skip to Main Content

Established in 2001  •  $4.3+ Billion Raised  •  2,400+ Clients

The Journey, Part 1: Introduction

You’re an experienced executive with a game-changing new concept. Your friends and family tell you you’re on to something. All that’s left to do is quit your job, write a business plan, find someone to invest, develop your product, launch your website, and hire a few people. How hard can it be?

The Founder Journey

It will be a challenge so, don’t quit your job just yet.

The good news:

Nearly all businesses that solve a significant problem or need, with a bulletproof business model, a sound management team, and a well-developed business plan will get funded.

The harsh reality:

  • No one cares about your concept.
  • What your friends and family think is meaningless.
  • The skills that got you here won’t be enough going forward.
  • Less than 1% of ideas prove to be feasible.
  • 90% of startups fail.
  • Investors don’t fund ideas.
  • You need a team.

There’s a lot written about business planning, what investors want to see, and how deals are structured.  You can buy a template or software that will automate the planning process. Answer a few questions, hit print, and out pops your plan.

However, until you fully understand your market, value proposition, and how you will compete, all you have is an idea. You don’t know if it’s feasible, how long it will take to launch, or how much money you’ll need. And you don’t have a good understanding of the challenges that you, as the founder, will face along the way.

You’ve decided to get help to knock out a business plan, raise the money, and turn your idea into a business. Where you start depends on how far along you are now:

  • Can you communicate your Value Proposition?
  • Does your Business Model describe how you’ll turn your product into cash?
  • Does your market knowledge allow you to move forward with confidence?
  • Are you able to concisely explain your concept and its potential to a sophisticated investor?
  • Is your core team in place or at least identified?

I’ve never met a single first-time founder who can answer “yes” to any of these.  It’s a complicated process that will confirm you’re on to something or tell you to go back to the drawing board. This won’t just be a job change. Your decision impacts every part of your life.  It can be exciting and rewarding, or it can chew you up.

In a series of posts, I’ll discuss the unique challenges you’ll face as the founder of your new venture. I’ll explain what sets you apart from your team, your risks, potential rewards, and the potholes you’ll encounter along the way.

I’ll draw on my 25 years as CEO of public and private companies in a range of industries and countries, as well as my own startup experiences.  I’ll introduce you to the challenges you’ll face in your personal life along the way.

It’s time to prepare to step far out of your comfort zone. In the beginning, it’s your dream, your dime, and your time. You’re taking all the risk, making all the decisions, and doing all of the work. This isn’t sustainable, and if you try, it will stall or possibly kill your venture before you even start.

I’ll address the standard planning steps: business model, business plan, marketing, team building, financial forecasts, and investor and customer pitches from a first-time founder’s perspective.  I hope this will help you set reasonable expectations, streamline the process, and avoid some of the problems I faced.

Below are the basic categories of my approach with first-time entrepreneurs. I’ll go into detail on each over the next few months:


  • What problem are you solving?
  • Why do you want to start a company?
  • What do you know and what you only think you know.

Preliminary Business Model

  • Is your product feasible?
  • How will your idea turn into cash?
  • What will you need to pull this off?

Personal SWOT Analysis

  • What are your actual strengths and honest weaknesses?
  • List your opportunities.
  • Identify your threats.

Founder’s Action Plan

  • How are you going to build on your strengths?
  • What will you do to overcome the weaknesses?
  • How do you plan to convert your opportunities into cash?

The Planning Process

Business and financial planning are well understood. By this time, you’ve defined your near-term strategy and added a few key people. You’ll now transition to keeping the program on track and maintain focus.


Nothing will kill your credibility faster than a vague or inconsistent message. You can’t wing this. Get it wrong, and it’s game over.

  • What message will you use to attract talent?
  • How will you keep everyone focused on your mission?
  • Are you ready to confidently present your opportunity to investors?
  • What’s your message to potential customers?

Up Next

Jumping into the startup world is a huge step, but it can be hugely rewarding if done right. With a well thought out concept and an honest and well-designed plan, a ton of hard work, and focus, you can bend the odds in your favor. A well-qualified coach or advisor who has walked in your shoes can help you move quickly, reduce risk, and prepare you to communicate your message to customers and investors confidently. In my next article, I’ll take you through the “Discovery” process in detail.

Avatar for Werner Nennecker

Werner Nennecker

Werner has founded and managed private and public companies in the manufacturing, natural resources & industrial sectors for 35 years. He and his teams have secured over $500 million to successfully execute international growth and diversification programs in Europe, North and South America, Central Asia, and Australia.

This article was last updated on

This Post Has 2 Comments

  1. Hi Werner, thanks for your insightful series on a business journey. Very useful indeed.

    What I have experienced is that business journey can be incredibly complex or incredibly easy depending on how you focus and filter known and unknown variables. The key is to make this process as simple as possible, focusing primarily on maximum ROI with the best timing possible.

    My question is, when dealing with a virgin concept, with no given track record, how do you define SWOT, or financial forecast for investment when certain variables are not known?

    Possibly, this may be covered in future articles in this series, but interested in your thoughts. Thanks in advance Mike Nash UK

    1. Hello Mike,

      My next two installments, the Preliminary Business Model and Initial SWOT analysis, will address your questions in detail.

      The first cut at the Business Model will begin to define how the business will generate cash by delivering its product to customers. The process will identify a long list of functions and steps needed for sound execution. This list is an eye-opener for most. By developing the model, a new founder will understand why an investor needs more than an idea or concept. Execution is everything.

      The Business Model forms the foundation for an honest SWOT analysis. Understanding the difference between facts and assumptions becomes critical. The founder will have a view of what the company needs, the skills to bring in-house, which advisors would be beneficial, and the outside services required.

      As this talent comes on board, the Business Model and SWOT analysis will continue to evolve; through further research, some assumptions will convert to facts, others adjusted, and some replaced. This evolution continues well into the planning, funding, and communications steps.

Leave a Reply

Your email address will not be published. Required fields are marked *

Back To Top
×Close search