They're all reasonable points, however the big idea in the article is that cofounders are grown from relationships rather than found via a search analogous to hiring. They're more akin to high-school sweethearts than mail-order brides.
The second big idea of the article is that a technical cofounder may be unnecessary in some technology enabled companies because technical employees or freelancers can build the system in exchange for cash.
Finally, and perhaps most usefully, the article suggests that when the resources for a particular business model are unavailable, the business model is not viable despite its feasibility. Technical talent within a business model should be considered a resource. Find a business model based on available resources.
I think Drew's advice is a sort of last-ditch, "you shouldn't have to be asking this, but if you're asking... these are probably your best shots..." sorta POV. Cofounders should have deep friendships and a lot of common understanding, etc.
I'm not qualified to talk about technical cofounders or freelancers, but as a writer/marketer I can tell you that a freelance marketer, however good, will never CARE about your product the way a founding team member will. And I'm guessing building a product is even more complex (it is to my eyes, at least) and hard to do justice to with freelancers.
It could work for say, gimmicky little games that make a surprising amount of money on the side (I have a friend who commissioned freelancers to build him a sort of spot-the-difference game, and he continues to make residual income on it), but it definitely won't work if you're trying to build a "Big Serious Product". In my opinion!
Comments
They're all reasonable points, however the big idea in the article is that cofounders are grown from relationships rather than found via a search analogous to hiring. They're more akin to high-school sweethearts than mail-order brides.
The second big idea of the article is that a technical cofounder may be unnecessary in some technology enabled companies because technical employees or freelancers can build the system in exchange for cash.
Finally, and perhaps most usefully, the article suggests that when the resources for a particular business model are unavailable, the business model is not viable despite its feasibility. Technical talent within a business model should be considered a resource. Find a business model based on available resources.
Yup, agreed completely on all counts.
I think Drew's advice is a sort of last-ditch, "you shouldn't have to be asking this, but if you're asking... these are probably your best shots..." sorta POV. Cofounders should have deep friendships and a lot of common understanding, etc.
I'm not qualified to talk about technical cofounders or freelancers, but as a writer/marketer I can tell you that a freelance marketer, however good, will never CARE about your product the way a founding team member will. And I'm guessing building a product is even more complex (it is to my eyes, at least) and hard to do justice to with freelancers.
It could work for say, gimmicky little games that make a surprising amount of money on the side (I have a friend who commissioned freelancers to build him a sort of spot-the-difference game, and he continues to make residual income on it), but it definitely won't work if you're trying to build a "Big Serious Product". In my opinion!