Start the company. Find the people it needs.

No. We may be happy to point you to videos or learning resources, and you can also ask your scout for help along the way, but we believe that there are plenty of resources online and the needs of advice differs widely based on your stage, location, that it is counter productive to share general startup advice, etc.

There is no application process. Once your startup is scouted, the scouts collaborate with you to put together a document to present you to investors. When a scout decides to work with you, they are putting their reputation on the line to help your startup and are vouching for you.

You pay nothing at all to our scouts and to us. Instead we take a share of the investor’s future profit that comes directly from their share and doesn’t affect you or your startup’s valuation.

Use Get help or email support@superscout.co. The most useful notes describe what you were trying to do, where you got stuck, and what would have made the next step clearer.

We pick our scouts based on an inherent belief in startups and a desire to help them and their ecosystem in general. Scouts are also motivated to help because by facilitating the investment they will be secured a percentage of the investor’s future returns when your startup succeeds or exits.

It’s fully remote. I’m fact we’re unsure if you’ll need to present at the current stage.

Fellowship committees search for people who display evidence of independent thinking, quantitative ability, and genuine interest in startups. Academic pedigree is helpful when it demonstrates discipline, but applicants without elite degrees can stand out by showcasing impactful projects or publications.

Many strong fellows have operated inside startups, built niche communities, or created authoritative industry content. This real‑world context signals they can evaluate founders from a place of experience rather than pure theory. Funds also prize diversity of geography, gender, and professional background because heterogeneous cohorts surface a wider range of opportunities.

Beyond hard skills, successful fellows show coachability and a willingness to perform unglamorous tasks. Venture work includes scheduling calls, cleaning data, and proofreading memos. Candidates who treat these duties as chances to learn often earn mentors’ trust quickly. In short, the best applicants present a mix of domain insight, hustle, and humility that predicts value creation during and after the program.

The best co-founders usually come from people you have already worked with, because you know how they handle pressure and disagreement. If you have no one in mind, work on something together before committing: a short project, a hackathon or a trial sprint. Structured matching programs, founder communities and accelerator networks widen the pool. Look for complementary skills and shared values on pace, risk and ambition, not just someone who likes your idea.