The Problems With My Startup

I think the solution is to get the idea guy down in the details of each idea. Bring him along for the ride and let him come up with lots of micro-ideas. It can be very useful to have two people thinking about the minute details, especially if they balance each other. Involve him in the thousand tiny decisions you have to make while implementing an idea.<p>Get him to stop looking at competitors. It's nerve wracking, demoralizing, and distracting. You guys probably have more than enough ideas by now, if you'd just focus on the most promising ones your competitors might start looking at you.

Stories like this, from startups that are still struggling, are very helpful. Are you full-time, or do you still have a day job? How about the others on your team?

This guys comments (first comments in the blog) ring true ~ <a href="http://tjic.com/?p=7265" rel="nofollow">http://tjic.com/?p=7265</a>

Hmmm, 4 people in the startup and only one writing code. Sounds like a top heavy organisation to me.<p>Reminds me of a project a collegue was involved in at work (which is at a big established firm). This had; 1 programmer, 1 manger (who requested more technical staff cause he knew 1 programmer wasn't enough but was turned down), and 2 project managers. As the project was running furhter behind schedule (due to agressive scheduling and vague requirements and mainly because lone programmer was in status meetings ever day), various high-level management were thrown at the problem.<p>Eventually, the programmer spent about 1/2 his day in meetings about the project, with his manager, 2 project managers, 1 VP, 2 senior VP's. Project was never finished ...

I typed this up in order to collect my thoughts, in hopes of eventually showing them to my coworkers. I am totally open to questions, comments, and suggestions, especially from YC readers.

If you are the idea guy and you are not bringing in new ideas then what are you contributing to the startup? I think it is a bad idea to have a designated idea guy.

I would take the new job and use the money to hire a coder, along with any coding you can do on your own. You have to be willing to risk everything, if you really want to make it work. No risk no reward. If it was easy everybody would be doing it.

I commend your efforts. It's not easy to go through this. And it's smart of you to share and ask for help. Very smart.<p>You asked. I won't be bashful. Take my feedback however you want (or tell me to go to h*ll).<p>You do not have a startup. You have a hobby. A startup is full time. Greater than full time.<p>Like you, I'm a hacker. I simply cannot imagine giving up equity to a designer or an "idea man" (whatever that is). Design is grossly overrated (see Google). Ideas are everywhere. Only a fool pays for them. People should be paying you to give you ideas (more about that below).<p>I understand that these are your friends and that you love working with them. Nothing wrong with that. What's more important to you, the quality time you spend together or the outcome? I think you have a tough decision to make because, frankly, I don't see you having both. You don't need these guys.<p>I would seriously consider taking your employer's offer to relocate. This would give you a graceful exit from your current endeavor and preserve your friendships. Then I would bank every dollar I could in order to go back to my start-up full-time. You should be able to work full-time for at least 6 months, preferably a year. I would also try to pick up side jobs somewhat related to my start-up. Pick up a few extra bucks and get your ideas FROM THOSE WHO ARE PAYING YOU. These are real ideas coming from the field, not from some ivory tower. So the logic is reversed: you can pay for untested ideas, or get paid for real ones.<p>You don't mention whether your employment is related to your start-up in any way. If it's not, all the more reason to pick up side work.<p>I would also try to make connections with other hackers; maybe you can find more suitable co-founders.<p>(By the way, the comment about open and honest communication is spot on. Talk to your partners!)<p>You've got quite a few things to think about and a lot of good feedback from both places. Please - keep us posted. You never know where this may lead...

In my late twenties I was brought in as the superstar on a startup. The "idea guy" was a former professor of software engineering and a former VP for a large electronics firm. Hey -- he was a teacher! And a VP for quality! What could go wrong?<p> I staffed a very small team and we took off. Every day my idea guy would wonder around the office, (his basement) coming up with some kind of new thing or two that was cool. It was distracting as heck.<p> I finally took him aside and told him that we could do a certain amount of work each time-box (which I believe was 3 weeks) but we couldn't work in an environment where we didn't know from day-to-day what we were doing. Interestingly, the other main programmer said that I was being too anal. So the idea guy and I had words and I left.<p> The company never did pan out. Being agile is what it is all about, but you have to actually _do_ something for that truism to work. This is like the guys who sit in the stands at major sporting events. It's easy to have some master plan that changes whenever the mood strikes when you don't have any skin in the game to make something happen. This is why it's better to have geeks who are also idea guys -- they realize the cost associated with the ideas. Just because you can say it easily doesn't mean you can create it easily.<p> Dude -- I'm sure these guys are your friends and you've been through a lot. But there's lots of serious, focused work involved with making a startup happen. It sounds like what you've got is more of a painful group hobby. I think it might be time to consider a better format for being productive.

let us know how your talk with co-founders goes.