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[–]kranos332 points3 points4 points 11 years ago (14 children) | Copy Link
Looks like he thinks he has all the power/direction of the startup, and you are there to follow him, and implement his 'ideas'.
My questions to you: Who is doing most of the coding? What does he bring to the table? (is providing money/tangible things)?
[–][deleted] 3 points3 points3 points 11 years ago | Copy Link
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[–][deleted] 4 points4 points4 points 11 years ago | Copy Link
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[–]Shrubber 2 points2 points2 points 11 years ago [recovered] | Copy Link
Beware the sunk cost fallacy. Don't throw good time after bad.
[–][deleted] 1 points1 points1 points 11 years ago | Copy Link
[–]Shrubber 1 points1 points1 points 11 years ago [recovered] | Copy Link
Yes. If you made some promise to him that you feel obligated to keep, that's one thing. But don't keep working with him simply because you have done so previously. You're just doubling down on a bad bet.
If you think he's being an annoying and shortsighted dumbass now, how pissed off are you going to be after a year of putting up with him?
Start getting your ducks in a row.
[–]ibangbang0 points1 point2 points 11 years ago (0 children) | Copy Link
It's true, you can't be a one man show, but to think that you have to have this one partner is like oneitis mentality. You will find others. And the more progress you make on the software, the more appealing being your partner will be, and the more qualified prospects will consider joining you.
[–]1knitro2 points3 points4 points 11 years ago (6 children) | Copy Link
Why is he a good co-founder?
Following your narrative you offered none of his positive qualities so short of deep pockets or some other unnamed positive I don't see it. All startups have financial goals, whether it is to demonstrate proof of concept to get bought by an established player or turn the venture investment in them to a profitable organization, you're aiming to be successful, which for business means $. The investors have financial goals. I think its a mischaracterization to think that viability isn't an inherent goal of any venture.
I think I'd need more info to offer more, but based on what you've said, this guy sounds antithetical to your goals and visions, and your in strong disagreement on core principles. This will lead to severe problems - sounds like cutting your losses is the move and trying to move on without. Again, need more info.
You assert dominance via consensus building, gain allies and influence through sound viewpoints that resonate in others. I assume that there's other people in this operation.
Marginalize his detrimental opinions by diminishing his influence.
[–]2rp_valiant0 points1 point2 points 11 years ago (4 children) | Copy Link
the problem with 50/50 partnerships is if partner A is contributing a lot more than partner B, partner B will see the writing on the wall and start leaning on quantity of output to try and get back in the game, at the cost of quality. It sounds like your partner is feeling insecure in his offering - either find him something to do or axe him. I'm sure he has complementary qualities that you can make use of - get him working on a project that takes advantage of his skillset and he'll go back to normal before long.
[–]2rp_valiant1 point2 points3 points 11 years ago (2 children) | Copy Link
and this guy's an MBA? The first rule of business is "make a plan".
it might be time to excise him from the business. It sounds like his purported skillset was misplaced and unfortunately you need to make practical-minded decisions in business, even when it comes to dealing with people you like.
[–]2rp_valiant0 points1 point2 points 11 years ago (0 children) | Copy Link
this is why it's never a good idea to go into business with friends. Business requires extreme stoicism and pragmatism and if things go sour it can affect longer-standing relationships. It sucks that you'll have to do this to a friend but at least if he's an MBA he should be aware that these things do happen and hopefully not be too cut up about it.
[–]ibangbang1 point2 points3 points 11 years ago (2 children) | Copy Link
You know what investors don't like? Startups that fail. A top reason why startups fail is because founders fall out.
You need to act on this now. Get used to making tough decisions, more will surely follow.
Any agreements is only as good they're managed and enforced, and partnerships are just another agreement.
Even if you have equal equity in a corporation, when you have no investment, employees or clients, that agreement doesn't really mean anything yet. You are not equal.
Your standing in the partnership is what you bring. This is the part where you actually negotiate the terms of the partnership. Your software is yours, for whatever it's worth. His relationships are his, for whatever they're worth.
The terms will be decided by the first material event: An investment, a key customer, or something of that nature.
If you don't think he has a good work ethic or enough savvy to be out there representing you, then dump the co-founder immediately.
[–][deleted] 0 points0 points0 points 11 years ago | Copy Link
Sure, there's merit in that statement
There's merit in a lot of statements, but all that matters is delivering something useful.
He's thinking weak, proposing weak and wacky ideas, and acting weak.
The only question is this: are you better off with his help right now or not? Does he bring value and opportunity to you or not?
You don't sound happy with giving up half your company for what he brings. Your gut instinct is usually right.
Firing people is something I've struggled with. I've put off doing it for too long more than once, which is weak. I can't recall a time when I've regretted firing someone too soon.
I've found it helpful to make a list of all the things I have to do or prepare in advance, and then just get it over with.
[–]TRP7203 1 point2 points3 points 11 years ago (1 child) | Copy Link
Why the fuck did you think it would be a good idea to become partners with a guy with four failed ventures? We talk about red flags on trp and that is as good as an example of one that you'll ever get.
[–]bumblingbuck 0 points1 point2 points 11 years ago (0 children) | Copy Link
Are you tied to him in any contractual or practical way? Is he bankrolling?
It sounds like he is very action-oriented, even if he's not thinking everything through as you would like. To take the other side, do you have plans to engage any clients / investors / anything? He may be antsy because he sees you planning a lot and not doing.
It's hard to give advice without more details. You may need to just keep pushing in the direction you have in mind until you have something accomplished you can show him / other people. If your aim is to keep him around but for him to take the back seat you're going to get him used to depending on you in some way.
In the mean time, when it comes to this guy:
Rule 4. Always say less than necessary
Don't bring this up to him just to bitch at him.
[–]slcjosh0 points1 point2 points 11 years ago (0 children) | Copy Link
Leave. Find a company that supports your business minded attitude.
[–]blacwidonsfw-1 points0 points1 point 11 years ago (0 children) | Copy Link
Why the fuck would you choose a guy with 4 failed startups as your startup partner when you are doing the infrastructure and business model? Wt f does he even do? I don't even feel bad for you, you dug your own hole. Good luck. The number thing you should look for in a startup partner is unwavered work ethic. I was apart of a startup in the beginning and now it's a b dollar company going IPO and the 2 cofounder have 1 thing in common, they work all the fucking time and are responsible for different facets of the business.
[–]eatingonthetoilet -3 points-2 points-1 points 11 years ago (0 children) | Copy Link
Kill him. The world needs less hippies.
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[–]kranos332 points3 points4 points (14 children) | Copy Link
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