While much has been written about the resource mobilization process of new ventures, surprisingly the literature does not distinguish between new ventures founded by a single founder and new ventures founded by co-founders. The literature that does exist suggests that solo-founded ventures should experience greater resource constraints than co-founded ventures and so exhibit lower performance. However, empirical research is silent on the conditions under which solo-founded ventures might perform as well or better than co-founded ventures. We address this gap by exploring the question of “under what conditions do solo-founded ventures perform as well as or better than co-founded ventures?” Using qualitative data on 59 entrepreneurial ventures, we find that solo founders can mobilize many of the same resources provided by co-founders, but through different means. More broadly, our findings unpack liabilities of newness and add fresh contributions to the fields of entrepreneurship, strategy and organization theory.