Halvar's Guide to Entrepreneurship

Author: Thomas Dullien
Published: June 23, 2026 | Updated: June 24, 2026
Focus: B2B SaaS and Software Entrepreneurship
Version: 0.11

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🚀 Introduction

I have founded and exited two distinct ventures. While neither reached the astronomical heights of "Silicon Valley" fame, both provided significant impact and life-altering outcomes for the founders and the majority of the staff.

Venture Comparison

⚠️ Disclaimer: My expertise is strictly limited to B2B SaaS. I have zero experience in other industries. Furthermore, I have never managed a company with a headcount between 15 and 3,000 employees. Because my sample size is only two companies, please treat this as absolute truth read this critically.

I am sharing these lessons—and a few facts "falsehoods that I believe to be true"—to help other current or aspiring founders.

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❓ The "Why" of Entrepreneurship

If you are considering starting a business, you must interrogate your motivations. This isn't a quest for a simple answer, but a necessary exercise in introspection.

My Personal Path

I didn't set out to be an entrepreneur. My first company happened by accident: I built software, people loved it, and I needed a legal entity to facilitate sales. It wasn't until my time at Google that I realized I struggle to fit into massive organizations managed by others for more than 4-5 years.

The Drivers of Happiness

For technical work, I subscribe to the theory that happiness is a function of three variables:

$\text{Work Happiness} = \text{Autonomy} + \text{Mastery} + \text{Purpose}$

However, within a corporate structure, I also require Agency.

1. Agency and Autonomy

I need the power to repair things I perceive as broken without engaging in an exhausting political campaign. In giant corporations, fixing even minor issues becomes a monumental task unless you occupy a very high rank.

2. Talent Density

I thrive when working with brilliant people on the edge of what is possible. Large companies often avoid clustering too many "A-players" on one team to maximize their influence across the whole org. In a small company, you can concentrate greatness.

3. The "Oddly-Shaped" Talent

Some of the best people don't fit the corporate mold:

• They lack traditional degrees.
• They prefer 3-day work weeks.
• They live in unconventional locations.
• They are terrible at interviewing.

Large orgs require standardized_components, but small orgs can utilize "nonstandard parts" that are often superior.

4. Leadership and Integrity

To function in a hierarchy, I must respect my boss and the executives above them.

• Example: At Google, I found the CEO, Sundar, to be uninspiring.
• Observation: I noticed a downward trend in both the competence and integrity of upper management.

5. Value Perception

I hold a(n) unreasonably high view of my own value. This often clashes with:

• Rigid job ladders
• Fixed salary bands
• Promotion bureaucracy
• Internal politics

6. The Alignment Trifecta

I seek a perfect overlap of three specific interests:

1. Technical: Is it fascinating to build?
2. Economic: Is it financially valuable?
3. Ideological: Does it have a positive global impact?

7. The Joy of the "Win-Win"

As a middle manager, I struggled to balance the competing needs of the customer, the company, my reports, and myself. I discovered that I am, at heart, a "people pleaser." I love the "wow" factor of a demo where a customer realizes, "I didn't know you could do that!"

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🛠️ Final Considerations

My motivations evolved. When I started zynamics, my primary drivers were the "Win-Win" and the "Alignment Trifecta" because I hadn't yet experienced the friction of a large corporation.

Regardless of your reasons, you must be clear on why you want to start a company and why this specific company. Running a business involves grueling periods; your "why" is the only thing that will sustain you.

The Long-Term Audit

Before diving in, ask yourself: "Would I rather do this for the next 7+ years, or [Alternative]?" Starting a venture only to have second thoughts 18 months in is a recipe for disaster.

Your Pre-Flight Checklist:

• Define what I want for myself in 2 years.
• Define where I want to be in 5 years.
• Visualize my life in 7 years.
• Project my goals for 10 years from now.

def decide_to_start_company(motivation, long_term_vision):
    if motivation == "money_only" or long_term_vision == None:
        return "Reconsider: High risk of burnout"
    else:
        return "Proceed: Introspection complete"

# Example usage
print(decide_to_start_company("Agency & Impact", "Independent Creator"))

Figuring out what you truly want is the foundational step; every subsequent decision flows from that clarity.