> 3. The VC model's limitations have become apparent. The focus on hypergrowth and exits has left many founders [[engineers]] feeling trapped between authentic business building and investor [[founders]] expectations.
Damn me! I’ve be naive to trust the (marketing) promise of the last startup I worked for, as an authentic promise from the founders. A few weeks into and I understood the real goal was to grow and get market shares, whatever the means. I felt betrayed but stayed because I liked my peer and the day to day job, and economic insecurity feeling.
Fast forward 2 years: burnout and quit.
Probably some of the 3 founders did kind of trust in the marketing promise at first and after so many speechs and work they confirmed it via some IKEA effect and confirmation bias [0]. But I felt we were actually building fancy CRUDs (forbidden idea there!) not disturbing anything at all.
> 3. The VC model's limitations have become apparent. The focus on hypergrowth and exits has left many founders [[engineers]] feeling trapped between authentic business building and investor [[founders]] expectations.
Damn me! I’ve be naive to trust the (marketing) promise of the last startup I worked for, as an authentic promise from the founders. A few weeks into and I understood the real goal was to grow and get market shares, whatever the means. I felt betrayed but stayed because I liked my peer and the day to day job, and economic insecurity feeling.
Fast forward 2 years: burnout and quit.
Probably some of the 3 founders did kind of trust in the marketing promise at first and after so many speechs and work they confirmed it via some IKEA effect and confirmation bias [0]. But I felt we were actually building fancy CRUDs (forbidden idea there!) not disturbing anything at all.
0 https://en.m.wikipedia.org/wiki/IKEA_effect and https://en.m.wikipedia.org/wiki/Confirmation_bias