From Right Hand to Ringleader: The Founder's Office Journey
Insights from 3one4 Capital’s Community Mixer
The role of the Founder’s Office in a startup is undeniably crucial. As the founder’s right-hand, Founder’s Office is the lifeblood of a growing venture, serving as the founder's most trusted ally and the company's operational backbone. It's a position that demands versatility, offering unparalleled exposure to every facet of the business - from high-level strategy to granular product development and day-to-day operations.
3one4 Capital, recognising the pivotal nature of this role, partnered with the Founder's Office Club and Netcore for Startups to host an exclusive Community Mixer in Bengaluru. This closed-door event brought together Saurabh Jain (Stable Money), Darshan Subash (Revspot), Udit Gadkary (Dr Paws) and Abhishek Singhania (Wheelocity), all of whom have transitioned from these roles into leadership and entrepreneurship.
Below, we've distilled the essence of our discussion into key takeaways, providing a roadmap for those navigating this career path.
A Role Shaped by the Needs of Scaling Startups
Startups, particularly in their early stages, are in constant flux. The founder’s office was born out of a need to manage this volatility. It sits at the intersection of various departments, often assuming multiple responsibilities—from marketing and operations to product development and human resources. As noted by the panel, “The founder’s office can sometimes feel like a jack-of-all-trades situation. You’re required to step in wherever the need is greatest, but the challenge is owning specific outcomes.”
This fluidity offers both advantages and drawbacks. On one hand, it provides an incredible learning ground; on the other, it can mean operating in a space of ambiguity where roles and expectations are not always clearly defined.
Early-stage Realities: Opportunity Meets Ambiguity
While it may seem ideal to join a startup in its earliest stages, there are inherent challenges. Panelist Saurabh Jain emphasised, “At the very early stage, there’s excitement about working directly with the founder, rolling up your sleeves, and learning how to build. But what many don’t realise is that at this stage, there’s often a lack of structure, making it difficult to take on full end-to-end responsibilities.”
In these early phases, founders are still deeply involved in the minutiae of day-to-day operations. For the founder’s office, this can mean juggling a range of ambiguous tasks—handling everything from customer acquisition to operations, often with no clear ownership. As Darshan Subash put it, "You're not just wearing multiple hats; you're trying to figure out if you're even wearing the right hat for the job."
Timing is Everything
Joining a founder’s office early can be thrilling, but it can also be chaotic. In the nascent stages of a startup, founders often handle a wide array of tasks themselves, leaving little room for a structured, end-to-end responsibility for those who join. There is often ambiguity, especially during a pivot or post-fundraise, when the company DNA hasn’t quite adapted to formal structures.
As Udit Gadkary pointed out, "When a startup goes through its first major pivot, the DNA of the company hasn't fully adjusted to new structures. That's when the founder's office often finds itself in a whirlwind of shifting responsibilities."
For someone stepping into this role, it’s important to recognise that this may not be the right time to expect clear, end-to-end ownership of projects. Learning opportunities can be diluted during times of transition when the organisation itself is still finding its footing.
The key takeaway? Timing your entry is critical. Join too early, and you may be swept up in a chaotic environment with little structure; join too late, and you could miss the formative experiences that shape a startup’s growth trajectory.
Building Trust with the Founder
Perhaps the most critical element of the founder’s office is the trust built between the founder and their office team. Given the level of access that the founder’s office has to sensitive company information, confidentiality is paramount. Founders often worry about problems slipping through the cracks, and it is the responsibility of the founder's office to keep them informed, even when solutions aren’t immediately clear.
Managing the flow of information also helps to reduce the "paranoia" many founders experience, where they fear that they’re the only ones thinking about a particular problem. Udit explained this well: “Founders often feel alone in their worries. By keeping them informed and showing that others are also thinking about the same challenges, you help alleviate some of that burden.”
It’s not about being contrarian or constantly challenging the founder’s ideas but about having a viewpoint on what needs to be done and taking the initiative to implement it. Over time, this attitude not only earns the founder’s trust but positions the team member as a key problem solver within the company.
Key Traits and Skills for a Successful Founder’s Office
A well-structured Founder’s Office needs individuals who are adaptable, proactive, and capable of handling ambiguity. Key traits include:
- Versatility: You’ll juggle various roles—from HR to Marketing to Product management. Adapting quickly to shifting responsibilities allows you to add value where it’s needed most.
- High Agency: Proactive individuals thrive here. Those who identify and solve problems independently build trust with founders. High agency is about stepping up, not waiting for direction.
- Strong Negotiation Skills: Whether it's resolving internal conflicts or navigating vendor relationships, negotiation is a vital skill. Often, Founder’s Office members will find themselves in positions where they need to influence stakeholders without direct authority.
- Business Acumen: Strong business acumen is essential for anyone in the Founder’s Office. A solid grasp of core business concepts—such as financial metrics, market dynamics, and operational efficiency—enables you to make informed decisions and contribute to high-level strategic discussions.
- Operational Excellence: Operational Excellence in a Founder's Office demands a masterful blend of strategic oversight and hands-on execution. It requires not just expertise in project management and process optimisation but an intuitive understanding of how to align operational intricacies with the founder's vision.
- Empathy and Emotional Intelligence: The ability to understand the pressures faced by different departments, especially during times of stress, fosters better collaboration. Functional leaders will only engage if they feel understood and supported.
From Founder’s Office to Founder
Many individuals in a founder’s office aspire to become founders themselves, and this role can be a launchpad for that ambition. However, as Darshan Subash emphasised, “It’s important to go deep into a function, not just have breadth. Being a generalist is useful, but having real depth in a specific area—whether it’s product management, marketing, or operations—is what will prepare you to become a founder.”
The panelists agreed that, while working across various functions offers valuable experience, identifying and deep-diving into a particular vertical is crucial for those looking to transition from founder’s office to founder. "If you’re involved in a new product or spearheading a vertical, live and breathe it. Obsess over every detail because that’s how you’ll know if founding a company is for you," shared Abhishek.
Ultimately, the founder’s office is a proving ground. It offers an unparalleled learning experience, requiring individuals to be resourceful, adaptable, and proactive.
The founder’s office is not just another operational role; it’s a fast track to understanding how companies are built from the inside out. While it comes with its fair share of challenges, it offers invaluable exposure across functions, providing future leaders with a solid foundation to potentially launch their own ventures.
As startups continue to scale and face increasingly complex challenges, the founder’s office will remain an essential bridge between the founder’s vision and the company’s operational execution.
The founder’s office is where you become the founder’s keeper—both of their trust and of the company’s strategic growth.
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The views expressed herein are those of the author as of the publication date and are subject to change without notice. Neither the author nor any of the entities under the 3one4 Capital Group have any obligation to update the content. This publications are for informational and educational purposes only and should not be construed as providing any advisory service (including financial, regulatory, or legal). It does not constitute an offer to sell or a solicitation to buy any securities or related financial instruments in any jurisdiction. Readers should perform their own due diligence and consult with relevant advisors before taking any decisions. Any reliance on the information herein is at the reader's own risk, and 3one4 Capital Group assumes no liability for any such reliance.Certain information is based on third-party sources believed to be reliable, but neither the author nor 3one4 Capital Group guarantees its accuracy, recency or completeness. There has been no independent verification of such information or the assumptions on which such information is based, unless expressly mentioned otherwise. References to specific companies, securities, or investment strategies are not endorsements. Unauthorized reproduction, distribution, or use of this document, in whole or in part, is prohibited without prior written consent from the author and/or the 3one4 Capital Group.
