If "absence of experience" means a precedent of direct knowledge in the chosen sector (even if only as an employee) then the risk margins are reduced by some units.
In this case, the start can take place with the right support of a series of professional figures, consultants and advisors (who are not advisors 😉) to be included in the workforce (this is the case of some companies that integrate employees with a certain level of experience on the shoulders).
If the absence of experience coincides with an almost absolute non-knowledge of the market segment, as well as the typical dynamics of a company, then certainly the risk factor increases significantly.
Yours is a very recurring question and often coincides with good ideas or emotional pushes which, however, collapse in the absence of consideration of the factors that influence the choice and which I repeat frequently, also here:
need for in-depth analysis of the market, its needs, perspectives, and characteristics
evaluation of direct competitors and actual "demand"
ability to develop its own network of contacts and partners, as well as having to evaluate the classic "how to make yourself known" (many "new entrepreneurs" forget that advertising - the one done correctly - is the soul of commerce)
identification of a business plan, strategies, and activity planning.
They are only cues, it is clear, but taking up the first part of my answer: it all depends on the type of "absence of experience" and on the way in which you decide to fill any dangerous gaps.
For the rest, once the company is started, field training (alongside or not) will be a cure-all for the growth and future evolution of the manager.