There has always been a coveted, special role within startups and enterprises throughout Silicon Valley. But a new opportunity emerges in the wake of the rest: the founder-in-residence (FiR). Gillian O’Brien, FiR at Pilot, shares her perspective on the new presence of FiRs within the tech ecosystem.
: Among these “it” roles, the Chief of Staff position is the most unique as it originated in government, and only one person can do it at a time. What did you learn from your time as a Chief of Staff that, combined primarily with your experience as a former founder, put you in a position to succeed in a Founder-In-Residence role?: When the company I founded didn’t work out, there were a few options on the table for what was next.
Still, I chose the early employee path. I wanted to stay as close to the founder role as possible. Still, I felt I had a lot to learn before stepping up to that plate again. The Chief of Staff role was an opportunity to join in a generalist position as the 5th employee at a company not worlds further along than Cherry was when we closed doors. I was able to keep myself from straying away from the YC ethos and my founder roots.
What’s shaping my work at Pilot today is drawing on that lived experience, which allowed me to understand what it’s all about — what you go through, how you feel.
Beyond just thinking differently, founders have experience bringing their ideas to fruition, often with few resources. They’ve made prototypes and MVPs by themselves, with little engineering power and very little capital. They’ve been scrappy and acted quickly to capitalize on market opportunities. People can also become overly dependent on budgets or collaborators to accomplish things as a company grows. A founder won’t default to that, which can help the company move and learn faster.
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