or would he always be a second. A cofounder should be someone that covers your weaknesses and can support you during the trying times, because very few startups don't have those times. You should be wary of a dynamic where one person is more of a mentor to the other.

Blackstone4 9y ago

Agreed on the commitment level. When working part-time, he would be a consultant (working for free) and would get equity when he comes on full-time. >What would you think if your first dev hire was really more comfortable being a manager, but was "willing" to develop software for the time being? Well put.... it's making me think twice...

projectramo 9y ago

But you are comparing this guy in a vacuum. How many other people will have sales experience, commitment etc to a new product that has not even launched? Is there someone better than a person you trust (to be smart, competent, honest etc)?

ryanbrunner 9y ago
I agree a little that experience can't be discounted, and a lot that trust can't be. That being said, it's all pointless if they don't have drive. And the one-two punch of hesitation of doing sales combined with initially only wanting to work a couple days a week tells me that this individual is definitely not ready to commit. I think that can be a trap especially with more experienced people - it's easy for the startup to be something speculative that they take a wait and see approach with than something that is their sole professional focus.

curun1r 9y ago

The other part that's worrisome, and this could just be me reading too much into it, but it feels like Blackstone4's perspective is slightly paternalistic towards this potential cofounder. He's younger and recently graduated. He wants to push him into a growth area. He talks about giving him equity rather than how much equity the cofounder should get or deserves. But nowhere in the description is what this potential cofounder could bring to the equation. What is the startup missing that this cofounder would add? In what area would this cofounder be the authority because he's more capable than his cofounder? That makes me wonder whether this person would be an equal in the endeavor or would he always be a second. A cofounder should be someone that covers your weaknesses and can support you during the trying times, because very few startups don't have those times. You should be wary of a dynamic where one person is more of a mentor to the other.