It's generally more effective to have a founding team of two or three people rather than relying on a solo founder, as this allows for a broader skill set and the ability to compensate for each other's weaknesses.

It's important for co-founders to have complementary skills rather than overlapping ones to ensure a balanced team.

It's important to have co-founders who cover different skill sets and trust each other, as this foundation is crucial for navigating the challenges of building a startup.

It's more important to work with someone you like and trust than to find a co-founder with the perfect skill set. If you have a strong working relationship, you can hire to fill any skill gaps later.

It's better to have an incomplete team than to have the wrong people in key positions; a founder should focus on their strengths and seek help for areas they are not proficient in.

It's better to have no co-founder than a bad one; many successful startups have thrived with just the founders in the early stages, emphasizing the importance of careful selection.

Founders need to be solidly aligned, and a startup has a better chance of success with a limited number of founders; too many can complicate decision-making.

Having a co-founder allows you to divide work, leading to more and better quality output, especially if they have complementary skills.

Our founding team, which included four members, surprisingly worked well together despite the general advice against having that many co-founders.