Section Thirteen: Founder-Style Management – When Everything Starts from Zero
Until now, we’ve mostly talked about the role of a manager. But now we’re entering a more specific terrain: Management that comes from the act of creation. Management in the shoes of a founder.
The place where you’re not just leading a team— You’re first building the team. You’re not just crafting strategy— You’re first deciding if the game is even worth starting.
What’s the difference between a manager and a founder?
A manager usually steps into a system that already exists—and optimizes it. But a founder steps into ambiguity and starts from scratch:
- No clear customers yet
- No proven revenue model
- No team, no structure
- Just an “idea,” a “feeling,” or a deep internal pressure whispering: you have to build this.
The founder must first believe it themselves— Then try to help others believe too.
First question: Why do you want to start?
Let me be honest:
- If it’s just for money
- Or because you like being “the boss”
- Or you think it’s the easier path
Walk away.
Founding is a journey that might not pay off for years. But—if there’s something inside you that won’t let go… A problem you have to solve, a need you deeply believe you can serve… That’s when it’s worth beginning.
Building from Zero: First, the Team
Essential roles to start with:
- Someone who can actually execute (not just talk)
- Someone who can sell or build relationships
- Someone who understands structure and numbers
- And most importantly: people who don’t quit when things get hard
Big mistake? Choosing teammates just because you’re friends, not because you’re truly compatible. Or bringing on partners who aren’t committed—but still get equity.
System-Building: For Growth Without Dependency
When everything relies on you, you’re not growing—you’re just getting overwhelmed. A founder has to ask from the very beginning:
“If I’m not around one day, will this business still run?”
System-building means:
- Processes are documented
- Tasks are repeatable
- There’s a path for training others
- And decisions rely on the roles, not just the people filling them
Investment or Bootstrapping?
Bootstrapping means building your business gradually, using only your own limited resources. Investment means bringing in outside capital to grow faster.
Neither is absolutely right or wrong. But if you’re taking external money, remember:
- Your responsibility increases
- You’ll need to report regularly
- You’ll be expected to show clear, measurable growth
From my experience: If you’re not yet sure exactly what you’re building—bootstrap first.
Time to Quit? Or Keep Going?
At some point on the founder journey, you’ll ask yourself:
“Is this really going to work? Or am I just wasting time?”
There’s no formula for that moment. But one question has always helped me:
“If I walk away from this now, five years from now—will I regret it? Or will I feel relief?”
If you sense you’d regret it—keep going, even if it’s hard. If you sense relief—maybe it’s time to redesign.
Exit or Scale?
If you’ve built it, now it’s time to decide:
- Do you want to keep it and scale it up?
- Or build it, hand it off, and move on to the next thing?
Both are valid. What matters is that you choose intentionally—not out of fear or hype.
Personal Experience
When I started Tarahi Online, I had no external funding, no ready-made team. Just one idea: “What if we offered all creative services through a single integrated platform?”
It took years to really understand what I was doing. But because my goal wasn’t just to launch a company—it was to build an ecosystem—I stood firm through the tough times.
And even now, that little flame is still burning.
Mahdi-Style Summary
A founder-manager means:
- Building through ambiguity
- Seeing a future, even when nothing’s visible
- Forming a team, not just hiring
- Designing systems, not just running fast
- And above all: Keeping that first spark alive through real storms
Today’s reflection:
Ask yourself:
If I had to build something from scratch, what would I create? Why? And with whom? What would keep me going when everything feels gray?
In the next section, we’ll explore a very specific lens
“Management in Iran” Where things don’t always follow the textbook— And cultural, economic, and social realities reshape the whole game.