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What makes a
successful founder?
—
DECEMBER 2019
2
WHAT MAKES A
SUCCESSFUL FOUNDER
—
VCs have many theories
on what makes great founders
TECHNICAL
SKILLS
YOUNG
STORYTELLER
REPEAT FOUNDER
GRIT
VISION
CHARISMA
PERSISTENCE
INDUSTRY
EXPERIENCE
3
METHODOLOGY
We set out to explore this key question.
We collected data on 60+ founders from their
early stage investors who know them well.
Data on 61 founders have been
collected, including 70% enterprise
and 30% consumer startups in SaaS,
FinTech, PropTech, e-commerce,
healthcare, and legal industries
across all stages1
Surveyed VCs represent $40B+ in
AUM and invest in both enterprise
and consumer companies. Majority
are general partners of early stage
funds or experienced angels
Data collection
Founders that are doing well include:
had an IPO, raised substantial
amount of funding, large acquisition
Founders that are not doing well
include: company shut down,
stagnant growth, getting acquired for
a small amount of money
Definitions
We asked 28 questions about
demographic, attitudinal traits
and experience
Attitudinal statements are rated
on a 0-6 scale, 0 being strongly
disagree and 6 being strongly agree
We performed a hierarchical cluster
analysis to find similar clusters
within the data and discovered
archetypes for founders2
Data analysis
1. QUESTIONS IDENTIFYING SPECIFIC FOUNDERS WERE OPTIONAL, SO THAT RESPONDENTS WOULD FEEL COMFORTABLE TO BE OPEN AND HONEST. THESE STATISTICS ARE
BASED ON DETAILS THAT HAVE BEEN PROVIDED.
2. WE ARE PRESENTING INITIAL FINDINGS FROM AN EARLY AND LIMITED DATASET. WE ARE CONTINUING TO COLLECT DATA TO REFINE AND UPDATE RESULTS REGULARLY.
4
Whether a founder/CEO is
technical does not differentiate
company success.
FOUNDER SUCCESS
BY TECHNICAL SKILLS
TECHNICAL NON-TECHNICAL
0%
25%
50%
75%
100%
53% 56%
47% 44%
Doing well Not doing well
WHAT MAKES A
SUCCESSFUL FOUNDER
—
5
However, having a
complementary cofounder,
often a technical one, is
correlated with success.
FOUNDER HAS A COFOUNDER
WITH COMPLEMENTARY TRAITS
0%
25%
50%
75%
100% 68% of VCs rated
founders that had a
complementary
cofounder as
"doing well"
FOUNDER HAS A
TECHNICAL COFOUNDER
0%
50%
100%
62%
46%
62% of VCs rated
founders that had a
technical cofounder
as "doing well"
WHAT MAKES A
SUCCESSFUL FOUNDER
—
YES NO
Doing well Not doing well
38% 54%
Doing well Not doing well
AGREE DISAGREE
68%
32%
38%
62%
>> The best founders know their
strengths and weaknesses and recruit
a complementary team.
6
Founders of all ages can
be successful.
FOUNDER SUCCESS
BY AGE*
AGED 25—29 AGED 30—34 AGED 35—39
Doing well Not doing well
0%
25%
50%
75%
100%
AGED 40+
59%
41%42%
58%60%
40%
50%
50%
WHAT MAKES A
SUCCESSFUL FOUNDER
—
* Omitted founders with age <25 because sample size is too small to draw conclusions at this point
>> With every successful 25-year-old
founder, we can find one that is over
40, and vice versa.
7
We often judge people too quickly based on obvious signals:
WHAT MAKES A
SUCCESSFUL FOUNDER
—
ARE YOU
TECHNICAL?
HAVE YOU EVER DONE
THIS BEFORE?
WHICH
SCHOOL
DID YOU GO
TO?
IS IT HARD TO START A
COMPANY AS A WOMAN?
ARE YOU A SOLO
FOUNDER?
Sometimes we are right, but oftentimes we are not.
People are complex and we tend to like others who are similar to us.
Let’s look at what the data says…
ARE YOU CHARISMATIC?
8
We want to evaluate the most critical aspects
of what makes a great founder.
AGILE THINKING
“Founder is able to rapidly seek and
incorporate external market signals.”
CONFIDENCE
"Founder shows extreme confidence."
DAY-TO-DAY EFFECTIVENESS
"Founder runs his/her company
effectively day-to-day."
FOUNDER-MARKET FIT
“Founder has an advantage in
his/her market.”
HUMILITY
“Founder shows extreme humility,
whether he/she is confident or not.”
RESULTS-DRIVEN
“When making decisions under
uncertainty, founder tries many possible
solutions quickly and finds the best one.”
QUICK LEARNER
“Founder learns quickly and doesn’t make
the same mistake twice.”
SCRAPPY
“Founder is scrappy and resourceful.”
STORYTELLING
“Founder is able to tell compelling
narratives.”
WHAT MAKES A
SUCCESSFUL FOUNDER
—
We asked early investors, who have followed and supported founders
from the initial stages, to rate founders on several attitudinal traits:
9
We discovered three archetypes of
successful founders that cluster
around certain characteristics…
Humble
Operator
Exceptional at execution,
extremely humble while
confident in themselves. They are
resourceful and gritty. People
who worked with them before
tend to follow them.
Agile
Visionary
Usually first-time founders, they
are young, visionary, and driven
by a desire for greatness. They
have a unique perspective on the
market they’re going after and an
intuitive sense of what their
customers want. They test and
iterate quickly to incorporate
market signals.
Seasoned
Executive
Experienced older founders, they
often have 5+ years of
management experience and
deep industry expertise. They are
intrinsically motivated to build a
company. They may have started
a company before.
PERCENTAGE IN
OUR DATABASE 18% 10% 27%
WORDS VCS USED
TO DESCRIBE
THEM
DISCIPLINED
FOCUSED
HUMBLE
AMBITIOUS
DILIGENT MODEST
MULTI-FACETED
DELIBERATE
DRIVEN
PROBLEM-SOLVER
BRILLIANT
INTUITIVE
GREAT COMMUNICATOR
MATURE THOUGHTFUL
HIGH CONFIDENCE
KNOWS BUSINESS WELL
RESILIENT
Successful is defined as had an initial public offering (IPO) or large acquisition, substantial follow-on investments, etc.
10
Passionate
Outsider
Overconfident
Storyteller
Stubborn
Individualist
PERCENTAGE IN
OUR DATABASE 10% 23% 12%
WORDS VCS USED
TO DESCRIBE
THEM
CONDESCENDING
BAD MANAGER
VISIONARY
…as well as three archetypes of
founders who have been struggling.
YOUNG
DRIVEN
RISK-AVERSE
STUBBORN
POOR LISTENER
ROBOTIC
Usually first-time founders, they
are humble and hard-working.
However, they don’t have good
founder-market fit and don’t have
a complementary cofounder to
rectify this gap.
Charismatic, compelling, and
have high confidence. They
are likely to be solo founders
and they are often not
humble.
Slow to adapt to learnings
from the market and not
empathetic to what the
customers want. They are not
good at articulating a
convincing narrative.
Not successful is defined as company shut down, had trouble growing, was acquired for a small amount, etc.
LACKS FOCUS
EARNEST
11
Across all archetypes,
day-to-day effectiveness
is highly correlated
with success.
FOUNDER RUNS HIS/HER COMPANY
EFFECTIVELY DAY-TO-DAY
DOING WELL NOT DOING WELL
0%
25%
50%
75%
100%
91%
40%
WHAT MAKES A
SUCCESSFUL FOUNDER
—
12
Also important to success
is whether the founder
learns and adapts quickly.
FOUNDER IS A QUICK LEARNER
DOING WELL NOT DOING WELL
0%
25%
50%
75%
100%
97%
48%
WHAT MAKES A
SUCCESSFUL FOUNDER
—
13
When making decisions under
uncertainty, successful founders
tend to be results-driven. That is,
they try many possibilities to
quickly find a solution.
FOUNDER IS RESULTS-DRIVEN
DOING WELL NOT DOING WELL
0%
25%
50%
75%
100%
90%
33%
WHAT MAKES A
SUCCESSFUL FOUNDER
—
14
WHAT MAKES A
SUCCESSFUL FOUNDER
—
Why do similar founder archetypes
have diverging outcomes?
15
WHAT MAKES A
SUCCESSFUL FOUNDER
—
The most powerful person
in the world is the storyteller.
The storyteller sets the vision,
values and agenda of an entire
generation to come.
— Steve Jobs, Apple
Founders that tell compelling stories tend to
have an easier time fundraising, recruiting,
and marketing. When a company is not much
more than a pitch deck, getting people to take
a leap of faith vitally important.
Why aren’t all great storytellers successful
entrepreneurs?
“”
16
For founders who are strong
storytellers, highly confident,
and uniquely advantaged in
their market…
Why are some successful
(Agile Visionaries) and others
are less so (Overconfident
Storytellers)?
FOUNDER-MARKET
FIT
0.00
2.00
3.00
4.00
5.00
1.00
CONFIDENCESTORYTELLING
WHAT MAKES A
SUCCESSFUL FOUNDER
—
Agile Visionary Overconfident Storyteller
AGILE VISIONARIES AND OVERCONFIDENT STORYTELLERS
SHARE SEVERAL TRAITS
17
Successful storytellers are
also scrappy and agile thinkers.
They execute day-to-day
(Agile Visionaries).
However, when great storytellers
get too enthralled in their own
vision, they can’t adapt to market
needs and often fail to find
product-market-fit (Overconfident
Storytellers).
SCRAPPYAGILE THINKING
WHAT MAKES A
SUCCESSFUL FOUNDER
—
Agile Visionary Overconfident Storyteller
AGILE VISIONARIES AND OVERCONFIDENT STORYTELLERS
DIFFER ON TWO TRAITS
0.00
2.00
3.00
4.00
5.00
1.00
18
WHAT MAKES A
SUCCESSFUL FOUNDER
—
Working hard, that’s the only thing
I know better than my competitor.
There are so many more smart people
than me here in Silicon Valley. […]
If my competitors say, ‘I work eight
hours a day,’then I can work 10 hours.
If you don’t need sleep, I also do not
need sleep. Hard work is in my DNA.
— Eric Yuan, Zoom
Some of the most successful IPOs in 2019 are
founded by the most humble and hardworking
entrepreneurs such as Eric Yuan of Zoom,
and Oliver Pomel and Alexis Lê-Quôc of Datadog.
But not all hard-working, humble and persistent
founders are successful, why?
“”
19
For founders who are humble,
scrappy, and gritty…
Why are some successful
(Humble Operators) and others
are less so (Passionate
Outsiders)?
WHAT MAKES A
SUCCESSFUL FOUNDER
—
GRIT
0.00
2.00
3.00
4.00
5.00
1.00
SCRAPPY AND
RESOURCEFUL
HUMILITY
Humble Operator Passionate Outsider
HUMBLE OPERATORS AND PASSIONATE OUTSIDERS
SHARE SEVERAL TRAITS
20
When hard work combines with
strong founder-market fit and an
early team that follows them from
a previous company, the
companies tend to take off
(Humble Operators).
Unfortunately, gritty entrepreneurs
still struggle when they do not
have a unique advantage in the
market they are pursuing nor a
way to bridge this gap (Passionate
Outsiders). EARLY TEAM FOLLOWED
FROM PREVIOUS
COMPANY
FOUNDER-MARKET FIT
WHAT MAKES A
SUCCESSFUL FOUNDER
—
Humble Operator Passionate Outsider
0.00
2.00
3.00
4.00
5.00
1.00
HUMBLE OPERATORS AND PASSIONATE OUTSIDERS
DIFFER ON TWO TRAITS
21
WHAT MAKES A
SUCCESSFUL FOUNDER
—
We are stubborn on vision. We are
flexible on details….We don’t give
up on things easily. Our third-party
seller business is an example of that.
It took us three tries to get the
third-party seller business to work.
We didn’t give up.
—Jeff Bezos, Amazon
IS IT BAD TO BE STUBBORN?
NOT NECESSARILY.
The sixth archetype, “stubborn” is the most frequent
descriptor from their VCs. When stubborn is coupled
with “not scrappy,” “indecisive,” or “not able to confront
realities,” a company struggles.
However, some of the most successful founders like
Steve Jobs and Jeff Bezos are notoriously the most
stubborn. They go through walls to make an idea work.
We found when stubborn is coupled with the following
characteristics, entrepreneurship shines:
“”
TRUE VISIONARY EFFECTIVE DAY-TO-DAY RESULTS-DRIVEN
LEARN FAST BUILD STRONG TEAMS
22
Counter-intuitive concepts you may not realize…
WHAT MAKES A
SUCCESSFUL FOUNDER
—
It is great when a founder has high confidence, except when
it prevents them from empathizing with customers. A great
founder has a strong vision and is also incredibly empathetic
to users to find product-market-fit.
Founder Vision vs
Customer Empathy
Principled vs
Agile thinking
Agile thinking, or rapidly seeking and incorporating external
market signals, is an important quality. It is not in conflict with
being principled and persistent in pursuing the vision. In fact,
the best founders think from first principles and iterate quickly
based on market feedback to find product-market fit.
Confidence vs
Humility
Confidence and humility are two different dimensions.
One can be very confident yet very humble. At the same
time, low humility and high ego does not necessarily
spell doom. Many successful entrepreneurs have big
egos, such as Agile Visionaries.
23
WHAT MAKES A
SUCCESSFUL FOUNDER
—
Our early takeaways
—
The technical founder requirement is a
venture trope. Founders should instead focus
on recruiting complementary skillsets that
match the product being built and the market
being disrupted.
—
It does not matter how old you are; founders
of all ages can be successful.
—
Small day to day tasks add up and either
paint a picture of a successful, fast-learning,
results-oriented founder or a struggling
process-oriented one.
—
Confidence and humility are two different
dimensions. One can be very confident yet
very humble (low ego). Humble Operators is
one of our highest performing archetypes.
—
Low humility doesn’t necessarily spell doom—
so long as the founder adapts to market
feedback and iterates quickly.
—
Investors often over-index on confident
storytellers, missing the importance of agility
and scrappiness in execution.
—
Confidence is an asset for founders in
fundraising, recruiting and sales, but
overconfidence becomes a liability when it
prevents founders from truly empathizing with
customers.
—
Blindly channeling Steve Job’s infamous
stubbornness won’t make your company the
next Apple. Persistence without agility and
scrappiness is a path to failure.
—
Most successful founders work hard and
have grit, but not all founders who work hard
and have grit are successful. The difference
between success and failure for hardworking
founders often hinges on founder-market fit.
24
WHAT MAKES A
SUCCESSFUL FOUNDER
—
Our job as a seed stage investor is to look for brilliant entrepreneurs
when their success is not yet obvious. As their partners, we hope
to look beyond the most obvious signals and spend time with each
founder to understand his or her unique journey and support them
the best that we can.
We hope our research sheds some light on some of the areas we
can spend time to understand in order to be the best partners to
a founder. Each founder is unique, as is his or her journey. We still
have much to learn, please help provide feedback and contribute
to our future research.
1. Founders, tell us what your superpowers are
2. Investors, contribute to our research by adding data points of founders you’ve invested in
3. Everyone, sign up to receive practical resources that we will release next year,
including a founder typing tool and updated reports to help founders and VCs

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What Makes a Successful Founder?

  • 1. What makes a successful founder? — DECEMBER 2019
  • 2. 2 WHAT MAKES A SUCCESSFUL FOUNDER — VCs have many theories on what makes great founders TECHNICAL SKILLS YOUNG STORYTELLER REPEAT FOUNDER GRIT VISION CHARISMA PERSISTENCE INDUSTRY EXPERIENCE
  • 3. 3 METHODOLOGY We set out to explore this key question. We collected data on 60+ founders from their early stage investors who know them well. Data on 61 founders have been collected, including 70% enterprise and 30% consumer startups in SaaS, FinTech, PropTech, e-commerce, healthcare, and legal industries across all stages1 Surveyed VCs represent $40B+ in AUM and invest in both enterprise and consumer companies. Majority are general partners of early stage funds or experienced angels Data collection Founders that are doing well include: had an IPO, raised substantial amount of funding, large acquisition Founders that are not doing well include: company shut down, stagnant growth, getting acquired for a small amount of money Definitions We asked 28 questions about demographic, attitudinal traits and experience Attitudinal statements are rated on a 0-6 scale, 0 being strongly disagree and 6 being strongly agree We performed a hierarchical cluster analysis to find similar clusters within the data and discovered archetypes for founders2 Data analysis 1. QUESTIONS IDENTIFYING SPECIFIC FOUNDERS WERE OPTIONAL, SO THAT RESPONDENTS WOULD FEEL COMFORTABLE TO BE OPEN AND HONEST. THESE STATISTICS ARE BASED ON DETAILS THAT HAVE BEEN PROVIDED. 2. WE ARE PRESENTING INITIAL FINDINGS FROM AN EARLY AND LIMITED DATASET. WE ARE CONTINUING TO COLLECT DATA TO REFINE AND UPDATE RESULTS REGULARLY.
  • 4. 4 Whether a founder/CEO is technical does not differentiate company success. FOUNDER SUCCESS BY TECHNICAL SKILLS TECHNICAL NON-TECHNICAL 0% 25% 50% 75% 100% 53% 56% 47% 44% Doing well Not doing well WHAT MAKES A SUCCESSFUL FOUNDER —
  • 5. 5 However, having a complementary cofounder, often a technical one, is correlated with success. FOUNDER HAS A COFOUNDER WITH COMPLEMENTARY TRAITS 0% 25% 50% 75% 100% 68% of VCs rated founders that had a complementary cofounder as "doing well" FOUNDER HAS A TECHNICAL COFOUNDER 0% 50% 100% 62% 46% 62% of VCs rated founders that had a technical cofounder as "doing well" WHAT MAKES A SUCCESSFUL FOUNDER — YES NO Doing well Not doing well 38% 54% Doing well Not doing well AGREE DISAGREE 68% 32% 38% 62% >> The best founders know their strengths and weaknesses and recruit a complementary team.
  • 6. 6 Founders of all ages can be successful. FOUNDER SUCCESS BY AGE* AGED 25—29 AGED 30—34 AGED 35—39 Doing well Not doing well 0% 25% 50% 75% 100% AGED 40+ 59% 41%42% 58%60% 40% 50% 50% WHAT MAKES A SUCCESSFUL FOUNDER — * Omitted founders with age <25 because sample size is too small to draw conclusions at this point >> With every successful 25-year-old founder, we can find one that is over 40, and vice versa.
  • 7. 7 We often judge people too quickly based on obvious signals: WHAT MAKES A SUCCESSFUL FOUNDER — ARE YOU TECHNICAL? HAVE YOU EVER DONE THIS BEFORE? WHICH SCHOOL DID YOU GO TO? IS IT HARD TO START A COMPANY AS A WOMAN? ARE YOU A SOLO FOUNDER? Sometimes we are right, but oftentimes we are not. People are complex and we tend to like others who are similar to us. Let’s look at what the data says… ARE YOU CHARISMATIC?
  • 8. 8 We want to evaluate the most critical aspects of what makes a great founder. AGILE THINKING “Founder is able to rapidly seek and incorporate external market signals.” CONFIDENCE "Founder shows extreme confidence." DAY-TO-DAY EFFECTIVENESS "Founder runs his/her company effectively day-to-day." FOUNDER-MARKET FIT “Founder has an advantage in his/her market.” HUMILITY “Founder shows extreme humility, whether he/she is confident or not.” RESULTS-DRIVEN “When making decisions under uncertainty, founder tries many possible solutions quickly and finds the best one.” QUICK LEARNER “Founder learns quickly and doesn’t make the same mistake twice.” SCRAPPY “Founder is scrappy and resourceful.” STORYTELLING “Founder is able to tell compelling narratives.” WHAT MAKES A SUCCESSFUL FOUNDER — We asked early investors, who have followed and supported founders from the initial stages, to rate founders on several attitudinal traits:
  • 9. 9 We discovered three archetypes of successful founders that cluster around certain characteristics… Humble Operator Exceptional at execution, extremely humble while confident in themselves. They are resourceful and gritty. People who worked with them before tend to follow them. Agile Visionary Usually first-time founders, they are young, visionary, and driven by a desire for greatness. They have a unique perspective on the market they’re going after and an intuitive sense of what their customers want. They test and iterate quickly to incorporate market signals. Seasoned Executive Experienced older founders, they often have 5+ years of management experience and deep industry expertise. They are intrinsically motivated to build a company. They may have started a company before. PERCENTAGE IN OUR DATABASE 18% 10% 27% WORDS VCS USED TO DESCRIBE THEM DISCIPLINED FOCUSED HUMBLE AMBITIOUS DILIGENT MODEST MULTI-FACETED DELIBERATE DRIVEN PROBLEM-SOLVER BRILLIANT INTUITIVE GREAT COMMUNICATOR MATURE THOUGHTFUL HIGH CONFIDENCE KNOWS BUSINESS WELL RESILIENT Successful is defined as had an initial public offering (IPO) or large acquisition, substantial follow-on investments, etc.
  • 10. 10 Passionate Outsider Overconfident Storyteller Stubborn Individualist PERCENTAGE IN OUR DATABASE 10% 23% 12% WORDS VCS USED TO DESCRIBE THEM CONDESCENDING BAD MANAGER VISIONARY …as well as three archetypes of founders who have been struggling. YOUNG DRIVEN RISK-AVERSE STUBBORN POOR LISTENER ROBOTIC Usually first-time founders, they are humble and hard-working. However, they don’t have good founder-market fit and don’t have a complementary cofounder to rectify this gap. Charismatic, compelling, and have high confidence. They are likely to be solo founders and they are often not humble. Slow to adapt to learnings from the market and not empathetic to what the customers want. They are not good at articulating a convincing narrative. Not successful is defined as company shut down, had trouble growing, was acquired for a small amount, etc. LACKS FOCUS EARNEST
  • 11. 11 Across all archetypes, day-to-day effectiveness is highly correlated with success. FOUNDER RUNS HIS/HER COMPANY EFFECTIVELY DAY-TO-DAY DOING WELL NOT DOING WELL 0% 25% 50% 75% 100% 91% 40% WHAT MAKES A SUCCESSFUL FOUNDER —
  • 12. 12 Also important to success is whether the founder learns and adapts quickly. FOUNDER IS A QUICK LEARNER DOING WELL NOT DOING WELL 0% 25% 50% 75% 100% 97% 48% WHAT MAKES A SUCCESSFUL FOUNDER —
  • 13. 13 When making decisions under uncertainty, successful founders tend to be results-driven. That is, they try many possibilities to quickly find a solution. FOUNDER IS RESULTS-DRIVEN DOING WELL NOT DOING WELL 0% 25% 50% 75% 100% 90% 33% WHAT MAKES A SUCCESSFUL FOUNDER —
  • 14. 14 WHAT MAKES A SUCCESSFUL FOUNDER — Why do similar founder archetypes have diverging outcomes?
  • 15. 15 WHAT MAKES A SUCCESSFUL FOUNDER — The most powerful person in the world is the storyteller. The storyteller sets the vision, values and agenda of an entire generation to come. — Steve Jobs, Apple Founders that tell compelling stories tend to have an easier time fundraising, recruiting, and marketing. When a company is not much more than a pitch deck, getting people to take a leap of faith vitally important. Why aren’t all great storytellers successful entrepreneurs? “”
  • 16. 16 For founders who are strong storytellers, highly confident, and uniquely advantaged in their market… Why are some successful (Agile Visionaries) and others are less so (Overconfident Storytellers)? FOUNDER-MARKET FIT 0.00 2.00 3.00 4.00 5.00 1.00 CONFIDENCESTORYTELLING WHAT MAKES A SUCCESSFUL FOUNDER — Agile Visionary Overconfident Storyteller AGILE VISIONARIES AND OVERCONFIDENT STORYTELLERS SHARE SEVERAL TRAITS
  • 17. 17 Successful storytellers are also scrappy and agile thinkers. They execute day-to-day (Agile Visionaries). However, when great storytellers get too enthralled in their own vision, they can’t adapt to market needs and often fail to find product-market-fit (Overconfident Storytellers). SCRAPPYAGILE THINKING WHAT MAKES A SUCCESSFUL FOUNDER — Agile Visionary Overconfident Storyteller AGILE VISIONARIES AND OVERCONFIDENT STORYTELLERS DIFFER ON TWO TRAITS 0.00 2.00 3.00 4.00 5.00 1.00
  • 18. 18 WHAT MAKES A SUCCESSFUL FOUNDER — Working hard, that’s the only thing I know better than my competitor. There are so many more smart people than me here in Silicon Valley. […] If my competitors say, ‘I work eight hours a day,’then I can work 10 hours. If you don’t need sleep, I also do not need sleep. Hard work is in my DNA. — Eric Yuan, Zoom Some of the most successful IPOs in 2019 are founded by the most humble and hardworking entrepreneurs such as Eric Yuan of Zoom, and Oliver Pomel and Alexis Lê-Quôc of Datadog. But not all hard-working, humble and persistent founders are successful, why? “”
  • 19. 19 For founders who are humble, scrappy, and gritty… Why are some successful (Humble Operators) and others are less so (Passionate Outsiders)? WHAT MAKES A SUCCESSFUL FOUNDER — GRIT 0.00 2.00 3.00 4.00 5.00 1.00 SCRAPPY AND RESOURCEFUL HUMILITY Humble Operator Passionate Outsider HUMBLE OPERATORS AND PASSIONATE OUTSIDERS SHARE SEVERAL TRAITS
  • 20. 20 When hard work combines with strong founder-market fit and an early team that follows them from a previous company, the companies tend to take off (Humble Operators). Unfortunately, gritty entrepreneurs still struggle when they do not have a unique advantage in the market they are pursuing nor a way to bridge this gap (Passionate Outsiders). EARLY TEAM FOLLOWED FROM PREVIOUS COMPANY FOUNDER-MARKET FIT WHAT MAKES A SUCCESSFUL FOUNDER — Humble Operator Passionate Outsider 0.00 2.00 3.00 4.00 5.00 1.00 HUMBLE OPERATORS AND PASSIONATE OUTSIDERS DIFFER ON TWO TRAITS
  • 21. 21 WHAT MAKES A SUCCESSFUL FOUNDER — We are stubborn on vision. We are flexible on details….We don’t give up on things easily. Our third-party seller business is an example of that. It took us three tries to get the third-party seller business to work. We didn’t give up. —Jeff Bezos, Amazon IS IT BAD TO BE STUBBORN? NOT NECESSARILY. The sixth archetype, “stubborn” is the most frequent descriptor from their VCs. When stubborn is coupled with “not scrappy,” “indecisive,” or “not able to confront realities,” a company struggles. However, some of the most successful founders like Steve Jobs and Jeff Bezos are notoriously the most stubborn. They go through walls to make an idea work. We found when stubborn is coupled with the following characteristics, entrepreneurship shines: “” TRUE VISIONARY EFFECTIVE DAY-TO-DAY RESULTS-DRIVEN LEARN FAST BUILD STRONG TEAMS
  • 22. 22 Counter-intuitive concepts you may not realize… WHAT MAKES A SUCCESSFUL FOUNDER — It is great when a founder has high confidence, except when it prevents them from empathizing with customers. A great founder has a strong vision and is also incredibly empathetic to users to find product-market-fit. Founder Vision vs Customer Empathy Principled vs Agile thinking Agile thinking, or rapidly seeking and incorporating external market signals, is an important quality. It is not in conflict with being principled and persistent in pursuing the vision. In fact, the best founders think from first principles and iterate quickly based on market feedback to find product-market fit. Confidence vs Humility Confidence and humility are two different dimensions. One can be very confident yet very humble. At the same time, low humility and high ego does not necessarily spell doom. Many successful entrepreneurs have big egos, such as Agile Visionaries.
  • 23. 23 WHAT MAKES A SUCCESSFUL FOUNDER — Our early takeaways — The technical founder requirement is a venture trope. Founders should instead focus on recruiting complementary skillsets that match the product being built and the market being disrupted. — It does not matter how old you are; founders of all ages can be successful. — Small day to day tasks add up and either paint a picture of a successful, fast-learning, results-oriented founder or a struggling process-oriented one. — Confidence and humility are two different dimensions. One can be very confident yet very humble (low ego). Humble Operators is one of our highest performing archetypes. — Low humility doesn’t necessarily spell doom— so long as the founder adapts to market feedback and iterates quickly. — Investors often over-index on confident storytellers, missing the importance of agility and scrappiness in execution. — Confidence is an asset for founders in fundraising, recruiting and sales, but overconfidence becomes a liability when it prevents founders from truly empathizing with customers. — Blindly channeling Steve Job’s infamous stubbornness won’t make your company the next Apple. Persistence without agility and scrappiness is a path to failure. — Most successful founders work hard and have grit, but not all founders who work hard and have grit are successful. The difference between success and failure for hardworking founders often hinges on founder-market fit.
  • 24. 24 WHAT MAKES A SUCCESSFUL FOUNDER — Our job as a seed stage investor is to look for brilliant entrepreneurs when their success is not yet obvious. As their partners, we hope to look beyond the most obvious signals and spend time with each founder to understand his or her unique journey and support them the best that we can. We hope our research sheds some light on some of the areas we can spend time to understand in order to be the best partners to a founder. Each founder is unique, as is his or her journey. We still have much to learn, please help provide feedback and contribute to our future research. 1. Founders, tell us what your superpowers are 2. Investors, contribute to our research by adding data points of founders you’ve invested in 3. Everyone, sign up to receive practical resources that we will release next year, including a founder typing tool and updated reports to help founders and VCs