[localfirst]

It really is that easy. The trade-offs are no less annoying then answering customers emails or calls. In some cases you don't even have any sort of "checking in" arrangements if you've demonstrated good profitability.

Like I'm not sure why you are so upset and sarcastic here. I get that the author doesn't care and thats fine. But there are already many scaling their existing revenues coming in and then tradeoff is small bit of your equity for 100x MRR which is common with SaaS where multiplies in its sales pipelines is very easy once you've identified where your customers are!

[gen220]

I think they're being sarcastic because reducing the tradeoff to "a small bit of your equity" in exchange for "100x MRR" is misleading, to the extent that it reads as sarcastic ignorance.

FWIW, I vouched your original comment because I think your comment represents an authentic view shared by other people on HN / in tech.

My question for you: how do you price the stress-potential of hiring, managing, and firing / being fired by (1) a board (2) employees (3) cofounders / other executives; each with their own set of competing incentives and accompanied principal-agent problems?

It's certainly not zero. For many people, it's more expensive than the hypothetical marginal increase in MRR.

[localfirst]

All those things you listed are natural result of adding more minds to an organization and cannot be modelled.

But I will concede that you do give up some freedom as a result of having to police and regulate individuals in the best interest of the company. ex) James Damore