Opportunity development is the process of shaping, refining, changing, and potentially abandoning an opportunity (Dimov, 2007). The entrepreneurial process of opportunity development is a complex set of iterative activities that are difficult to investigate (Bird & Schjoedt, 2009). Studies suggest that a combination of interpersonal activities like relationship building and structured activities like writing a business plan are necessary to gather the information and resources needed to successfully start a venture (e.g. Brush et al., 2008; Carter et al., 1996), but there is still a gap in understanding what drives a nascent entrepreneur to complete these activities and persist through opportunity development. Research on deliberate practice suggests that personality and motivation can drive a person to persist in prolonged, effortful processes like opportunity development (Charness et al., 1996; Baron & Henry, 2010). While personality may influence the type of entrepreneurial tasks that individuals think they can accomplish (Kickul et al., 2009), the interaction between personality and task type on the opportunity development process is underdeveloped. Thus, we ask the following research question: How does the interplay of personality and task type affect key outcomes within the opportunity development process?