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In Silicon Valley, if a founder wants to build the next unicorn, there’s a formula: find a bold idea, surround yourself with well-heeled advisers and investors, and raise a war chest. With cash and fundraising buzz, go after a large market in search of product-market fit. That journey sometimes leads to winning pilots, more rounds and real customers. More often, the company pivots into a different niche or quietly dissolves. A whiff of failure sends employees to the exits and funding evaporates. That’s the VC-backed model. It fuels the dreams of college dropouts and frustrated engineers, rewarding luck and timing when they meet in the hottest niches.

But not all companies can or should be built that way. Only a handful of winners make fairy tale successes. The more common path is bootstrapped or self-funded: Start with an existing customer problem and get paid more than it costs to solve it. Find more customers with the same problem, build systems to improve the solution, repeat.

For entrepreneurs without the luxury of risk capital, product-market fit can鈥檛 be an odyssey. It has to be a starting point. Much of the global economy has been built this way. The path may take longer than the VC “go big or go home” approach, but many small companies scale into middle market businesses, and a few of the best find their way to market leadership, even in tech. Consider and . For every VC-backed startup, there are hundreds of bootstrapped founders building profitable businesses without any outside investment.

Customer-focused and experienced founders

Ask VC-backed founders how they built their company, and you’ll hear about the team and investors first. Bootstrapped founders tell it in reverse: the customer comes first, and the team is built around them.

Some of the most successful VC-backed founders are younger, benefiting from inexperience by seeing opportunity as a blank sheet of paper rather than a wall of entrenched obstacles. A 25-year-old with no mortgage, no reputation to protect, and no comfortable job to leave can withstand a failure and start again. These risk-taking enterprises spare no expense to attract the best hired guns money can buy and build fancy offices, all with a focus on hitting milestones for the next round of financing. When it works, the outcomes are spectacular: think of the Collison brothers at taking on payments, or ‘s young team taking on development tools.

But these are exceptions, not the rule. Industry experience, domain knowledge and customer relationships are essential to building a company. Bootstrapped founders typically know their customer before they build. There’s no search for product-market fit, because the product is built for problems the founder already knows intimately. Growth comes from deepening existing relationships, a surer path to revenue than risk capital is meant to fund. The team is hired out of profits to serve paying customers, not to test if demand exists.

Bootstrapped founders have a different profile. Typically mid-career, they have more at risk: a mortgage, a reputation, a family depending on their income. They lack the appetite for a long-shot bet. Instead, they gravitate toward businesses with a real chance of working, aiming for profitability quickly, often starting small rather than earth-shattering, with lower barriers to entry. The result is a business run for profitability, not growth. Leadership has often worked together before or shares common backgrounds. Growth is often linear and slow for years, until the company reaches a scale where it can pursue more strategic opportunities.

The AI advantage for bootstrapped companies

In an AI era where code-generation and product design tools bring down the cost of building and deploying new products, most companies should require less risk capital, not more. In the past, a non-technical founder with an idea needed outside capital to build it. Product development required an engineering team, and an engineering team meant a payroll early revenue couldn’t finance. That was the justification for raising a seed round before lining up a single customer. With AI, capital is no longer the limiting factor for innovation.

The VC-backed market, though, is moving the other way, with larger seed rounds and bigger early-stage funds than ever. Increasingly, risk capital is used for less rational reasons that speak to the speculative bubble we live in: not to fund product development, but to buy time to market, fuel “land grab” velocity in sales and marketing, and subsidize deployments that would otherwise be uneconomic for customers.

A founder today can build a working application with a small team, deploy with real customers, and validate whether further investment is needed. The product/market gap that once required millions of dollars and world-class hires can now be closed by a handful of competent people. , the with $1 billion in revenue, is an extreme example of what is possible. Niche markets once too small for VC-backed startups now can be addressed by bootstrapped companies.

That doesn’t mean every business should be bootstrapped. A founder with a genuinely untested, capital-intensive idea and no existing customer base still has real use for outside risk capital to fund the search for a market. But AI has lowered the cost of entry and should spur an unprecedented number of bootstrapped companies built outside the VC ecosystem, profitable and lean from the start. The best of them will become the.

is the founder, managing partner and chair of the investment committee at . He launched Lateral with a strategy to allocate first institutional growth capital to independent, owner-operated middle-market businesses underserved by typical buyout firms. Previously, he served as a managing director at , a venture capital and growth equity firm that has invested in more than 300 companies including , , , , and . De Silva also previously co-founded , a marketplace for construction equipment that was sold to for nearly $800 million. He received an MBA from , a master of philosophy from the , and an undergraduate degree from .

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