I feel your pain — I've been there several times in a couple of my companies. Each situation ended up being unique, and had to be handled differently. I think there are a few things to consider before you make your decision: -- 1. What is in your cofounder's way? Is you cofounder being held u...
The paranoia of "my idea is being stolen" is the sign of a highly inexperienced person and also statistically speaking, the sign of someone who is unlikely to succeed. Your skills as a designer and implementer make you highly valuable to many non-technical founders, so you should consider yours...
There are several factors to consider: 1. Profit share does not have to equal equity. As an example, two people can agree to split net profits 50/50 even though the percentage of equity is split 60/40. Just get it in writing. So find out their expectations for long term income and equity. Are th...
From an ethical standpoint I would tell him that he cant wait until you have an exit or sufficient cash flow to buy him out. First he quit. Second, he wasn't performing to expectations, Third, he wasn't there long enough to make much of a difference in the business. You obviously owe him what yo...
Cool concept, but yeah, it can be time consuming. While there may be automated ways to do this, another way to consider the demands of the individualized approach is to think of the effort as an investment in the relationship. Down the road, this investment could pay dividends, including: * when ...
I am not a lawyer or an attorney and this is not "professional advice." Hire an accountant who is familiar with licensing. Stay away from the franchising route if you can: it's expensive, the lawyers are expensive, and you are open to attack from inside and out (franchisees and customers). I w...