What Makes a Successful Startup Team

What Makes a Successful Startup Team

When venture capital investors are doing due diligence, they focus carefully on the financial side of the business. Does the company have an interesting business model? How big is the addressable market? What are the growth plans of the company? They hire expensive experts and use advanced data tools to answer these questions and ensure that every financial detail is on the table.

But when it comes to evaluating the startup team, gut feel and intuition tend to be the main due diligence instruments that come into play. This isn’t a great approach. Data shows us that 60% of new ventures fail due to problems with the team.

What makes a successful startup team?

One common answer is that prior startup experience, product knowledge, and industry skills predict the success of a new venture. But is prior experience sufficient for a team to work well together? In a recent study of 95 new startup teams in the Netherlands, we explored that question.

We found that experience alone was not enough to make a team thrive. While experience broadens the teams’ resource pool, helps people identify opportunities, and is positively related to team effectiveness, a team also needs soft skills to truly thrive. Specifically, our study shows that shared entrepreneurial passion and shared strategic vision are required to get to superior team performance as rated by the external venture capital investors.

Of the startups we studied, the group that reported high levels of previous experience but average to low levels of passion and collective vision demonstrated weak team performance when it came to innovation in products and services, customer satisfaction, cost control, and expected sales growth. Contrary, the group of teams that reported average levels of previous experience but high levels of passion and collective vision demonstrated significantly stronger performance.

We also found that greater team experience only leads to better performance if team members share a strategic vision for the company. Thus, when team members don’t agree on the future strategy of the firm, the knowledge and skills they have will only marginally contribute to team performance.

Stellar teams have it all: hard and soft skills

When we talk about this balance between team member experience (hard skills) and passion and vision (soft skills) there’s a sweet spot where stellar teams seem to live. If team members are super smart and experienced, but they don’t feel like sharing this knowledge due to a lack of alignment about the vision for the company, their knowledge is useless for the business. Instead, these differences in passion and vision make teams perform worse. For example, if the CTO in the startup team has a lot of experience in the cyber software industry that is useful for building the current business, but she doesn’t agree with the CEO on the future strategy of the company, she is less likely to share all her previous knowledge on cyber software within the team.

To illustrate the importance of evaluating an entrepreneurial team with this balance between hard and soft skills in mind, let’s look at the case of Emma, an investor at a venture capital firm. (The names of people and institutions in this story have been changed for anonymity.)  Emma recently told me about a potential investment in a software company in Stockholm that she was very excited about. Let’s call it Clocker. When Emma read about Clocker and received the company materials, she was thrilled to meet the team. In addition to the interesting financials, the team’s track record was outstanding.

The CEO had in depth industry knowledge, worked in the software space for years, and led the product division for Salesforce. The CFO graduated from Harvard, had worked for Bain & Company before joining Clocker and had very strong financial and strategic skills. The VP of Sales was a sales tiger who had worked as an account manager for Microsoft. Finally, the fourth team member was very hands-on, a serial entrepreneur with a successful exit on her resume and some experience with start-up failures. On paper, this team for sure seemed to have all it would take to successfully scale up Clocker and ensure a nice return on the investment.

Nevertheless, when the team members presented their pitch in the boardroom and elaborated on the Clocker growth strategy, Emma was disappointed. The story just didn’t hold. While the CEO told Emma that she wanted to expand to the U.S. and become the next Salesforce, the CTO did not seem to share this ambition. He dismissed the CEO’s ideas immediately and argued that the company would be too busy with other projects to realize global expansion this year. It became clear that the Clocker team had very different goals in mind. They were also not equally passionate about the company. The VP of Sales still ran his own sales business on the side — while the CTO was constantly on the lookout for other jobs.

When Emma talked to the CEO a few weeks later she learned that the Clocker team had broken up. Because of their different goals for the company, team members did not communicate efficiently and failed to share their knowledge, which led to bad team dynamics and weak decision-making.

While previous experience has often been cited as a key ingredient for entrepreneurial success, our results show that experience alone will not lead to success. Instead knowledge, skills, and passion are equally important for succeeding as a new venture. Experience and expertise only lead to better performance if team members share their knowledge and have a common vision for the company.

Eva de Mol

When investors evaluate startup teams they should keep in mind that a great resume alone is not enough to achieve great performance. Building a successful startup is a long and bumpy road; without entrepreneurial passion and strategic vision, a stellar resume merely becomes a piece of paper.

Security for SAAS Startups: A guide for founders

Security for SAAS Startups: A guide for founders

For most organizers and CEOs of SaaS new businesses, security is definitely not a best 3 need. With financing, selecting, and constructing an item higher on the daily agenda, it’s difficult to point the finger at business visionaries for leaving system and information security to their specialized group. While there is no requirement for authors and CEOs to be security specialists, the issue is basic enough since they ought to have a conventional handle on what to do and why. This article is gone for being the security cheat sheet for occupied business visionaries, and furthermore a twofold check for the specialized group to guarantee that their establishment is strong.

Why Security Matters

Assembles Customer Trust

Simply SaaS stages store customer information. In this way, customers believe that SaaS stages have solid powers over the information, alleviating the odds of a security break. Despite whether the information is considered PII (by and by recognizable data) or not, each client thinks about their information and will hold your association to an elevated expectation. Frequently, choices for whether to buy a SaaS stage or not can be wrecked by poor security or absence of trust in a security program.

Required to Meet Compliance

In the event that the client’s confidence in your security isn’t sufficient inspiration to consider security important, at that point administering bodies and administrative commissions will incredibly incent you to have a solid security program. New directions, for example, GDPR, old backups, for example, PCI and HIPAA’s Security Rule, and confirmations, for example, ISO and SOC all require solid security controls inside an association. In all actuality as you develop and are fruitful, your clients will request that you stick to best security rehearses just as consistence principles.

Things being what they are, we realize security is critical, yet as a business visionary, where do you begin? On the off chance that you are not on the specialized side of the group, it’s regularly really hard to make sense of what the high effect things are to do and what isn’t justified, despite any potential benefits. With contending weights of time/cash as opposed to guaranteeing security, how would you make the correct exchange offs?

To answer those inquiries, we’ve built up a five layer show for SaaS security. How about we begin with the center (the character), examine how to ensure it, and after that travel through the layers until the point that we get to the external shell (the system).

5 Layers of Security for SaaS Startups

  1. Firmly Control Identities

Regardless of whether it is your clients’ passwords or your very own team’s, having tight power over client accounts is work number one. As a SaaS arrangement, it’s feasible you are putting away end client accounts. The passwords for these records ought to never be put away in clear content or even encoded. On the off chance that they are scrambled that implies there is a decoding key some place on your frameworks, and that is a solitary purpose of huge disappointment. Rather, you should salt and one-way hash passwords. On the off chance that you require help with this, there are open source calculations (for example bcrypt) that can guarantee you salt and one-way hash passwords.

While you are guaranteeing that your clients’ record are secure, you have to do likewise with your interior clients, particularly your designers and operations people – for example the general population getting to your generation frameworks. Implement long, solid passwords, use SSH keys and multifaceted verification (MFA) wherever conceivable, and integrate everything with a personality the board stage like my organization’s stage, Directory-as-a-Service®. There are different arrangements accessible also, including on-prem and open source personality suppliers.

Activity things:

☐ Salt and one-way hash all end-client accounts.

☐ Use a personality supplier to bring together all worker/temporary worker accounts.

  1. Encode All Data at Rest

All information outside of passwords ought to be encoded very still. Numerous database arrangements as of now do this for you, so you’ll simply need to affirm with your group that it has been empowered and that the encryption keys have been put away legitimately. Notwithstanding your database, you ought to scramble each PC and work area hard drive. With macOS® and Windows® both offering full plate encryption, you should ensure it is turned on for each machine. There are easy to utilize FDE the executives devices accessible to uphold this.

Activity thing:

☐ All stockpiling frameworks you control ought to have information scrambled.

  1. Multifaceted Authentication Everywhere

Wherever conceivable, require MFA/2FA. It ought to be required on everyone’s email account, particularly since G Suite™ and Office 365™ both offer MFA abilities. Try not to stop at email, however. Turn it on for your source code vault, AWS®, keeping money, and anyplace else you can. In a perfect world, you’d likewise have MFA for every individual’s PC or work area. That alongside FDE for your representatives’ machines, is an intense mix for a programmer to beat.

Activity thing:

☐ Make MFA compulsory on each framework and application conceivable.

  1. Secure Endpoints

Your end client’s PC or work area is the course to your increasingly basic information and applications. Numerous associations have become tied up with the idea that the endpoints don’t make a difference, so why invest energy anchoring them? The issue is that they are the vehicle to get to AWS, GitHub, Salesforce®, your inner document server and the sky is the limit from there. A bargained endpoint can be completely cataclysmic.

Fortunately you can without much of a stretch secure endpoints. Require an enemy of malware arrangement on every framework. At that point, uphold some basic arrangements like screen saver bolt, long passwords, handicap visitor records, and you’ll be en route. Control fixing and refreshing of the OS and real applications midway to guarantee it is finished. Inquire as to whether they can without much of a stretch confirm that the majority of that is set up. They ought to have the capacity to successfully run a snappy report for you to affirm that everything is great there.

Activity thing:

☐ Find an apparatus or inward procedure to guarantee each framework is secured.

  1. Secure Your Networks

We’ll make the presumption that you have two systems – one at your server farm (or IaaS supplier) and one for your office arrange (in all likelihood WiFi). We should take the case of an AWS foundation first. Use security bunches intensely to secure traffic coming inbound. In a perfect world, you’d have next to no open to the outside world, and whatever is accessible requires solid validation (see #1).

For the workplace organize, like endpoints, a few authors hold the perspective that there is nothing on the corporate system in light of the fact that everything is in the cloud. We would keep on encouraging you to not disappoint your protect. Indeed, the workplace system may be as intriguing as a Starbucks café’s. Be that as it may, on the off chance that someone can get on, they can at present observe who else is on the system and possibly endeavor to misuse a shortcoming. There truly isn’t a reason not to secure the WiFi organize. It’s simple and quick to require every client to remarkably login to the WiFi arrange. (Note: a common WiFi SSID and passphrase composed on the meeting room whiteboard does not mean a one of a kind login.) For extra focuses, you can portion the system with the goal that the business group isn’t on indistinguishable piece of the system from the engineers. Request that your specialized group think about RADIUS verification, and they’ll keep running with it.

Activity thing:

☐ Heavily use security gatherings/firewalls for your generation arrange.

☐ For your office, require exceptional logins – no mutual SSID and passphrase.

That is it. Those five things will drastically venture up your security amusement. Indeed, we’d dare to wager that you’d be close to the leader of the class if those pieces were set up. In any case, don’t misunderstand us. There are no uncertainty numerous other high-esteem frameworks and procedures that can be executed. What’s more, in no way, shape or form was our rundown complete. Consider it a strong establishment to expand upon.

Past the Buzzwords

In the realm of data security, there are hundreds if not a large number of various organizations and apparatuses offering arrangements that will indicate to be the panacea to your issues. A considerable lot of them will be on the bleeding edge, and maybe, your specialized group will be envious of their answers. In this article, we’ve controlled far from the popular expressions and the extravagant apparatuses for giving you a strong establishment without huge expense.

You may hear terms from your group, for example, “Safeguard in Depth,” “Zero Trust,” or “Edge less” security. Honestly, these models are valuable, and if your group happens to like one, that is most likely fine and dandy. The main thing is that the chosen show works to perfection of securing the center ancient rarities of your foundation, and that your group executes on it.

This gets to a critical truth: an association’s security program must be comparable to the security cleanliness of its workers. That is for what reason we’re closing with two different contemplations: worker preparing and a security approach.

Direct Regular Security Training

Shraddha Savlani

We’d propose getting in the propensity for completing a customary preparing with your whole group. Ask someone on your specialized group that is canny about security and have them survey great security rehearses and your high-esteem security approach with your whole organization. We do our preparation each quarter, and you can see our recommendations here for what to prepare on.

How to Find the Right Technology Partners for Your Startup

How to Find the Right Technology Partners for Your Startup

If you want to start a company but you don’t have technical skills, you may be in a position where you need to look for a tech partner for your startup. It’s doable— AirBnB’s founders created a billion dollar tech company without coding skills. Of course, doing so is far easier said than done.

Programming and other technical jobs are usually high-paying, and good people are always going to be in demand. If you’re looking to hire someone, you’ll not only be competing against other startups like your own, but also against large well-resourced companies like Google, Apple, Salesforce, and more. In the initial stages of a project, there’s not much you can offer a potential CTO or tech cofounder that can’t be topped elsewhere. Equity is useful to a point, but 50% of nothing is still nothing.

On the other hand, working for too long without a tech partner you trust can lead to bad choices that can haunt you for years. Getting a prototype build on the cheap is one thing, but if it can’t scale or version you’ll lose time and money doing work you’ve already paid for.

The trick to finding a tech partner is all about timing. If you know where you are in the development cycle you can make decisions that both help you take the next steps and pay off in the long run.

Start Light

If you’re trying to move from the idea stage to something you can use to actually make your pitch and generate some investment dollars, you’ll want to get started making an MVP (minimum viable product). As the name describes, you’re trying to make the absolute simplest possible implementation of your idea. You want something usable that demonstrates how your idea works and why someone would want to buy it.

At this stage of the game, you probably want to minimize your investment, which means that you don’t necessarily want to hire in-house people to start developing. Before you deal with salaries, benefits, equity, and more, you need to know if your idea works or if you need to go back to the drawing board. That means looking for a third-party team that can get it done and give you something to actually work with.

When you’re first starting out, it’s tempting to go as cheap as possible to get your idea done. Hiring a third-party team based in Croatia, for example, like David Bailey did for his startup 3 Kinds of Ice. Unfortunately, that didn’t turn out to be a great idea for the long run: ”The product didn’t scale. At all. It wasn’t just that the app got slower and features stopped working, it was also that adding new features easily broke old ones, the code base was increasingly hard to maintain, and iteration was painfully slow.”

Startups Need to Invest in Advice

As a nontechnical person working in a business that requires technical expertise, you need to understand the importance of investing in good advice. David Bailey hit LinkedIn to find the most senior tech person in his network, an experienced and respected CTO and offered him a few points of equity to be an advisor. This move was smart because it helped him understand how much he didn’t know. It also gave him access to a much more diverse network of tech references, which eventually got him connected with a consultant.

“The problems were deeper than I’d realized. The back-end architecture was highly non-standard. The API wasn’t RESTful, didn’t support versioning (which has proved a massive headache), and wasn’t built to scale. The front-end was a mess of spaghetti code with hundreds of Xcode errors and no clear data model.”

This just goes to show that you need to have a plan when it comes to tech. You don’t know how much you don’t know, which can put you in a dangerous position. This is a big reason that you want to build your MVP as light as possible, so reworking it isn’t as painful. All advice isn’t necessarily good advice, so figure out to how to make an investment in quality guidance.

Moving to the Next Step

Even as you get further along, you still need to be careful about who you bring on board, and more importantly how much money you have in the bank. At this stage, you can hire a CTO for your team if it’s a friend or someone that believes strongly in your idea, but the best thing to do is to look for an outside team. There are companies that can specifically help you with this, like ThinkApps or Accelerance.

Until you have something you can sell to bring cash back in the door, you need to keep your overhead as low as possible. Flexibility is the name of the game. Working with an already-existing team means that you don’t have to waste time looking for the right people, and then worrying about how they’ll work together.

If you have referrals for people, and you know it’s manageable with a small team, freelancers are another hiring avenue you can tap in order to keep your overhead low. Going back to David Bailey’s story, this is the route he went in bringing someone in to try to untangle all the problems he had found.

This option can work well, but make sure there’s vetting at some stage in the hiring process. Yes, you can hire someone who just learned to code for $15 an hour, but you probably can’t afford to have a second person go back and do all of that work again because the first person didn’t know what they’re doing. Sometimes a slightly larger investment up front saves you time and money in the long run.

Bringing in a Tech Team

Once you actually have a product that is working and bringing money in the door, you can start to think about hiring your in-house tech team led by a CTO. At this point, your concept has shown potential, which means that your equity is actually worth something. You also probably have a clearer picture of where you want to go next, and what needs to happen in order to make your product everything you know it can be.

If you already have people working with you as freelancers, you might benefit from the Ikea Effect— our bias to love our own creations. You also have the benefit of already knowing how you work together in a lower-risk relationship. If you’ve been working with a third party, you might be able to hire a few people away with the right offer. Again, you’ve actually built a working relationship, which is the most persuasive pitch you can possibly make.

What You Can Do Right Now

Building a business in tech without technical skills can be tricky. You don’t know what you don’t know, but you also need to be careful about overextending before the economics make sense. At the same time, good people with tech skills are in extraordinarily high demand, which means that you’re competing with basically everyone to get someone you want. If you’re looking for a tech partner, here are some things to keep in mind:

Chelsea Segal
  • Invest in good advice, and use referrals to vet quality people and companies.
  • Start light and build an MVP to show that your idea works.
  • When you scale up to something that you can sell, keep overhead as low as possible with third-party or freelance developers until money starts coming in the door.
  • Only bring a CTO in-house when it makes sense, and use the relationships you’ve built to put the right team together.
The 5 most common startup technology challenges

The 5 most common startup technology challenges

Starting a business is often both exciting and stressful. Few new business owners know what to expect on their startup journey, which means they are often overwhelmed with all the aspects of running a successful operation. From accounting to marketing, from customer service to human resources – constant decisions need to be made. And in almost every area of the business, technology is a major consideration. In this blog post we take a look at some of the most common startup technology challenges.

Setting yourself up for success

For a startup, technology can be the one hurdle that stops you in your tracks even when you’re doing everything else well. You could have the best product on the internet, but if you’re not making it easy for people to buy it you could fail. You could have great staff, but without the right internal process systems they can become inefficient and frustrated. Let’s zoom in on some of the typical tech challenges for a new business, and how to address them.

  • Choosing the right operational tools
    The best way to prepare a startup for growth is to treat a small business like a large one. This starts with establishing and documenting the processes required to perform a service – from start to finish. Once you have this overview, you will be able to map out the technology functionality needed to perform all the tasks efficiently. This would typically entail project management, stock management and logistics, CRM systems and order processing tools, systems for approvals and authorisations, and more.
    While many businesses automatically turn to off-the-shelf solutions, it can often be much more cost-effective in the long run to develop a bespoke system that can be tailored to your unique needs and preferences.
  • Providing e-commerce
    Across the UK, many high street outlets are failing. Often this is blamed on the growth of online shopping and the convenience for the customer to order online, compare prices instantly and have their goods delivered. And while it can be challenging for a brick-and-mortar to compete with the online retail giants, the most successful retailers offer the option to buy their goods online as well as in store.
    However, e-commerce is not just for retail. For many organisations, online payment systems can simplify the customer experience and speed up the journey from order to delivery. Many services can be ‘productised’ and packaged into bundles for the user to select, order, and pay for in just a few clicks.
  • Building a digital offering
    Many startups provide a core offering that is all about technology; like software subscriptions, online services, mobile apps or virtual products. But whatever the digital offering is, there are a number of factors to consider. It’s crucial to build the solution in a way that is financially sustainable for the business. For instance, a new innovation may take shape over the course of several software versions, which could become very expensive as you re-invent your product. By instead choosing to work with an agile partner who can develop the solution over a course of a number of iterations, you get the chance to road test and approve features before committing to them.
  • Choosing hardware
    One major technology decision for startups is about the actual equipment to use in the organisation. What should you choose when it comes to laptops, desktop computers, phones, printers, and scanners? And should you even buy these items, or just lease them? There is obviously no one-size-fits-all answer, but they key is to map out what the needs of the organisation truly look like. For field workers, it might make sense to deploy heavy-duty mobile tablets rather than laptops. And instead of investing a large amount of money into a 3D-printer that may only be used occasionally, it could be worth sharing it with other businesses to make the cost more manageable.
    When it comes to hosting, most new startups choose cloud hosting over on-premise as it is overall more cost-effective to outsource the running, management, and security of servers.
  • Setting up IT security
    For any startup, it’s almost impossible to stay on top of all the latest potential cyber threats – unless that’s your area of specialism, of course. This is why many businesses choose to outsource their IT security, antivirus management and advisory services to a trusted external partner or consultant. It’s often a much better use of your time to focus on the core business instead of trying to solve security crises yourself.
    However, regardless of your approach to managing IT security, it is crucial to maintain a good level of internal awareness of security risks. Have a thorough IT security policy that outlines how employees should manage their devices, how often passwords should change, how to react to typical email scams, and more.

Making startup technology simple

Pal Kienitz

Far from every startup is able to employ internal specialists to walk the business through its technology requirements. If the above technology challenges feel overwhelming, don’t ever hesitate to connect with suitable partners who can help you plan, address and implement the right technology in your business. It’s quite possibly the best investment you can make for your future success!

5 Crucial Roles in Every Successful Tech Startup

5 Crucial Roles in Every Successful Tech Startup

Let’s face it – startups rarely succeed because of their revolutionary ideas.

And even if that’s the case, the entire pile of responsibility and effort lies on the back of the team members and roles within the startup. The truth is, a startup can only be as successful as the team that is founding it – which is something critical to every organization.

And just because there are no rules carved in stone for startups, a lot of potential ideas get the wrong directions and are without solid direction, ending up where they don’t belong. That is why every startup must include a team of people who are ready to jump into the roles and make their time worth it.

Speaking of roles, we are listing the most important ones every startup must have.

The CEO, labeled as ‘The Dreamer’

The chief executive officer (CEO) is usually the leader in the startup team. However, this does not mean that he is the person that is paid more or has more equity. Simply put, the CEO is the dreamer, and the person whose passion goes beyond anyone’s expectation. As such, the CEO leads and the others are willing to follow him.

Before anyone believes in the idea of success, it is the CEO who needs to believe in first. Every successful tech startup must have ‘the dreamer’ as part of it and the person that is always willing to believe in the idea – regardless of how many people out there say it has no future or it is a total failure.

The CPO, labeled as ‘The Visionary’

A clear vision is what every tech startup needs to establish from the very start. Essentially, this falls down to the pile of responsibilities of the CPO (chief product officer) who best knows the products and can actively pinpoint problems and articulate different solutions for them.

The visionary is the primary role in the company’s story.

Just like the dreamer, the CPO must have a strong aspirational purpose and even higher vision for the company. And most importantly, he must know how to transform it into reality and capture the hearts and minds of those inside and outside the startup.

It is true that every tech startup encounters roadblocks – but in order to keep the dream and vision intact – there must be someone who can ground the mission and give it a path to success.

The CTO, labeled as ‘The Doer’

Chief technical officers are a must-have in every tech startup. Simply put, having a CTO in a tech startup is obvious just because of the level of complexity and technology involved. The CTO is labeled as the doer only because he is able to stand up and face the technicalities and potential problems, solving them quickly and actually doing more than dreaming.

Also known as innovation architects, CTOs are the bridge to success from a development side of view. They are the motors that keep the entire operation called a startup active – and are most crucial for tech startups. They are also responsible for hiring more people in the technical team and bringing together various technologies in order to build the product or service and market it accordingly.

The CSO, labeled as ‘The Hustler’

Every startup should have a hustler on board. This is the role of the CSO – who always aims to sell the product built by the team. Known as the chief sales officer, the CSO is a person responsible for turning a brilliant idea into flowing profits.

In the same time, the ‘hustler’ is among the most important roles at each stage of the tech startup. In fact, in the beginning – the CSO can also be the sales guy in the startup. However, if the startup is turning into a company later on, someone should be appointed to that role accordingly.

From building processes for sales to automating them, hiring sales reps and account managers as well as forecasting sales – the ‘hustler’ known as the CSO is the person in charge for the fuel that drives the product or service forward.

The CMO, labeled as ‘The Architect’

What every chief marketing officer (CMO) in a successful tech startup must know is how to make the product or service the most unique out there – and how to spread the word about it in the best way possible. That is why aside from the main architects behind a tech startup, CMOs are often labeled as the architects that are bringing the solutions together and publishing them to the wider audience.

The truth is, marketing is among the efforts that many of today’s tech startups are short of. This makes startups fail when it comes to their first contact with the audience, or not be acknowledged by them at all.

A great CMO is the architect that transforms an average idea into the most unique one, disrupts industries and helps people discover the service they always needed, but did not know that was out there.

The PR guy, labeled as ‘The Connector’

In a world full of startups and ideas, there must be a person who knows how to pull the ropes, connect the dots and give as many shout-outs as possible when introducing a tech startup to the digital marketplace.

And that is where the PR guy fits in. Ideally, this is a person with a lot of knowledge about marketing and even more connections. He knows the editors of the most popular industry (tech) blogs, knows how to get a word or two in the most prestigious tech magazines and how to make influencers mention the startup in some of their reviews.

All tech startups nowadays are in need of a connector in order to foster a network of crucial contacts and connections that will help them build relationships with customers and eventually get major investments and help their startup grow.

Final word

We can all agree that besides the revolutionary and breakthrough idea, every startup must have a team that will make it real. Aside from these crucial roles, there are more people in the story of a successful tech startup – especially the ones with more developer knowledge and the ones in charge of the technicalities.

Matt Warcholinski

Knowing that every startup is different and has its own unique challenges, the general roles and responsibilities in all tech startups are basically the same. In the end, it all boils down to having a vision and establishing a culture that is going to adapt to it, dedicate to it and be willing to jump into these roles in the blink of an eye.