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My theory is that there are actually a number of "filters" before this kind of relationship would happen. First, the business owner has to recognize the problem, care about it, allot time to understand it, have the proper motivation (financial and mental), and network with others to solve.

Then on the other side of the scenario, the dev has to be logistically available to working on the project, be capable in both the tech and soft skills needed, care about it, have the proper motivation (financial and mental), and network.

The hypothetical business would solve the networking issue, but not the rest. But I think these relationships are built in a more decentralized way, though chance encounters, mutual friends, and cold connections. Sort of like dating. (Kind of is because this relationship seems like one of cofounders.)

Or I could be completely wrong and there is a stealth startup out there ready to shake things up.




I've had the exact opposite happen, but granted more consulting than dev.

1. Know someone at the company or a key advisor 2. Spend time together 3. Hear "we think we need help but we're not sure where" 4. Respond relatively insightful with 2 or 3 things they could do that are valuable and force rank them 5. Get feedback 6. Price it. Explain value. 7. Deliver

In my eyes if you're helping smaller companies sub say 1000 employees the value you bring is in knowing what to do. And telling them. They need you to understand the universe of options, what you've seen at other places (i.e. experience) and to weigh in on what works. They largely have no idea how to move the boulder otherwise you would not be there.




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