Naval Ravikant Says Networking Is Overrated. Here’s What Founders Should Do Instead
In startup culture, networking is often treated as a prerequisite for success. Founders are encouraged to attend conferences, book coffee chats, and collect LinkedIn connections long before they have a product.
Naval Ravikant disagrees.
The AngelList founder and well-known investor recently reiterated a belief he’s held for years:
for most founders, networking is overrated and often a distraction from the work that actually matters.
His advice is simple but uncomfortable:
If you build something valuable, the network will come to you.
Why Ravikant Thinks Networking Is a Trap
Ravikant argues that early-stage founders often use networking as a form of procrastination. Meetings feel productive, but they rarely move the product forward.
From his perspective, the core responsibilities of a founder are clear:
build a great product
assemble a strong team
understand and serve users
Everything else is secondary.
According to Ravikant, founders who spend too much time “getting known” before shipping anything are optimizing for visibility instead of value. And visibility without substance doesn’t compound.
“Become Worth Knowing”
One of Ravikant’s most repeated ideas is that status follows leverage, not the other way around.
If a founder creates something genuinely useful, people with capital, influence, and expertise will naturally want to engage. Investors chase momentum. Talent wants to work on meaningful problems. Users spread products that solve real pain points.
In that sense, networking is a side effect.
Founders Who Proved the Point
Ravikant’s view isn’t just theoretical. Several founders have shared stories that reinforce his argument.
Blake Scholl, founder of Boom Supersonic, has spoken about building credibility through technical progress long before he had access to elite networks. The work itself created trust.
Mert Mumtaz, founder of Helius, has similarly noted that early traction and shipping mattered far more than who he knew. Once the product worked, relationships followed quickly.
Their experiences suggest that execution can substitute for connections, especially in the early days.
When Networking Does Make Sense
Ravikant does acknowledge limited exceptions.
Networking can be useful when it directly supports execution, such as:
recruiting rare or senior talent
learning from domain experts
finding early users in niche markets
Even then, the goal is to remove specific bottlenecks.
Some founders also point out that the right communities can matter. A small, focused group of builders or operators can accelerate learning and accountability. The key distinction is depth over breadth.
Why This Message Resonates Now
Ravikant’s advice feels especially relevant in today’s environment.
Startup ecosystems are louder than ever, but also more crowded. Conferences are packed. Online communities are saturated. Attention is fragmented.
In that noise, shipping real value has become the clearest signal.
Founders who quietly build, iterate, and listen to users often stand out more than those who spend months pitching ideas that don’t yet exist.
The Core Lesson for Founders
The takeaway from Ravikant’s perspective is not “never talk to anyone.”
It’s this:
Do not confuse motion with progress.
If networking helps you build faster, hire better, or learn something essential, it’s useful.
If it exists mainly to feel productive or important, it’s likely a distraction.
In the long run, the most powerful form of networking is doing work that cannot be ignored.
Conclusion: Build First, Be Known Later
Naval Ravikant’s message cuts against startup orthodoxy, but it aligns with how many great companies are actually built.
Focus on product.
Focus on users.
Focus on shipping.
When you create something worth caring about, the right people will find you. No coffee chat required.
