In a typical start-up, Venture Leaders (CEO, COO, CTO….) who are co-founders collectively have responsibility and authority for EVERY area of their business.
These areas usually include:
- Deciding and evolve the Vision and Strategy for the company
- Deciding and detailing the Proposition
- Creating a Leadership Team (recruiting and culturally integrating people)
- Directing the development of the core Product and the Technology that powers it
- Raising successive rounds of Investment for the Company
- Ensuring detailed Business Planning and its constant iteration
- Building the Culture, managing the Team in line with it and integrating them into a community
- Ensuring Performance Tracking including Financial Management
- Personally driving (and being responsible for) Key Business Metrics, specially Business Development
- Lead the forging of institutional Alliances & Partnerships
- Being involved in ALL these areas and personally driving at least ONE of them:
- Technology Development
- Operations Management
- Branding and Marketing
But in our incubator-centered ecosystem, there are a few areas where the CXOs of a venture are coached and assisted. This is why roles here are somewhat hybrid and take a little getting used to. In addition, roles evolve quickly. In the first Zero to 24 months of a venture, there are some areas where venture leaders are partially involved (Finance & Accounts, Media), some where they are minimally involved (Facilities management, Administration) and of course most areas where they have sole and complete responsibility.
Roughly after about 24 months onward, the venture leadership is expected to play a far greater role in every area and evolve towards managing the venture independently. And are also expected to be ready to (possibly) relocate out of Goa. The venture may still choose to continue to be in Goa because that makes better business sense. But this should be a choice and not a decision made from a position of weakness or inability.