Being a Non-Technical Founder – Diagnosis & Remedy

I started REfficient because I believed there was a better way to manage resources. I knew that with the right tools and services, companies could drive both financial and environmental results from surplus assets.

Early on I recognized that technology would be important to drive efficiencies and improve our reach, so we started to build an online platform. We used three different developers over a six month timeframe – partially due to circumstance, partially due to frustration. Each time they would have their own spin and “feedback” on the others’ work.

As time went on, our platform morphed due to the evolution of our business and customer feedback. We had challenges in various ways, and luckily we got a very competent IT staffer who could help deal with the issues as best possible. Yet over time, I came to realize that our foundation was not as scalable as we would need it to be. I was personally frustrated because it felt like I was in a labyrinth that I could never get out of. Every time I thought I was making a good decision with the developer, and then came to realize the issues later on.

And then I heard it. A term, a label, that made complete sense. I was an NTF – Non-Technical Founder.

It was like being diagnosed with a medical condition. Yet there was relief in the diagnosis, because now I knew what the issue was and how I could fix it.

I also came to learn that I was not alone. There were many of us out there, envisioning solutions to the world’s problems that involve technology. Yet we did not have a technical background and were struggling with the same issues. The three critical challenges I had were:

I don’t know what to look for in technical people. I don’t know which qualifications to look for, or more importantly, how they perform as a developer. On paper, they all look great. How do I know if someone is better than another? I cannot look for clues, and I don’t have a way to truly understand if past experience is relevant enough for what we want to do.

I don’t know what to ask. I don’t know the questions to ask that would ensure that what I’m envisioning in my mind is being understood by the developer – a check, a balance, if you will. I don’t know which language or database back-end is better for the situation, and I don’t know if the developer is asking me all the questions that he/she should be in order to get the desired product. I don’t know what I should ask now regarding future add-on’s, so that the foundation is built for later.

I don’t know how long it should take to complete certain technical tasks. I don’t know how long things will take, and if I am getting good value for money. I don’t know when it is a person’s speed and competency versus the task at hand. I don’t know if my expectations are reasonable.

I still may not know the answers to many of those questions, but I do know this now.

Three Suggestions for Non-Technical Founders:

Get a strong technical person or two onside via recommendations from other entrepreneurs. Ask around for recommendations from other entrepreneurs, particularly those who have been in a similar situation or developed something similar. Another option is to get an advisor on side who is blessed to bridge both the technical and non-technical sides, and who can help in finding a good fit.

Listen to your gut. Too often I ignored my gut due to time, money or hassle of what it was telling me. While every experience contributes to the evolution of your business and you as an entrepreneur, we can sometimes avoid costly mistakes if we give our instincts some credit.

Focus on what you are good at. Don’t doubt your own contributions. There are a lot of great technologies out there that never got off the ground. The go-to-market strategy is vital. And if this is your strength, use it to your—and your company’s—advantage. Focus on what you’re good at, and let others do the rest.