It’s rare that one person has all the necessary skills to build, launch, sell, hire, fundraise, and grow a company from scratch. That’s why co-founders exist.
Finding the right co-founder is one of the most important decisions you’ll make as a founder. A good cofounder can accelerate your learning and expand your capabilities, while the wrong pick can doom your project before it even gets off the ground.
👀 What to look for
People in MOTION
You’re not looking for someone who aspires to one day be a founder, but a person who’s already acting like the talented, locked-in, motivated leader they’re going to become. They’re hacking on side projects, exploring new ideas, attending events and networking, or already shipping their own product.
Shared values > shared skills
Skills can be learned, and you can always hire someone who’s great at something narrow that you need. But when looking for a co-founder, you’re seeking alignment on a vision, an ambition, and a plan for how you want to build. Start by asking yourself some key questions: What are your non-negotiables? What kind of culture do you ultimately want to create?
Don’t default to friends
Familiarity ≠ fit. The best co-founders bring complementary skills, they challenge your thinking, and they hold a different perspective. You need someone who makes the team stronger—not just someone you’d like to spend time around.
Prioritize long-term compatibility
Can this person evolve with the company? Will they show up when things are hard? Founding a company is a multi-year grind. You want someone with resilience, not just eagerness and excitement.
Start small
When embarking on a new business relationship, working on a narrow project before you dive in to co-founding a company together can be a smart strategy. Before splitting equity or making it official, test the waters. Make something small. It’s the fastest way to see how well you problem-solve, communicate, and handle feedback, with the least amount of long-term commitment.
🛠 Embarking on Your Search
Write a “co-founder pitch”
Treat it like a job description. What are you building? What’s the vision? What gaps are you looking to fill—technical, product, go-to-market? What do you value in a partner? A clear cofounder pitch filters out the noise and attracts the right kind of energy.
Go where builders are
Linkedin and Twitter/X are great, but you can’t stop there.
Get clear on your skills—and the skills that you’re missing
Mark Suster wrote a great thread on Twitter about "founder types." Understand which one you are and try to find team members who compliment what you’re bringing to the table.
1/ A thread on "founder types" & how to hire those who complement you
There are no "exact types" of founders but to simplify: A framework I think most founders broadly fall into: 1. Product centric 2. Tech centric 3. Customer centric
List people in your network with those missing skills
Meet with them, pitch the vision, and ask for feedback
✨ If they’re interested, ask them to join you.
🤔 If they’re not? Ask them who else they’d recommend.
✅ Green flags to look for:
They execute without being told.
They’re obsessed with the problem.
They can disagree productively.
They’re honest, even when it’s uncomfortable.
You leave conversations with maore energy than you started with.
🚩 Red flags to watch out for:
They talk more than they build.
They disappear when things get tough.
They’re unclear on their motivations.
They’re in it “for the exit” before anything is built.
Bottom line: this is one of the most high-leverage decisions you’ll make. Be intentional. Be clear. And move fast once you find the right person.
Let’s build 🚀
Kelly Schricker
Principal at LAUNCH
Kelly is a Principal at LAUNCH, an investment firm founded by angel investor Jason Calacanis. She spends her time supporting founders. She co-hosts Founder University’s 12-week program and Founder University Podcast. Prior to LAUNCH, Kelly was VP of Operations at Inside.com, and helped grow revenue from <$1M to $4M+ in 3 years. She's spent over 10 years in early-stage startups, as a founder and early employee focusing on growth and operations.