Goals. It is better to specify them in advance: the purpose of the company, the products to be offered and how the company will present itself to consumers, competitors and employees. These predictions are not legally binding and may change during business development. These elements are essential to any co-founder agreement: the co-founder agreement is a legally binding, printed and signed contract and serves as the basis for how relationships and roles will operate in the future. This contract is important regardless of the type of business unit or structure created. With the agreement of the co-founders, a system of responsibility is created and a good functioning of the company is more likely. But if the co-founders didn`t invest the time to get to know each other, both in personal and professional contexts, their expectations can be misaligned. And jumping into a 50:50 stock split can have disastrous consequences. As a general rule, a co-founder agreement should really be drafted and agreed in the early days of a startup before things start. We will be the first to recognize the complexity of drafting such an agreement and, for many reasons, a co-founder agreement should be managed by an experienced practitioner. This section should set out the details that will eventually become legally binding. It will include financial contributions, percentages of business ownership, shares and sharing of costs and revenues between owners or return to business. It also describes how much money needs to be earned before owners can withdraw money from the business.
Don`t automatically assume it`s a uniform breakup before discussing the details with your partners. Inserting clauses to review this discussion can help unforeseen changes that occur over time. A guide to the first decisions that start-ups can decide or break Often minimized in the excitement of starting a new business is one of the most important decisions entrepreneurs face: should they do it alone or involve co-founders, employees, and investors to help build the business? It`s not just about financial rewards. Friendships and relationships can suffer. Bad decisions at the beginning of a promising business lay the foundation for its eventual ruin. The Founder`s Dilemmas is the first book to explore the early decisions of entrepreneurs who can decide or break a startup and its team. Drawing on a decade of research, Noam Wasserman reveals the most common pitfalls founders face and how to avoid them. It explores whether it`s a good idea to work with friends or relatives, how and when equity is divided within the founding team, and how to know when a successful founding CEO should go out or be fired.
Wasserman explains how to anticipate, avoid, or recover from catastrophic mistakes that can divide a founding team, take control of founders, and leave founders without financial reward for their hard work and innovative ideas. It highlights the need to strike a careful balance at every step between controlling the startup and attracting the best resources for growth, and shows why a simple short-term choice is often the most dangerous in the long run. The Founder`s Dilemmas draws on the insider stories of founders like Twitter`s Evan Williams and Pandora`s Tim Westergren, while evaluating the quantitative data of nearly ten thousand founders. Human problems are the leading cause of failure in startups. This book offers solutions. Your entire founder agreement is essentially a list of «what ifs.» You can`t plan for every circumstance, but you can do your best to anticipate questions or situations that will inevitably arise. What are the partners` expectations when it comes to holidays? Are they for remote work? What will the corporate culture look like? How will partners approach each other if someone doesn`t pull on their weight? If someone makes a big mistake, how is it corrected? You can even be transparent about your biggest concerns about the other partner. This is an opportunity to address the uncomfortable things. .