Every business needs funding to grow. This is where fund raising plays a vital role. When companies want to expand or take on bigger projects, having funds is essential. But the process can be complex.
Looking back at elementary or high school years, it is impossible not to wonder about the group projects you were assigned as students, but most importantly, the group you were a part of. There was always one oddball who wanted to take up the whole burden of doing the assignment, and another one who didn’t want to do a thing but wanted all the credit nonetheless. Amidst the chaos, the noise, and the hustle – group projects taught you more about human behavior and yourself than any book ever could.
Startups are not so different from those school group projects, but rather an updated version of that same chaotic ritual. Once you start building something of your own, you will have no one to count on except one brilliant idea and perhaps a co-founder or a team of founders willing to give just as much of their blood, sweat, and tears as you – to build something that counts.
The chaos of working on a group project multiplied by a thousand, plus hundreds of unforeseen variables and elements pulling the threads dictating the final ultimate outcome – that’s what building a startup from scratch looks like. When odds are already through the roof, the last thing you want is a messy relationship with your co-founders.
Visionaries like Paul Graham and Michael Fertik have warned of this particular nuisance of the startup world. The advice varies from one seasoned founder to another. Some believe co-founder fights kill more startups in the crib than bad ideas; for some – it’s the lack of total honesty that slowly drains the light out of a brilliant setup.
While the criteria may shift and change according to the situation, there are a few things that stand true in every single circumstance when it comes to choosing the right co-founder.
The world is one giant melting pot of different spices and flavors; find which one you like and connect with best. Founders who share integral values like character, integrity, grit often make the best companions. Find out what your values are, and if they share the same outlook – if not, it might be time to reflect before making a commitment.
Paul Graham – the visionary behind YC – believes that co-founders who have known each other a long time and have shared a long-term history together before building a thing of their own are more likely to be successful than a pair that has only come together to build a startup. It’s akin to signing a marriage contract - knowing the other party beforehand helps tremendously.
Many renowned founders say that they would trade brilliance for a calm and controlled persona in a heartbeat. If you can see them at their worst possible point and still holding it together – you have got a team for life, but that’s often not the case. People are elusive, especially people you haven’t known outside of work; a thorough background check is always essential.
The world doesn’t care if your idea is brilliant; it demands honest results. Your co-founder should be someone who has the guts to state facts, tell you when you are in the wrong, and admit when they make mistakes without keeping score. Can they manage looking foolish at times if their idea doesn’t work and not let it get in the way of the startup’s progress? Are they someone you can trust to tell the truth?
A number of startups crumble when one person burns out eventually after carrying the most weight on their back, and the other isn’t as involved or invested. Two people can dream to build something together, but that doesn’t always guarantee even distribution among both parties. The same work ethic is as important as the idea itself, if not more.
Before commitment, founders should spend time imagining the worst-case scenario possible. What if nothing works? What if it all topples down? What if you can’t meet the deadlines? What then? Imagine the circumstances and then reevaluate your choices – would you still choose the same partner or not?
Examples from companies like Facebook and Apple signify that friends don’t always stay friends; things happen that no one can see coming. That’s why writing down your non-negotiables from day one is where you should start. Be blunt and straightforward about what you want and expect.
Talk to people who have seen them under stress, people who can make a better judgment about their behavior and issues if any. Humans are as flawed as they come – but even the flaws have to align; otherwise, it could lead to more conflict.
While working together, your opinions might differ, and so do your niche specialties. They might be good at marketing or collaboration – unless it’s a role that you had in mind for yourself. Clarify roles, set up and define domains, without waiting for the first conflict to arrive.
Defining boundaries and constant feedback works wonders if you want a smooth and streamlined workflow. Coming clean about likes and dislikes early on, instead of letting it fester until it’s too late to turn around, is a much better and safer choice.
Co-founders who want their startup to succeed and become something of value know the drill – handle conflicts head-on, have uncomfortable conversations despite the awkwardness, and be truthful about your expectations of each other. There’s no amount of intelligence, hard work, and commitment that can fix the internal toxicity of a workplace unless the founders see eye to eye on the things that matter.
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Staff, F.R. (2015). Looking for Love in All The Wrong Places - How to Find a Co-founder. [online] First Round. Available at: https://review.firstround.com/looking-for-love-in-all-the-wrong-places-how-to-find-a-co-founder/ [Accessed 11 Feb. 2026].
Staff, F.R. (2019). The Founder Dating Playbook – Here’s the Process I Used to Find My Co-Founder. [online] First Round Review. Available at: https://review.firstround.com/the-founder-dating-playbook-heres-the-process-i-used-to-find-my-co-founder/.
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Every business needs funding to grow. This is where fund raising plays a vital role. When companies want to expand or take on bigger projects, having funds is essential. But the process can be complex.
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