Chef's editorials

Romance at Work. Startups Say It’s Complicated, But Not Forbidden

by
Jakob Ulrych
February 11, 2026
Pre-Seed to Succeed, an early-stage investment programme backed by AltaIR Capital, Yellow Rocks, I2BF Global Ventures and Smart Partnership Capital, surveyed members of Europe’s startup community, founders (85%) and investors (15%), to determine whether romantic relationships at work remain a taboo.

According to the results, more than 75% of respondents described their attitude toward office romance as acceptable, either neutral or positive.

According to the results, more than 75% of respondents described their attitude toward office romance as acceptable, either neutral or positive.

 

All Work and No Play Make Jack Find Love Among Colleagues

What’s more, 44% of founders and 65% of investors admitted to having had such an experience, either within their startup or at a previous workplace.

As people now spend roughly a third of their day at work, the office has become a common place to meet a future partner. According to The Knot, 10 percent of couples met at work. In startups, which are typically fast-paced, high-pressure environments, relationships can act as a catalyst for either exceptional synergy or catastrophic fallout.

Four in five respondents in both groups agreed with the latter point, as romantic involvement between colleagues can negatively affect team performance.

 

What Founders Say

In more than one in six cases, startup founders said they had to dismiss an employee as a result of such a relationship.

Let’s Ask Investors

Consequently, investors tend to take a cautious stance toward workplace romance, with two-thirds admitting it could significantly reduce a company’s investment appeal.

Despite this, romance is not entirely off the table. Eighty-one percent of European investors said they would still consider backing startups co-founded by couples, yet it would be an important subject for consideration. Similarly, 69% of founders agree that it is possible to successfully run a business with a romantic partner.

“Startups are deeply personal ventures – passion drives both the business and the people behind it,” said Alexander Korchevsky, co-founder of Pre-Seed to Succeed. “Yet, as investors, we must be pragmatic about potential risks. It’s not about banning relationships; it’s about managing them responsibly.”

 

Demographic Portrait

The gender balance among respondents was consistent, with a 6:4 male-to-female ratio for both founders and investors.

Younger founders aged 18 to 30 were more likely to be women (55%), while the 41 – 50 age group was predominantly male (76%). Both categories of respondents were largely aligned in their answers, with no gender-related differences.

Generally, the findings suggest that romance is not a “no-go” word in startup culture, but rather another factor that can complicate the already demanding reality of building a business.

Founders and investors alike seem to accept that relationships may happen in high-pressure environments driven by passion and ambition, as long as professionalism and team dynamics are preserved.

 

Why investors see romance in startups as a risk

If venture investing is a gamble, then backing romantic co-founders is like playing Russian roulette – the outcome is almost impossible to predict. What’s at stake? It could be a rare success story like Canva or Houzz, or a complete collapse.

 

  1. Relationships are not a steady basis for building a business

Sometimes, a relationship can break at the whim of emotion – and the company is highly likely to suffer too. Personal fallout between romantic co-founders may intervene in operational matters, leading to chaos – a total red flag for investors, who seek stability,

 

  1. Bias in Decision-Making

Romantic partners may struggle to challenge each other’s ideas objectively. This can lead to groupthink, poor accountability, and missed reality checks when tough calls need to be made.

 

  1. Governance Challenges

A romantic duo can act as a single voting bloc, making checks and balances harder. It complicates board oversight, conflict resolution, and succession planning if one founder exits. In other words, it’s the other extreme, opposite to the first point.

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