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Someone to...
(3 minute read.)
'All I need is a friend, someone to give me a helping hand.'
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It's sensible to have a close working partner; an informed and savvy aide with whom one can speak closely and regularly… vent obvious frustration, but more importantly get informed feedback and suggestion.
In the 'old' (pre-Internet) days* I was stronger through having good people with me; not wannabe-number-ones, but very sensible and experienced manager/executive-types (usually from director-level corporate backgrounds).
[*Since then, in working mainly on web projects, having found it increasingly harder to get good allies, much of my work has been performing a similar role for others through my consulting & support services rather than developing my own ventures.]
They knew and were very good at their stuff, and made sure what needed to be done got done.
They didn't want to start their own businesses, and were content to get paid well for being an important part of mine… adding valuable input where appropriate (which included stopping me making too big a fool of myself).
They enjoyed having more freedom than in a typical employed role, and the ongoing continuity of work which removed much of the usual hassle when freelancing.
That's why, to head this business, rather than a full-on entrepreneur (who's potentially likely to have some attributes akin to mine and hence need similar support), I favor the milder-type outlined earlier.
[Despite that, I'm still open to 'someone like me, much smarter, without the flaws, and (ideally) younger'. Together we could probably gonzo this thing through to vast prosperity.]
And, because what needs to be done is relatively clear and simple, a steady hand is preferable to someone who's potentially likely to take bold strategic risks.
Other advantages of having some who's more managerially-minded rather than entrepreneurially-oriented include:
- Should be easier to fill the role than finding an entrepreneur to buy-in.
- Potentially less friction; I won't have the friendly/laid-back ethos compromised.
- I retain more equity and hence get a fatter pay-off on exit. (But I'm not really bothered about that, there should be more than enough to go round and so it's a non-issue.)
Because they're likely to be too inflexible, I don't want a conventional corporate CEO-type. (And many wouldn't even seriously consider coming here anyway.)
And that this role is freelance rather than employed won't be a problem to the right type of person, to whom generous financial rewards plus vested equity (free stock) will be attractive.
So, if you think you might be that person, this is not a time to be shy. Contact me and let's see.
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