The growth pains are also usually significant for an early-stage business; the challenge of bringing in the right people and maintaining the right culture as the headcount rises. In most cases, the stakes are also higher. As VCs, we diversify our portfolio to mitigate risk, but for a founder, if a product fails or a business runs out of money, it can mean years of work down the drain.


A transfer of knowledge and experience

My own experience of starting and building a VC business has given me a deeper understanding of what founders go through and enabled a valuable transfer of knowledge. Being an entrepreneur means I can relate to the pressure they are under and the ongoing challenge of balancing work with home life. I empathize with the founders’ constant role as chief salesperson, and the responsibility for spinning numerous plates without breaking any. Neither role is for everybody, but this mutual understanding is often critical to why the VC-founder relationship can be so powerful and mutually rewarding, in more ways than one.


Originally published on Forbes