5 founder beliefs we instil quickly when starting a company

Last year at Main Sequence, we started 4 companies under our Venture Science model. We co-found these companies with a big company, a research organisation and a business leader/entrepreneur. By design, the 4 of us bring something different but we come to the opportunity with different beliefs.

As an example, Samsara Eco was co-founded with Australian National University, Woolworths and Paul Riley.

For these new companies to be successful it is important that we start well with a deliberate approach to what the company believes.

This means we talk about our relationship as founders a lot. We are not ‘partners’ because that is transactional. That has boundaries. Founders know that they are all that there is to make this thing happen and do what it takes.

Here are the beliefs we start with and nurture.

We have a bias for action over committees and long documents. Doing wins arguments

We are here to make something real.

We could debate new ideas for months or we could take action and show our co-founders what we mean. We could express doubt over someone else’s idea or we could help design an experiment to test it.

We have a bias for velocity. Making a leap over pausing to think

Momentum creates momentum.

In a startup that has nothing, the external world is passively working against it. Like a rocket that needs escape velocity to get through Earth’s atmosphere, startups need a huge push to start the engine.

A company container drives alignment, velocity and focus. The company decides it’s path

The 4 founders come from 4 different places but now need to function as one. Decisions can’t be made from the perspective of one of the founder’s parent organisations other than as a source of insight. The founders need to do what is best for the company.

e.g When we co-founded v2food with Hungry Jacks, we were all clear that the company could sell its plant-based meat to McDonalds if that was the best thing for the company.

We can’t do this alone. We know what we bring and we know what we need the others to deliver

When bringing powerful, experienced co-founders together, it is easy for any one of us to feel more important than the others.

We remind ourselves that we have started this company because it is not one that we could have made on our own.

Trust each other. Hold each other accountable.

We think in sprints, each one delivering an explicit step change in impact and value

Proof creates confidence, which attracts resources (talent, money, partners), which creates stronger proof.

We are deliberate about defining the proof of value that we will deliver and then we leap to that point. Usually in 6 month sprints.

What beliefs have you spoken about when starting companies? You can find me on Twitter as @philmorle

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