@carlo1 Despite the focus on younger entrepreneurs: the statistics actually show those in their late 50s are the peak age for successfully founding a company that grows large.
There is sometimes a cultural gap between technical and business people in general, so there may be a gap with anyone brought in to handle the business side. You need to adapt to being colleagues, not necessarily the same type of friends you may be with people you've worked with closer to your age.
Age gaps can be like the culture gaps with those from other countries (or subcultures in ours), it can merely take a while to learn how to bridge them but it can be worth it (as those who found companies with those born elsewhere, or in a different context those who marry people born in another country would say, despite adaptation required). Until I was 30 or so I hadn't hung out much with older people, but then various interest groups I went to had mostly people in their 50s and older and I realized it merely was something I wasn't used to. I got used to it fairly quickly. I'd suggest once you get your mid twenties, the gap isn't as large as you might think in terms of ability to get along when focused on a particular topic/task, even if they aren't the same sorts of friends you might have in your inner circle.
My first venture was bootstrapped with two 30ish technical founders doing their first venture, and while we were lifestyle-business level profitable, it may be part of the reason we didn't raise the funds that might have made it grown larger was not having someone with that experience involved. (and not being in the Bay area or a tech hub then). We both grasped business, but he was more extroverted and socially polished and took on the CEO role. The overlap was somewhat useful, but was a source of tension.
I would suggest, if you hadn't, if there is overlap getting clear who has the last say on issues since I'm guessing its your idea. In my case I'm a technical founder who grasps strategy and business overall, but management and operations aren't my thing. I will bring in someone who might be COO but perhaps even CEO as long as I'm chair and have final overall say.
Someone suggested the issue that having overlapping skill sets de-risks things so mistakes can be caught, which is true we found, but I'd suggest the first issue is trying to have good coverage of all the skills before you worry about overlap. You can always bring in others later as non-founders (or late added founders) that overlap your skills after you have full coverage.
I'm now on the flip side, a technical founder around that guy's age who will need to find a business co-founder (not ready to search yet), and I need to be open to those in their 30s and not merely those older, and of course even moreso for future technical staff.
