The biggest challenge for remote workers is working with a centrally-located team. The styles of communication need to be more rigorously defined and a part of everyone's habits or else it tends to fall apart.
An excellent way to address this problem is to have a co-founder, preferably a technical one, be remote.
Given that this person is important, they will notice if they are being left out and have the weight that their complaints are heard. If no important person is remote, then these things slip far more easily.
There are several minor reasons why I'd prefer to see a senior technical person be remote. The first is that quiet time without interruptions is more likely to benefit the technical person. The second is that a non-technical co-founder has more interactions where they are likely to have legitimate reasons to be in the office.
But if it works better for you to have a technical co-founder in the office, and a non-technical co-founder who is basically a roving salesman, then go for it.
An excellent way to address this problem is to have a co-founder, preferably a technical one, be remote.
Given that this person is important, they will notice if they are being left out and have the weight that their complaints are heard. If no important person is remote, then these things slip far more easily.
There are several minor reasons why I'd prefer to see a senior technical person be remote. The first is that quiet time without interruptions is more likely to benefit the technical person. The second is that a non-technical co-founder has more interactions where they are likely to have legitimate reasons to be in the office.
But if it works better for you to have a technical co-founder in the office, and a non-technical co-founder who is basically a roving salesman, then go for it.