| Reading through this thread with great interest, I actually have to wonder what the OP's criteria really are. I'd guess that lokendrachauhan's assumption is probably valid, but that is somewhat based on my stereotypes (and being currently involved in a venture that is driven by these kinds of aspirations on the part of the CEO, not always to good effect, IMHO). @OP, what are your general guidelines for a "good idea"? Look at the range of approaches discussed: from Dane Maxwell's approach to focused SaaS solopreneur to selling to big industries or the government (long lead-times). Plus, some of the ideas mentioned are stunning.
Ideas per se are not lacking. $B+ ideas with low-risk and high differentiation might be ;) Also, you description of "great team" sounds a lot like "bankable resumes", but it is unclear what experience you guys have that would actually be accretive to building an early-stage startup. There are a lot of smart people who want to be involved in big deals. If your PE guy is not actually serving as an SME for a finance-related product, and primarily brings a rolodex and smell of money on his CV, then maybe he should be an investor or perhaps on the board instead? Consider also your tech SME, and that you've only 1 tech person of 3. Although I do not assume a doctoral degree means no practical skills (I think there's actually some discrimination against doctorates out there), does this guy also have practical experience in small SW efforts? It seems a red flag that he doesn't have ML application ideas. I don't intend this to sound mean, in fact I identify with your situation in a few ways, I'm just reflecting some honest thoughts after 3 startups. Have you considered choosing something, even if it isn't perfect, to use as a "forcing function" to get the juices flowing in your group and vet them as a good team? I understand the opportunity cost of time, but actually doing something might galvanize your thinking. Good luck! |