Great Missed Expectations

Several times in my career, I’ve excitedly joined up with a partner — usually technically adroit, often visionary, always inexperienced. Each time, it seemed a natural fit. We were complementary — I brought a wide variety of tech-marketing and business skills, and most important, experience. And we got along really well. So why didn’t it work out?

The simple answer is . . . missed expectations.

Rushing to the altar (startup/wedding analogies are cliché, but true), partners rarely take the time to share their vision, sort out their roles, and agree to a process. (What, you haven’t discussed your childrens religion? How about whether you even want to have children?)

Here are a few missed expectations I’ve experienced:

I had raised more than $30M over the course of several companies. Co-founder’s expectations: I would make a few calls, and funding would come flooding in.

It never works that way — even entrepreneurs that generate home-run returns to VCs will walk a hard path to funding their next idea. Money-raising takes dozens (if not hundreds) of pitches, six to twelve months at best, and more likely, years. Especially these days. But we never talked about it. I wrongly assumed that the founder understood the game. In fact, I thought we were cruising along just fine.

Great Expectations Book.jpg

The co-founder had several successful products under his belt. My expectations: He would deliver the product on time and under budget.

Well, that would be great. Truth is, it hardly ever works that way. (Why am I always surprised by this?) In fairness, fashioning great technology that has never been done before is hard. Often, it depends on invention. Ever try to plan an invention? But even taking into consideration all the Laws of Software Development, things go wrong. They take longer. They need to be redone. Meanwhile, I’m making commitments to customers, or investors, or the media. And, I’m embarrassed.

But it became such a touchy subject, we couldn’t talk about it. (You know, just ignore it and pretend it doesn’t exist — like that Giant Squid in the Kitchen.) The lesson again: communicate. Doesn’t matter if your company is just two people, meet weekly — formally, same time each week — and revisit the schedules and goals. Above all, be honest.

I’ve served in Bus Dev, Marketing, and Corporate Development roles. Co-founder’s expectations: I would do all the things the co-founder didn’t want to do.

This actually wouldn’t be bad — I’m not the coder, or the chip designer, and it’s always better, IMO, when founders are sufficiently complementary that they stay out of each others’ sandboxes. But it can easily erode when there’s insufficient trust. In the course of going my about the “˜mundane’ business and corporate-development activities, co-founders invariably leapt into my sandbox. And when founders start to second-guess each other is when things can deteriorate.

Which is why I emphasize putting together a Business Plan. It’s not so much about crafting a document, as articulating exactly what we’re going to do. Technical founders are especially good at hand-waving how to make money, because “˜great products always do.’ But working on The Plan forces the conversation, and the drill-down.

Typical issues surround the business/revenue model, IP protection, partnering strategy, and the pyrophoric distribution of equity (Investors are going to get how much? Why are we giving this new hire 10%?). I’m not suggesting that my view was the only view — chances are, the founder knew his/her space well, and had some pre-conceived notions about go-to-market strategy, and what partnerships/alliances to forge. I only point out that it’s imperative to devote time — early on — to these potentially explosive topics, to avoid a breakdown in your relationship.

Much as I’ve sworn to avoid these and other missteps, it still gets down to a question of “˜fit.’ The right roles at the right times, a healthy, collaborative working partnership, shared passion and dedication to the project and the vision. Isn’t that what we all want out of entrepreneurial life?

Which is why I continue the quest — for the partner, gig, and team that needs me as much as I need them.

Published by

Aaron Brazell

Aaron Brazell is a Baltimore, MD-based WordPress developer, a co-founder at WP Engine, WordPress core contributor and author. He wrote the book WordPress Bible and has been publishing on the web since 2000. You can follow him on Twitter, on his personal blog and view his photography at The Aperture Filter.

7 thoughts on “Great Missed Expectations”

  1. “Co-founder’s expectations: I would do all the things the co-founder didn’t want to do.”

    Amen, brother Ray… The co-founder/CEO eventually jumps back into the sandbox, especially if it involves Marketing and Sales. Same for anyone on the management team who “thinks” they can sell and make a deal, even if the last time they sold something was Christmas wreathes for the Boy Scouts.

    Given the Type A nature of startup teams, many of them will end up chasing their own tails or pushing personal agendas that fail to achieve anything except the disruption of the sales and marketing effort.

    Of course, the Sales and/or Marketing VP will get let go because they “weren’t doing their job” while their sandbox was being meddled with.

    At the end of the day, cash is burned, and other resources are pissed away because of “undisciplined” people who cannot control their own impulses and let professionals actually work.

    1. Ah — you’ve heard this tale before! :)

      Sad too that many VCs of late have become so enamored with the technology, they often don’t give credence to the M/S skills and process (or management, in general). At least until the wheels come off, that is!

  2. I need you! LOL, probably can’t afford you though. I think you made some good points. Life always pitches amazing opportunities, and then there are often obstacles that get in the way. If people work closely, obstacles can become opportunities – but if communication and work ethic fail – so does the success.

    1. Thanks, Joel — communications and work ethic . . . easier said than done (especially when egos get in the way). We can only try.

  3. Great article! This is just another example of the same old problem. We see this in every field of endeavor. A football team may have a great quarterback and a great receiver. If they cannot “Connect”, they will lose!

    Even at home, sometimes we run into the problem of “I thought you paid the cable bill”. Once again, missed communications lead to the failure of what should be an easy task.

    Keep searching, when and if you ever do find the kind of people you seek, hold on to them with all your might! Good Luck!

    1. You bet! It can and does happen. (To revisit the wedding analogy, I have a couple decades of validation :) But it’s true — great partners make great products . . . they also make work fun.

  4. I agree Ray. One of the best lessons my father taught me is that you should know know when to lower your pride to improve relationships and build a better life. Because pride and egos can often times cause major issues, after all; everyone believes that they have the correct answer for everything

Comments are closed.