Founders Start Up Investment

You Can’t Want It For Them: The Frustration of Backing Someone Who Won’t Push Themselves

Why hunger must come from within – —and how painful it is when it doesn’t

There’s nothing more frustrating than believing in a founder more than they believe in themselves.

I’ve backed hundreds of entrepreneurs. Some were raw but relentless. Others were polished but passive. The hardest part of early-stage investing isn’t the risk. It’s the emotional cost of giving time, capital, belief—only to realise the founder won’t meet you halfway.

You can give someone every opportunity. But you can’t give them hunger.

The Silent Stall

This doesn’t usually happen with a loud failure. It happens quietly:

  • The founder stops updating you.
  • Weeks go by with no traction, no pivot, no urgency.
  • They respond, but never initiate.
  • They’re always “thinking about” next steps—but never executing.

From the outside, they still look active. But inside, the drive is gone. They’re waiting for the business to push itself forward.

You can offer support. But you can’t light the fire.

Why This Hurts to Watch

As an investor, mentor, or advisor, this is the most painful part of the job. You see the potential. You know what’s possible. You’re ready to back them all the way.

But they won’t move.

And slowly, you realise: you’re dragging someone who should be driving.

It drains you. Not because they failed—but because they never truly tried. Not at the level that builds anything lasting.

Hunger Can’t Be Installed

I’ve learned the hard way: you can’t transfer urgency. You can’t force ambition. You can’t coach someone into caring more than they already do.

Hunger has to come from within. It shows up in how they use time, how they make decisions, how they show up when no one’s watching.

Founders who want it badly enough make it obvious.
The ones who don’t eventually reveal that too.

What I Look for Now

Before I invest, I don’t just ask what the founder is building—I watch how they behave without incentives.

  • Do they follow up without being chased?
  • Are they building when no one is clapping?
  • Have they taken risks before funding arrives?
  • Do they own outcomes—or always have a reason why something didn’t happen?

I want to work with people who already move. Who already push. Who already carry weight without needing applause.

Final Thought

The hardest lesson I’ve learned in this game is this:

You can mentor, guide, fund, support, and believe.
But if the founder won’t push themselves—none of it matters.

Because in the end, you can’t build for someone who won’t show up for their own vision.

Mentoring Pre-seed Start Up Investment Start Ups

Scaling Without Systems: Operational Foundations Over Ambition in Early-Stage Businesses

Scaling Without Systems: Why Operational Foundations Matter More Than Ambition

Ambition is loud. Systems are quiet. And in early-stage businesses, the quiet parts are what hold everything together when growth begins.

In my time working with hundreds of founders, I’ve seen ambitious startups crumble—not because the idea was bad, or the market uninterested—but because there were no systems underneath the hustle. They scaled chaos. And eventually, it caught up with them.

What Scaling Without Systems Actually Looks Like

It starts with energy. The founder is everywhere—selling, hiring, firefighting, tweeting. Revenue starts coming in. Headcount grows. So does pressure.

But behind the scenes, no one’s documenting process. There’s no visibility on customer data. Handoffs between team members are messy. The product updates faster than the team can keep up.

The founder gets overwhelmed. The team gets frustrated. Clients feel it. And slowly, what looked like momentum turns into friction.

This is the trap: scaling without operational maturity creates growth you can’t support.

What Breaks First?

  • Delivery: promises made, but not consistently fulfilled.
  • Customer experience: inconsistent onboarding, missed follow-ups, no feedback loops.
  • Culture: team members operating in silos, unclear on expectations or priorities.
  • The founder: buried in tasks they should have delegated months ago.

These breakdowns aren’t dramatic—they’re gradual. That’s what makes them dangerous.

What Founders Miss

Founders love speed. But what they often miss is that speed without clarity creates mess. Scaling isn’t about doing more—it’s about creating repeatability.

Without systems, every task becomes a one-off. Every issue becomes reactive. Every hire becomes a burden instead of a multiplier.

Systems create structure. They protect the founder’s time. They help new hires succeed faster. They reduce decision fatigue. And most importantly, they help turn the business into something that can run without being carried on the founder’s back.

What I Look for Now

I no longer get excited just by ambition. I ask:

  • How do they deliver value consistently?
  • Can they onboard and train someone new without friction?
  • What gets automated or documented in their world?
  • What breaks if the founder takes a week off?

If there’s no answer—or if the answer is “everything”—it’s not ready to scale.

Final Thought

Startups don’t scale because the founder works harder. They scale because the business works better.

If you’re building, build your systems early. Not just your product. Not just your audience. But the infrastructure that holds it all together.

Because ambition will get you started—but operations will keep you going.

Pre-seed Start Up Investment Start Ups

Backing Founders Too Early: The Risks of Pre-Seed Investing No One Talks About

Backing people at the idea stage feels exciting. You’re betting on belief, vision, raw talent. But after working with over 400 founders through Preseed Investments, I’ve learned something uncomfortable:

Sometimes, backing founders too early can do more harm than good—for both sides.

We don’t talk about this enough in early-stage circles. The narrative usually celebrates bold bets, early conviction, and finding the “next big thing” before anyone else. But here’s the truth: pre-seed investing comes with risks that go far beyond the pitch deck.

The Premature Backing Problem

Backing too early often means funding a founder who isn’t ready to lead, execute, or adapt. The idea might be strong, but:

  • The market hasn’t been validated.
  • The founder hasn’t had pushback from real customers.
  • The team (if it exists) lacks chemistry or clear roles.
  • The business model is more hope than mechanics.

In these conditions, early funding can act like a false positive. Instead of sharpening focus, it creates noise. Instead of validating with users, the founder focuses on raising the next round. And instead of growing, they often stall—burning time, capital, and confidence.

What I’ve Seen Firsthand

At Preseed, I backed founders with huge potential. Many delivered. But too many didn’t—not because they lacked ambition, but because they lacked timing, traction, or team maturity.

I’ve seen:

  • Founders stuck in build mode, never getting to market.
  • Early-stage teams fracture under pressure because roles weren’t defined.
  • Great storytellers who couldn’t execute once capital arrived.

And perhaps most common: founders who mistook raising money for building a business. The momentum of funding distracted them from the real work of product-market fit, customer discovery, and team building.

Why Timing and Traction Matter

Startups move fast—but they still need rhythm. That rhythm comes from testing, iterating, learning from customers, and building muscle memory as a team. If you skip those reps, you scale chaos.

Pre-seed capital should act as an accelerant—not a crutch. But it only works if the fundamentals are in motion. Otherwise, you’re just speeding up something that hasn’t found direction yet.

Too early, and the founder builds in isolation.
Too late, and you miss the inflection point.
The sweet spot? When the founder is already moving—capital just helps them move faster.

What I Look for Now

I still back early-stage founders—but I look deeper than the pitch:

  • Have they shipped anything—however small?
  • Do they have any signal of market pull?
  • Have they worked through conflict or setbacks with their team?
  • Can they explain how they think—not just what they’re building?

Passion is easy to find. Execution is rare. Readiness is rarer. The best early-stage bets are on founders who’ve already taken uncomfortable action—and will keep doing so when the money arrives.

Final Thought

Backing too early isn’t just a funding risk—it’s a development risk. You can unintentionally derail a founder by giving them too much, too soon.

Now, I invest where there’s momentum—not just vision. Where there’s traction—not just talk. Where the founder shows maturity—not just ambition.

Because in this game, timing matters as much as talent. And pre-seed success depends not just on how early you get in—but how ready the founder really is.

Pre-seed Start Up Investment Start Ups

When Passion Isn’t Enough: Why Founders Must Learn to Lead, Not Just Build

When Passion Isn’t Enough: Why Founders Must Learn to Lead, Not Just Build

Passion is what gets most founders started. But it’s leadership that decides whether they go the distance.

In my time backing over 400 founders through Preseed Investments, I’ve seen countless people with vision, energy, and technical brilliance. They loved the problem. They were obsessed with the product. They worked insane hours to get something launched.

But the moment things needed to scale—people, systems, expectations—they hit a wall. Why? Because they never made the shift from building the product to leading the business.

The Builder Trap: Why Many Startups Stall

Building is comfortable. It’s where you control the outcome. But startups don’t scale on product alone. They scale on clarity, systems, and people moving in sync. That’s leadership territory—and many avoid it.

I’ve seen founders spend months perfecting features while avoiding real conversations with customers. Or micromanaging tasks while ignoring their team’s need for direction.

Meanwhile:

  • They’re not sharing vision.
  • They’re not setting pace.
  • They’re not managing risk or morale.

Eventually, what they’ve built starts to outgrow them. And if they don’t evolve, the business stagnates—even if the product is great.

Leadership Isn’t a Title — It’s a Set of Habits

Leadership isn’t about having all the answers. It’s about responsibility, decision-making, and influence. You have to:

  • Keep the team aligned—even when plans change.
  • Set standards for how things get done.
  • Know when to step back and let others own solutions.
  • Be the one who stays calm when things break—which they will.

Without this, even the best ideas fade. Teams burn out. Customers feel the cracks. And investors lose confidence.

What I Tell Founders Now

If you’re a builder, great. Build fast. Build well. But if you want to grow a business—not just launch a product—you must also lead.

I look for founders who:

  • Take ownership beyond their role.
  • Make decisions quickly—even if they’re hard.
  • Know how to communicate under pressure.
  • Are willing to let go of control as the business grows.

The founders who thrive long-term aren’t just passionate. They’re willing to do the uncomfortable work of leading, not just building.

Final Thought

Startups don’t fail because people stop caring. They fail because no one steps up to lead.

If you’re a founder stuck in product mode, ask yourself: Who’s leading the company while I build it?

That question might just save your startup.

Mentoring Pre-seed Start Up Investment Start Ups

The Hidden Cost of Underperforming Startups: What I Wish I Knew Before Investing

Insights from Backing Over 400 Founders Through Preseed Investments

Backing early-stage startups is always a risk—but what I didn’t fully understand when I started Preseed Investments was how many different ways a startup can underperform… and how much damage that underperformance can do over time.

When I launched Preseed, the vision was clear:

  • Back smart, ambitious people early.
  • Help them get from idea to traction.
  • Support them with mentorship, funding, and belief—before others were ready to.

I backed over 400 founders. I thought that level of exposure would balance the risk.

But here’s what I learned the hard way:

You don’t need a massive failure to lose money.
A slow bleed of underperformance is far more dangerous—and harder to see until it’s too late.

Underperformance Doesn’t Always Look Like Failure

Most of the startups I backed didn’t crash spectacularly.

  • They just didn’t move fast enough.
  • They didn’t grow.
  • They didn’t attract follow-on funding.
  • They didn’t pivot when they should’ve.

And slowly, they became stagnant—too small to scale, too distracted to evolve, and too dependent on me to keep going.

This is the hidden cost no one warns you about.

You’re tying up capital, time, energy—and emotional bandwidth—in founders who aren’t moving.
They’re not failing loudly enough to cut off. But they’re not progressing either.

It’s the entrepreneurial version of being ghosted by momentum.

Why It Happens

In hindsight, I can see the common threads:

  • Founders who were great at selling the idea, but not executing it.
  • People who needed too much support to drive their own business forward.
  • Startups with no real feedback loop from the market.
  • Teams that lacked urgency.

But the biggest one?
They weren’t hungry enough.
They didn’t take enough uncomfortable action.
They waited for things to happen instead of creating movement.

I can’t want it more than them.

The Real Cost

Underperformance isn’t just financial. It affects everything:

  • It delays your ability to reinvest in stronger ventures.
  • It clogs your pipeline with ‘maybes’ that never become ‘yeses.’
  • It wears you down as an investor, coach, or advisor.
  • It forces you into the role of rescuer instead of partner.

Eventually, the compounding effect of too many underperforming businesses drags down even the best-performing ones.

What I Wish I Knew

  1. Back fewer people, more deeply.
    Volume doesn’t protect you from lack of quality or clarity.
  2. Screen harder for hunger, not just polish.
    The pitch is easy. The push is where most founders fall apart.
  3. Exit emotionally earlier.
    When a founder consistently avoids hard decisions, doesn’t take feedback, or loses urgency—it’s time to step back.

Final Thought

Backing early-stage founders is still something I believe in.
But belief alone isn’t a strategy.

Now, I invest my time and energy where I see real drive, real action, and real willingness to grow through difficulty.

That’s how you avoid the hidden cost of underperformance.
Because in startups, slow failure is still failure.

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