Don’t Hate Me Cause I’m a Business Guy
May 30, 2011 Leave a comment
I recently read a fantastic post by Jacob Quist entitled “Why Engineers Distrust Business People” that provided a unique perspective on what I never fully understood, but was always aware, to be a common tension between deeply technical folks and those of us who are far more competent in non-technical arenas such as business operations, business development, sales or marketing. In Jacob’s post, he believes the foundation of this distrust is due to the fact that historically engineers have been directed at the highest levels of the organization by business people and it only takes a few bad experiences to perpetuate a stereotype. This is certainly a 2-way street, there are plenty of bad engineers and technical leadership out there, but typically its the business side of the house that directs the organization. At least historically. Jacob is right, its all about providing mutual value which leads to mutual respect. Now with so many new startups founded by engineers, there’s a burst of independence from these bad experiences, creating a challenge for even the most effective, accomplished business entrepreneurs to find “co-founder” opportunities unless they bring the idea or concept to the table.
As a “business guy” who’s worked closely with engineers in startups for over 10 years, I’ve consciously made efforts to complement, not contribute to (read: get in the way of), the technical aspects of the business while treating the technical/engineering function equally if not more important than anything that drives the success of the organization. Most recently I’ve tried to take it one step further, a step that I rarely see other business folks embrace – ensuring technology leadership has an equal seat at the table at the highest levels of strategy and product development and enabling the technical staff, the engineers, to contribute to product development in the form of a “safe challenge” dialogue with the product team. This view has evolved over time for me as I’ve been exposed to increasing levels of strategic talent in the technical individuals I’ve worked with. Experienced engineers often have incredible design and product sensibilities because they are the closest to the end product. While they may not create the original design or spec, they are problem solvers in implementation, constantly iterating to find the best solutions. And they usually understand a product’s complexity better than anyone, which HAS to be considered in any strategic product discussion.
So to all of you startup engineers out there, especially those who are founders and assuming you need a business partner (and you do, subject of a future post!), what should you look for in your “business partner”?
- Demonstrable success in starting, building and scaling a startup. These are 3 distinct phases of a company’s early growth that require different skills and perspective, and you need someone that has success in all three.
- Philosophically aligned on the role of technology. Ask the tough questions about the qualities of a great CTO, the role of the engineers and how strategic decisions are made for the organization.
- The business co-founder does not have to be the CEO. This is a great ego-check moment. There should at least be a dialogue and healthy debate, never a default assumption. And discussing how roles will evolve as the company grows is equally important.
- Find an overall athlete (COO or Head of Ops) instead of a functional expert. This is probably the most controversial point that many will disagree with. Many founders want to solve their most immediate need (more sales, marketing to acquire customers) and thus seek to find deep experience in a single skill as the first or second key leader. I would contend that in a startup, there are a dozen areas that need leadership now to properly set the company up for success and that if every other attribute on this list is met, the “right” business partner can fill any immediate functional need sufficiently in the interim. Another important point – acquiring and building out a talented, cohesive and high performing leadership team is difficult and a skill that should be historically demonstrated by your partner.
- Ability to immediately contribute. Leadership recruiting, product strategy, fund raising, sales, business development, marketing – the seasoned business lead can successfully step into most of these roles initially as the other functional leaders are recruited.
- Test for worst case scenario. When all hell breaks loose and it looks like the business is going to crater, how will your partner deal with it? Do you share common philosophies on hiring, spending, tough decision processes? This is difficult to predict, but you have to talk about worst case, because in a startup, worst case is most likely case!
What other qualities should you look for in your “business” partner?