Distinguish founder and management roles

A founder tests possible ways to create and capture value. An executive runs an organization with existing customers, assets, duties, and a business model. A manager helps people coordinate their work. One person can hold different roles over time, but the roles do not have the same purpose.

The founder needs speed because the main questions remain open. The executive needs control because errors can damage something that already has value. A manager adds value when the organization needs more coordination. A startup can create unnecessary work if it adds layers of supervision before it knows what it must build.

Do not choose a role because its title sounds impressive. Identify the situation, then do the work that it requires. A successful founder can later become an executive, appoint one, or build another business. Leaving an operating role does not erase the value of creating the business.

You can also help someone else lead. An important second role can provide useful work, financial reward, and more control over daily life. Judge the role by its contribution and responsibilities, not only its title.