Starting a tech venture in Nepal often brings forth a crucial early decision: how to fund your initial growth. Many founders find themselves weighing the pros and cons of bootstrapping versus seeking external seed capital right from the start.
Bootstrapping, or self-funding, offers founders complete control over their vision and operations. It forces a lean approach, prioritizing sustainable growth and strong unit economics from day one. However, it can significantly limit your speed to market and the scale of your initial ambitions, often relying heavily on personal savings or early revenue.
On the other hand, securing seed funding can provide the necessary capital to accelerate product development, hire key talent, and scale marketing efforts quickly. It can also bring valuable mentorship and network access from investors. The trade-off, however, involves giving up equity, managing investor expectations, and facing pressure for rapid growth and eventual exit.
Given the unique market dynamics, investment landscape, and talent pool in Nepal, this decision carries particular weight. The availability of patient capital might differ, and the domestic market size can influence growth strategies.
What are your experiences with this fundamental choice within the Nepali tech ecosystem? For those who have successfully navigated these early stages, what factors heavily influenced your decision, and what advice would you offer to new founders currently facing this dilemma?
Bootstrapping, or self-funding, offers founders complete control over their vision and operations. It forces a lean approach, prioritizing sustainable growth and strong unit economics from day one. However, it can significantly limit your speed to market and the scale of your initial ambitions, often relying heavily on personal savings or early revenue.
On the other hand, securing seed funding can provide the necessary capital to accelerate product development, hire key talent, and scale marketing efforts quickly. It can also bring valuable mentorship and network access from investors. The trade-off, however, involves giving up equity, managing investor expectations, and facing pressure for rapid growth and eventual exit.
Given the unique market dynamics, investment landscape, and talent pool in Nepal, this decision carries particular weight. The availability of patient capital might differ, and the domestic market size can influence growth strategies.
What are your experiences with this fundamental choice within the Nepali tech ecosystem? For those who have successfully navigated these early stages, what factors heavily influenced your decision, and what advice would you offer to new founders currently facing this dilemma?
