This is well said (and, perhaps, a similar story could be told about Steve Jobs). But I think there's at least one point in the article that holds true: it's very tough to evaluate the credibility of a "business" co-founder until he's achieved success. A developer's talent can be measured and normalized; a business person -- before he becomes successful -- is a much riskier and more unknowable commodity.
One way to look at things is to say that great businesspeople are undervalued. Another viewpoint is that the valuation of businesspeople carries with it a much higher risk multiplier. Or that the valuation has far fewer knowable variables.
The article makes a variety of very unfair, broad, and naive generalizations about the role of a great business, marketing, or product person. It seems to conflate all business people into one bucket -- lumping the fly-by-night hucksters and phonies in with the true visionaries. And its point about how a business founder is 'only as good as his contact list' is a bit ridiculous. But unfortunately, that contact list is often the business person's best calling card. It's one of very few, knowable variables that he brings to the table. (A track record on paper is great, but can be unreliable, because anyone can spin a resume. Conversely, a list of impressive people who can vouch for someone, or even go to bat for him, is much more actionable).
One way to look at things is to say that great businesspeople are undervalued. Another viewpoint is that the valuation of businesspeople carries with it a much higher risk multiplier. Or that the valuation has far fewer knowable variables.
The article makes a variety of very unfair, broad, and naive generalizations about the role of a great business, marketing, or product person. It seems to conflate all business people into one bucket -- lumping the fly-by-night hucksters and phonies in with the true visionaries. And its point about how a business founder is 'only as good as his contact list' is a bit ridiculous. But unfortunately, that contact list is often the business person's best calling card. It's one of very few, knowable variables that he brings to the table. (A track record on paper is great, but can be unreliable, because anyone can spin a resume. Conversely, a list of impressive people who can vouch for someone, or even go to bat for him, is much more actionable).