It is common thinking among entrepreneurs that they should not share too much information about their ideas for companies in the early stages of the venture (Arrow, 1971; Gans & Stern, 2003). However, in order to grow from a mere idea to a viable business, many entrepreneurs must be able to articulate their ideas about opportunities to attract external developmental resources (Roberts, 1991). These resources might include early employees, investors, and lead customers. Therefore, the ability of an entrepreneur to effectively share information about his or her venture is a potentially critical capability in the earliest stages of entrepreneurship. Yet, there is little research that examines how capabilities in the sharing of ideas affect performance in the earliest stages of entrepreneurship. Most research on the sharing of ideas has focused on either the economics of information sharing or product development outcomes in established firms. The economic research explores how different information strategies affect economic appropriateness. Other research predominately focuses on product development outcomes rather than early entrepreneurial objectives. This paper specifically explores how capabilities in information sharing affect early entrepreneurial outcomes.