Jay

Developer and marketer. Has an idea and is open to joining one.

NYC, NY, USAOn FounderCloud since 2020

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About

Why not? Let’s put our brains together and come up with the coolest next startup. Let us talk and see where we end up. I am ready and fully dedicated. Bring it on

What Jay is building

The idea

Looking for co-founders:
That can be trusted.
That sacrifice anything for the dream/vision.
Super energetic.
Coffee Addict - Not sleeping Bear - In Hibernation
If we click we talk if not, i am not in a rush, Am doing great.
Ping me if you are interested.
Only People Who Reply Fast To Messages. Thanks

FintechPlanning

Answers in the Nest

How do you interview a co-founder efficiently?“Personalities and Incentives Why do you want to build a startup (in general and in particular, right now)? What motivates you (e.g. a technical challenge, an overall problem, helping the world, etc.) What do you do with your free time? (e.g. how do you unwind? How do you deal with stress and big challenges? What do you think I’d be most surprised to find out about you? What are our respective personal goals for the startup (e.g. a sustainable business that is spinning off cash and running it forever or high growth and some type of liquidity event)? Will this be the primary activity for each of us? What is the expected time commitment (now, in 6 months, 2 years, etc.)? Are we allowed to take on anything outside of the company? Would we sell this for $5mm? $100mm? Are we waiting for the billion dollar exit? Is there a part of our plan that we are unwilling to change (e.g. the product being built, the market being addressed or some other aspect of the company)? Pro-tip: the only guarantee is that things will change, so if someone isn’t open to that there is a problem. Personal Priorities What are our personal cash needs in the short term? Are we both going unpaid and when would this change? If you’re not able to go full-time now, under what circumstances would you be able to start working on something full-time? Do we want to raise outside money? If so, how much – now, in 6 months, 2 years, over the life of the company? Where do we want the business to be located? Get a sense of personal commitments that the person has so as to better manage your time and their time (i.e. are you married? With/without kids?) Have you ever failed at anything? If so, how did you handle it and what did you learn? If not >> big red flag! Talk about times you both did something you had never done before – how did it get handled and what was the outcome (could be technical or non-technical (e.g. I ran the internationalization of a site; I scaled a site to 5M users)? The Spouse Test- given how much time you’re going to spend with a cofounder, if you have a spouse or significant other you should have them meet the potential cofounder. Not only do they know you better than almost anyone and can give you a second opinion, but also they should know the person you’re going to spend a lot of time with (h/t to Bobber Interactive for this one). Working Styles and Culture If you had to come up with 3 words to describe the culture you want to create, what would they be (e.g. open, hard-working, eccentric)? Pro-tip: if you’re really serious and far along go visit few office spaces together to get a sense of what each of you likes work environments wise and why. What values do we want to instill in our employees? If you could pick 2 things to change and two things to bring with you from your previous companies, what would they be and why? How much equity are we allocating for future employees? Who do we think the first 5 hires will be?”Next steps after you want to move forward with a co-founder?“Agree with much of the prior responses. Most important matter is clarity of YOUR REQUIREMENTS. Many people are good at many things; whether they match up with your thinking, style, requirements, conflict management, aspirations, dedication etc is far more important. Until you've achieved clarity on those elements, the rest matters little. Culture and relationships will be built on trust in style, capabilities and in quality and quantity of purposeful execution. If you've not yet done so, take an evening, and following 15 minutes of meditation (not medication) to clear your mind, get a pen and a few pads of post-it notes. Start by listing 1 key element of fitness or requirement per note. After you've identified your key elements, separate into your top 20, in descending order. Then, on each note, identify why it's important to a) you, b) the effort/product, c) the team you intend to build, d) your current or expected investors. Then clearly identify and articulate what exceptional performance looks like to you for each element, and to your other 3 audiences. Then determine a scoring system (1-5 or whatever your yardstick) of exceptional, over performing, par, needs help, needs to leave). After you feel like you've dimensioned and prioritized that well, then develop questions and tools you'll use to evaluate candidates (lots of good ones exist). Until you do that, you run the risks of guessing, relying on feelings and hope, and hearing what you want to hear rather than the true facts and insights you need for your endeavor to succeed. Your list will help you identify what the candidate needs to be great at to fill in where you're not strong. Doing this process will help you then collectively understand what you can and should outsource. It will give you, your product, your team (either now or as you hire them), and your investors the quality, clarity and confidence required to give you the best chance for success. Brief, but-hope that helps. It may sound tedious, but the quality of thinking through those elements will deliver great dividends in helping you avoid mismatches, and in scoring and selecting the right person with the right skills and style for your endeavor and organization. It will also help for follow on hires, and in explaining your rationale to your team, your investors/advisers, and potential high profile clients. Good luck”