<story><title>Why I&apos;ll be a solo founder next time</title><url>http://dennybritz.com/blog/2013/08/05/why-i-will-be-a-solo-founder-next-time/</url></story><parent_chain><item><author>RyanZAG</author><text>Interesting points, but a lot of it is contradictory to the advice you hear from successful startups, so I&amp;#x27;d take this with a grain of salt.&lt;p&gt;&lt;i&gt;&amp;quot;I believe that my previous two ventures failed mainly because of the founding team (which I’m included in). How do I know? Because companies with almost identical products and value propositions succeeded afterwards.&lt;/i&gt;&amp;quot;&lt;p&gt;I&amp;#x27;m not sure if you&amp;#x27;re drawing the correct lesson there. Sounds more like implementation issues. I&amp;#x27;d recommend you spend some effort improving your ability to implement &amp;#x2F; find people who can implement and then try again.</text></item></parent_chain><comment><author>regal</author><text>I&amp;#x27;ll chime in here and say that reading this article sounded exactly like reading about my own 3 previous (failed) partnerships.&lt;p&gt;My sole successful venture has been solo all along (not including employees), and has outlasted the rises and falls of the other businesses (during the amateur entrepreneur &amp;quot;too many fingers in too many pies&amp;quot; phase). I don&amp;#x27;t think I&amp;#x27;d do a partnership again. But maybe I just don&amp;#x27;t play well with others?&lt;p&gt;Anyway, can&amp;#x27;t speak for the OP, but when intelligent, ambitious friends around you see that you work your tail off and already have succeeded at building a profitable business from scratch, they suddenly get really excited about starting new businesses with you that often sound great. At least in my experience though, many of these people turn out to see themselves as &amp;quot;the visionary&amp;quot; who kinda sorta checks in from time to time and you as &amp;quot;the worker,&amp;quot; which, if that isn&amp;#x27;t the role you&amp;#x27;re interested in, causes things to unravel rather fast.</text></comment>
<story><title>Why I&apos;ll be a solo founder next time</title><url>http://dennybritz.com/blog/2013/08/05/why-i-will-be-a-solo-founder-next-time/</url></story><parent_chain><item><author>RyanZAG</author><text>Interesting points, but a lot of it is contradictory to the advice you hear from successful startups, so I&amp;#x27;d take this with a grain of salt.&lt;p&gt;&lt;i&gt;&amp;quot;I believe that my previous two ventures failed mainly because of the founding team (which I’m included in). How do I know? Because companies with almost identical products and value propositions succeeded afterwards.&lt;/i&gt;&amp;quot;&lt;p&gt;I&amp;#x27;m not sure if you&amp;#x27;re drawing the correct lesson there. Sounds more like implementation issues. I&amp;#x27;d recommend you spend some effort improving your ability to implement &amp;#x2F; find people who can implement and then try again.</text></item></parent_chain><comment><author>dennybritz</author><text>You&amp;#x27;re right, correlation doesn&amp;#x27;t equal causation. However, in my specific case the implementation issues were came from issues in the team. In the end, implementation comes down to team.&lt;p&gt;(Hindsight is always 20&amp;#x2F;20, but everything we did wrong had to do with marketing and building and audience)</text></comment>