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My startup crossed $2M/yr and now co-founder is going for a power grab

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Re: My startup crossed $2M/yr and now co-founder is going for a power grab

#41

Post by theoj »

potluckdinner wrote: post #26
NoRelToEmber wrote: post #5

A good title to help further his career seems like a valid concern (even if the title itself may not be legitimate), but so are your concerns. You could put the burden of finding a solution on him? Share your concerns - that you did the bulk of back-end technical work, and feel that giving someone else the CTO title would devalue it. If he can find a way to get a better title (CTO or something else) without devaluing…

Appreciate the reply. I think this is probably the best approach, however I find it hard to believe there is a possible title that he could suggest that wouldn't similarly undermine me somehow. I'm trying to avoid the conversation turning into an argument about whose done what for the company because I think it would irreparably harm our already tense working relationship, however I think without a doubt I have overw…

> So much so, during client calls I'm often introduced as the CTO by our CEO.

Sounds like you are already doing most of the CTO work and virtually getting recognized as such. Step up and claim the CTO position.

Re: My startup crossed $2M/yr and now co-founder is going for a power grab

#45

Post by NoRelToEmber »

potluckdinner wrote: post #26
NoRelToEmber wrote: post #5

A good title to help further his career seems like a valid concern (even if the title itself may not be legitimate), but so are your concerns. You could put the burden of finding a solution on him? Share your concerns - that you did the bulk of back-end technical work, and feel that giving someone else the CTO title would devalue it. If he can find a way to get a better title (CTO or something else) without devaluing…

Appreciate the reply. I think this is probably the best approach, however I find it hard to believe there is a possible title that he could suggest that wouldn't similarly undermine me somehow. I'm trying to avoid the conversation turning into an argument about whose done what for the company because I think it would irreparably harm our already tense working relationship, however I think without a doubt I have overw…

You have to weigh your personal benefit, against the benefit of keeping the company running somewhat smoothly (which is also in your interest). Assuming titles don't affect your current salary/equity in the company (you can get this in writing), it is only your future job prospects that are affected. The CUXO is probably (perhaps rightfully) worried his title sounds too unserious, and wants a better safeguard.

That said, changing the deal you had all agreed to at the start also makes working together harder. Instead of focusing on the company, you find yourselves also fighting among each-other, since the clear lines you had drawn up at the start are apparently up for negotiation. Good fences make good neighbors, as they say.

Note that I have no experience in such matters, I can only offer a fresh, hopefully clear, perspective. Good luck.

Re: My startup crossed $2M/yr and now co-founder is going for a power grab

#46

Post by kypro »

What about co-CTO?

You might not want or care for the label yourself, but the reality is having the label "CTO" in a successful tech company means something. And while that label is not occupied I suspect you'll find individuals will continue to push for it.

Just my opinion, but I think either you take the CTO role yourself (and the additional responsibilities) or you share it. I don't think leaving it hanging there is sustainable long-term even if you win this argument.

I'll also add that you seem very well intentioned – the fact you want everyone to be equal and no one to having the title of CTO is admirable. But if you're not careful your good nature will be exploited. From what you've said here I worry you may already be doing more than 20% of the heavy lifting, but you're not allowing yourself to take credit for your work because you like the idea of everyone feeling equal. Please be careful about being too wedded to that. There's nothing wrong with getting the credit you deserve – whether that's a label or equity.

It's inevitable that you're going to feel hard done by if you're bringing a disproportionate amount of value while not getting a fair share of the reward.

Re: My startup crossed $2M/yr and now co-founder is going for a power grab

#47

Post by gnicholas »

rogerkirkness wrote: post #11

You should fire this person, and do the startup with the rest of them. If the other two are too weak to address the conflict, it's a very bad sign for the outcome. Probably don't need a lawyer if they aren't even full time yet. Hopefully you guys all had 4 year vesting terms so they don't actually keep 20% of common.

Even if they could fire him, he'd already be 3/4 vested, and they'd have to go find someone else to handle the entire front end. It's possible that could make sense (if the front end is mostly built, and it would be more of a maintenance role), but it could also be very costly from an equity perspective.

Re: My startup crossed $2M/yr and now co-founder is going for a power grab

#48

Post by sacnoradhq »

If someone wants to wear an additional particular hat, what's the harm?

What's the voting or decision-making structure? Is there a leader? Do you get a say? What's your feedback culture like? Is there enough transparent honesty?

Personally, I don't care about titles. Assure people are making good impact in areas they are strong in and agree on who's doing what. If there are skill gaps, find solutions and work together, or hire what you absolutely need.

When real money gets involved amongst people who weren't previously all long-term friends, shit can happen. This is why is generally a bad idea(tm) to get into business "marriage" (founders or investors) with strangers.

Re: My startup crossed $2M/yr and now co-founder is going for a power grab

#50

Post by [deleted] »

sacnoradhq wrote: post #48

If someone wants to wear an additional particular hat, what's the harm? What's the voting or decision-making structure? Is there a leader? Do you get a say? What's your feedback culture like? Is there enough transparent honesty? Personally, I don't care about titles. Assure people are making good impact in areas they are strong in and agree on who's doing what. If there are skill gaps, find solutions and work togethe…

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