FOUNDERS AND SENIOR LEVEL RELATIONSHIPS

65% of start ups fail because of issues within the management team*. We help you avoid that

or deal with it positively.

We understand start ups. We’ve worked for them and in them. We know what it takes to make a success of them. We also understand what gets in the way.

 

We use our skills and experience to help founders and C suite hires through the difficult issues that can arise between them such as:

  • Imbalanced contributions

  • Tensions around roles 

  • Issues around equity split 

  • Exits

"I cannot express my gratitude for what you have done for us both.

You have really made what could have been a very painful and drawn out thing

into a positive experience that has lead to a mutual understanding. I am hugely relieved and positive about the results and that would not have happened without your intervention."

 

How we go about resolving it

We are unique in being able to draw from a variety of skills to help resolve the issues and provide you with different solutions all on fixed fee basis. 

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  1. Putting the right foundations in placea 5 step process for founders and C level hires to discuss key areas and help you avoid decisions that become "sand under the saddle" (roles, titles, equity, stress testing, or anything else you want to bring to the table). Includes regular review points. See here for more detail 

  2. Our coaching service: you know something is wrong but cannot seem to resolve it. We work with you behind the scenes to help you remedy the situation directly. 

  3. Our mediation and facilitated conversation service: as neutral, impartial and skilled facilitators, we help you have the conversations that are needed in a positive and constructive way and find the way forward that avoids the cost, time and personal pain with traditional ways of resolving seemingly intractable issues.

Case Study 

The issue. Two founders had decided to end their partnership. Trust had broken down between them. One felt she had essentially carried the other for the past couple of years. The other felt unfairly judged, as though nothing she did was ever good enough in the eyes of her co-founder. Communication between them was nearly impossible and yet there were a load of decisions to make over the company's assets and liabilities (would one of them take the company over or would they dissolve it? who would be able to use the IP they had created going forward? who would be responsible for which practical steps necessary for the dissolution?).

How we resolved it. I met with them separately - understanding their perspectives on the past, the issues that needed resolving, the outcome they hoped for and the one they could live with.  I then brought them into a room in which I had visually presented the key outcome they wanted and all the issues we needed to resolve in this one session. I  facilitated the discussion - in their dynamic one was susceptible to just reluctantly agree to anything without having really expressed her needs. So I ensured nothing was left unsaid and what was said was presented constructively. They came to an agreement.

 

And here was the feedback

 

"I cannot express my gratitude for what you have done for us both.

You have really made what could have been a very painful and drawn out thing

into a positive experience that has lead to a mutual understanding.

 

I am hugely relieved and positive about the results and

that would not have happened without your intervention."

* The Founder’s Dilemmas, Anticipating and avoiding the pitfalls that can sink a start up, Noam Wasserman, Princeton

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©2018 BY THE RESOLUTION POD.