If can consult with the same folks you want as customers there is a lot of synergy in your product development and you normally end up with better early cash f

If can consult with the same folks you want as customers there is a lot of synergy in your product development and you normally end up with better early cash flow and a better product. You don't provide much detail about the nature of your startup, but "small is beautiful" if you want to maintain control. Find a niche market that has a problem you bring unique value to. Once it's more than just you in the startup--whether it's partners, employees, or customers--you will need to sell your ideas and to compromise to achieve your larger mission. If it's a work of art or a hobby then you can be in complete control and not worry whether it's salable or appreciated. But if it's a business it will involve negotiation and compromise. The Japanese have a phrase "if he works for you, you work for him" that is a good precept when it comes to attracting and retaining employees. Many early stage startups are effectively volunteer organizations, so you need to think through how you are going to attract and retain the talent you need until you get to positive cash flow. Borrowing money is a recipe for getting started but you have to have a realistic plan for how you will pay it back. This is why investors are so demanding as well, most don't really want to run your company, they just want a return on their investment. In the end it's positive cash flow that allows you to maintain control, and whether it's from consulting or from product sales it's from paying customers. And they exercise a fair amount of control in their own way. So if you want to be in control I would stop developing and start selling, making sure that someone wants to pay for what you are planning to build.