Can your start up have too many advisors?
Rosie Higgins
2 replies
Is it better to have as many talented people on the case as possible, or can you get into a "too many cooks" situation? I'd be interested to hear other's perspectives and experience with this.
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![Kolton](https://ph-avatars.imgix.net/3709073/6d5f596b-a5bb-46c5-a37a-622c7205834a.png?auto=compress&codec=mozjpeg&cs=strip&auto=format&w=36&h=36&fit=crop)
Kolton@kmkmkm
I've seen this with portfolio companies of smaller stage / LMM PE firms as well that are relatively new. They sometimes get the notion that more expertise is often better, where typically a natural pecking order will develop and there will only be 2-4 individuals max that are truly giving actional feedback / opinion. The rest will either turn into 'yes-men' based on experience and/or confidence in the subject matter, or find it not worth their time and become unmotivated / inactive.
I think there is a sweet spot to be had for overall operating advisors, but this can get a bit blurry if you're bringing on one expert per job function too (i.e. an IT specialist, a Supply Chain expert et cetera)
This is actually a portion of what we have in development now and are trying to solve, connecting the best experts for specific functions to help a recently acquired / recently scaled company grow. Fascinating problem and look into general human dynamics. Great question!
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