Yeah, trying to switch my business here from self-employment mode to startup mode (and hence moving from consulting revenue as the big thing to scalable revenue as a big thing, though consulting will stay for reasons of business strategy). The big thing I am doing first is trying to get a co-founder on board.

This has actually been an interesting process. I came up with three people, had one in mind as an ideal candidate, and approached all three. My idea was that if others really worked out, we could go with more than two people. the top candidate and I are still talking, but the other two never went anywhere.

There are a bunch of reasons for this. First it is easier to apply for funding if there is a team, but more importantly having a second individual provides needed feedback and makes total screwups a bit less likely. It is always important to keep folks around who will give good, honest, and occasionally brutal feedback. Nowadays I am not even sure we will apply for funding. We might bootstrap.... But getting a team in place is for now the critical task.

So I completely agree with the article's conclusion that he would have tried to get a co-founder if he did things differently. This is so important to do.