Login

I’m trying to decide if I should bring on a co-founder for my SaaS product before I even start seeking seed funding. I have the technical side completely built, but I’m realizing I’m weak on the go-to-market strategy and sales execution, which investors keep pointing out. I’m just not sure if giving up that much equity this early is the right move when I could maybe just hire for those skills instead.

I once brought on a co-founder before any seed money. I was strong on the tech, not on selling. Equity felt heavy even though we had good days; after six months we still hadn't proven go‑to‑market and the mismatch in priorities started to bite. It taught me that early alignment is its own project.

I opted for a big hire instead of a partner. Contract-based sales lead, clearly defined milestones, a five figure annual budget. It moved faster, we got to a real pilot with paying customers, then the person left after a year and we had to rebuild. It was messy but cheaper in hindsight.

If you go the hire route, lock in a tight ramp plan: what channels, what ICP, what win stories, what numbers. We tracked qualified leads per week and payback period, but the numbers moved slowly and the pipeline felt fragile. Still, it was tangible and kept me from delegating the whole thing to memory.

Part of me wonders if the real bottleneck is not GTM but how you and the idea pair. I drifted into chasing one more feature or one more channel and forgot to ship the first real version. Maybe the problem is telling yourself you need a partner to push a hard decision, when in fact you just need a clear decision process and guardrails.

Login
Username:
Password:	Lost Password?
	Remember me