Comment pouvez-vous trouver le co-fondateur et la répartition des actions parfaite pour votre startup?

If you are a solo founder and started your startup. Sooner, you will understand the areas in which you are good and can lead them. You will find some tasks/areas which are not of your domain/expertise and you will start realising that you should have someone else in the team for that. Once you have identified for which tasks you need someone’s help. Next step is to evaluate whether you need a Co-Founder, Employee, Freelancer or Advisor. For example- If you are a Founder from non tech background and you are building something which is very tech heavy product, then it’s good to have a Co-Founder who will be your CTO and can lead technology and related functions.

To select the perfect co-founder for your firm, seek for someone with complementary abilities, who shares your vision and beliefs, and with whom you can trust and communicate effectively. Before making a commitment, try collaborating on a little project to see how you work together. To avoid future disagreements, clearly define each person's position and responsibilities, and ensure that both are equally dedicated. When it comes to dividing equity, think about what each person brings to the table, whether it's equal contributions or successes. Seek legal counsel to codify your agreement, which you should revisit as your startup expands. A firm agreement and good communication will make your startup journey go more smoothly.

To find the right co-founder and decide how to share ownership in your startup, first, make sure you both have different but useful skills, agree on what your startup is all about, and then write down the rules for how you'll work together and split the ownership. Eg. Combination of Tech Expert and Market Expert. Or a combination of People's Person or Office person.

First of all, it's essential to know your strengths and weaknesses so that you can find co-founders who complement your abilities and strengthen your weaknesses. Your co-founders should not only complement your strengths but be honest and effective communicators. Effective communication is particularly crucial because there will be countless tasks to coordinate, decisions to make, and plans to develop.

Finding the perfect co-founder is like finding a soulmate. It's rare, but it's worth the wait. When looking for a co-founder, you should focus on finding someone who complements your skills and experience. You should also look for someone who shares your vision for the company and has the same work ethic.

The notion of a "perfect" co-founder is a myth. Over-optimizing credentials can lead founders to prioritize pedigree over passion. Choose someone who complements weaknesses and shares values. Equity split conversations test character—will you support each other in hard times? Involving family complicates accountability. Split fairly based on contribution, not status. Perfect is the enemy of good—with trust and shared purpose, a “good enough” team can thrive.

Recognize the significance of in-person interactions and relationship-building. Attend industry conferences and startup events, whether they're local or national. Building connections with people is a priceless investment—remember, your network is your net worth.

Searching for co-founder is tougher than finding a true soul mate, as this relationship needs to be intact to keep the business running. It is also good idea to onboard as an employee first and experience how you people gel together in longer run and then promote to the co-founder level

LinkedIn is a great resource / I’ve put up equity only cofounder roles before and got 50-60 submissions. Some cities have specifically curated networking events for this purpose. Attend tech, startup, and other events in your city or drive to one that has them. Put it out there - friends family circles etc that you are looking.

Peach your idea around. To events, to conferences, on LinkedIn, on YouTube. Try to find a committed crowd that believes in what you want to do and where you are heading. Your next co-founder will most probably be within this crowd.

Building a successful startup begins with the right co-founder! Here are some essential compatibilities to consider: a. Shared Vision: Align on the company's goals and mission. b. Trust: is the foundation of any strong partnership. If you can't trust your co-founder, it can be a constant source of stress and hinder progress. c. Ambition: Both co-founders should share a clear level of ambition to ensure everyone's efforts are matched and aimed at achieving big goals. d. Values: Make sure your core values are in sync.

It’s also best practices to find a cofounder with complementary skill sets. Discuss roles and responsibilities. What you each love to do and can own really well. Cofounders feed off of each other during the highs and lows, ebbs and flows and duties of entrepreneurial life.

When deciding on co-founders, trust is the most important thing. Trust that everyone makes decisions that benefit the business. Even if someone makes a mistake (and let's be honest, everyone does), the foundation of trust is still there to build upon. This provides room to fail, and therefore room to grow. If the trust is not there on a fundamental level, second guessing someone's motives is a sure-fire way to slow down your growth. It also creates a toxic relationship that will not last. Choosing a co-founder is something for the long run, so look to build the trust between you and possible co-founders.

Ask the right questions when searching for the right co-founder. Why do they want to join the startup? What is their ultimate goal? What is motivating them? What would they bring to the table? What is an absolute "no-no" in their mind? And perform a tough due diligence. Ask anyone in your network about this person. And ultimately, the final judge would be delivery: can they deliver what they promise?

Ensuring compatibility with a potential co-founder is vital. Beyond shared vision and goals, interpersonal rapport, trust, and communication matter immensely. Testing this relationship through a mini-project or prototype development can provide insights. Seeking feedback from their past associates can shed light on their work ethics and dynamics. Avoid partnering with those having conflicting interests or questionable intentions. A solid co-founder relationship is built on trust, transparency, and aligned ambitions.

Also consider voting rights when negotiating the equity split. A 50/50 split may lead to a deadlock if you and your co-founder are in disagreement. Consider arrangements enabling you to force a decision should it become necessary, for example by involving a third party via a 49/49/2 split.

Yes it could be a negotiation. But come to that stage through a communicative process of ownership risk that one takes at that point in time and vs the skills/resources one needs for the business model to scale say for the next couple of years. Dont Jump to say equal and be done with it. definitely not a checkbox activity and not a onetime activity. At the same time if you are absolutely certain, dont be shy from giving it. Fair over equal but equitable

Don't be greedy at this stage. It is not about who had the idea first. It is about who can execute it into a profitable business. Unless significant steps are made within the commercialization (tangible sales, validated channels, confirmed ICP), always go for 50-50 of the equity. Better to own 50% of something, then 100% of nothing.

Y Combinator famously advocates for equal split but according to Carta's analysis 41% of startups has equal split. The median equity split between 2 cofounders is 45-55. Being the median doesn't mean its right for everyone, but it does provide a data point to consider.

I don't think there's a universal equation for this. Two things I've learned the hard way over the years. An equal split is bad (unless you're putting money) because each person's effort is subjective. The product/tech co-founder can always justify that without the product, there's no company. The cofounder responsible for sales can always say without sales, there is no company. Secondly, make sure you implement a vesting schedule. Even the worst marriages that ended up in divorce had a great honeymoon period.

As hard as it is to hear, prepare for the divorce always. Put everything in writing. Duties, roles, expectation, pay scales, even hours dedicated to the startup. This will ensure you always have goal posts to hold each other accountable to if things get rocky. Formalize an exit plan should the relationship sour. With two founders, there is no quorum with a 50/50 split so be sure to have a board with voting rights, mediation plan or clear paths of violation terms to end the relationship.

The vesting schedule is something which is often not talked about sufficiently for any company with 2 or more co-founders. Despite best intentions, break ups or splits are part and parcel of the journey and ensuring that there isn't a 'silent/sleeping' founder holding a large chunk of the cap table despite no longer being involved in the day-to-day running of the company is crucial. Agreeing on founder's salary or different scenarios that will affect compensation is also important at the earliest of stages to align expectations and separate the company's wallet from that of the founders. Investors are also often looking for founders to be paid fairly but not excessively and each person has a different lifestyle aspiration/financial needs.

In my experience as well, one needs to put the points of conflict and routes to resolve them. At the start, things may be okay but as the startup grows big various conflicts may arise that need to be captured and capped. Safety first to the company followed by the co founders

As a lawyer and entrepreneur, I always recommend signing a shareholders' agreement when everything is perfect, everybody is happy, and there is no money at stake. It's imperative to include everything here: the resolution of conflicts when you don't agree on a decision or other matters, exit clauses, special majorities for certain decisions, stock options, responsibilities, the number and members of the Board, drag-and-tag-along provisions, and many others.

Finalizing a co-founder agreement is a crucial step. This legal document outlines key terms like equity division, roles, decision-making processes, and exit strategies. It's wise to consult a lawyer to ensure clarity and protect all parties involved. Open communication while drafting ensures mutual understanding of roles and expectations. Proactively addressing potential issues in this agreement can save future conflicts. Prioritize this step; it's the foundation of your startup partnership, ensuring clarity and alignment.

Your value is the sum of our values. It's a good practice to periodically discuss your values and priorities in general. Take the time to list how you would address key challenges, differences, conflicts etc. Most people resort to becoming passive aggressive which creates a toxic culture.

Finding a co-founder is about aligning not just on the business but balance goals and having the understanding and ability of taking over tasks when one can’t. From business milestones to personal milestones and a space to grow and co-exists with each others positives and negatives. From the rise and fall of expectations to transparency and authenticity of future scope and clarity of path , managing the curve balls life throws and the space that allows to step away when needed to bring fresh ideas is a welcoming air to breathe. It’s about mutual respect of the each others strengths and ability of knowing each others vulnerability. That’s what mends and keeps the work getting done!

Set goals together that achieve your shared vision. Collaborate and agree on a timeline. Attend social events together, share your vision with the others, seek feedback and enhance your execution. Doing all these together with your co-founder(s) will nurture your relationship, synchronisation and the team's ability to execute.

Have quarterly meetings where you discuss motivation, long- and short term expectations and most importantly the relationship between co-founders. These things disappear to the background when dealing with the day-to-day business, so make sure to create room to talk about this. Take your time, and get out of your office to do this.

Finding a co-founder who is an asset to your startup is pure Serendipity. No science to it really, in my opinion. And just because someone ticks all the boxes , the desired outcomes may still remain elusive. Good move would be to network vigorously. Spread the word. Verbalise what you seek And pray !!😇

The energy and vibe of both founders should match with each other. Astrology and numerology can be a great tool to assess the energy and vibe of each other which can form a strong foundation for long-term relationships in addition to other skill fitments and vision fitments.

How about Succession planning ? Planned or unplanned due to loss ! Rules on how to bring next generation heirs or professionals outside the firm ?

You don't need cofounders till you validate your idea. Leave the headache of creating a team for later. You don't need a CTO, you need a No-code tool. You don't need a CMO, you need social media and copywriting skills. You just need yourself, selling. Once you validate that there's a need on the market for your product or service, it's time to scale it up looking for your perfect co-founders and team. Don't start by the roof. Sell First. Then Build.