This study extends research on new venture teams and firm performance by examining the effects founding partnerships have on new firm performance. Even though founders are theoretically distinct from the other members of new venture teams and are likely to have unique impacts on their organizations, research relating to teams in the new venture context has mostly focused on new venture teams broadly defined. Using the theoretically narrow definition of the founding team originally proposed by Kamm and her co-authors (1993; 1990), this study teases apart the performance impacts specifically attributable to multiple founders and to the varying sizes of founding partnerships for technology and non-technology companies.