It’s one thing to start a company with a co-founder from day one. You dream it up together, share the risk, split the equity before anything’s real.
It’s a whole different game when you’ve already started—and now you’re thinking of bringing someone in.
The product’s live. There’s traction, maybe even revenue. You’ve paid some dues. And now someone wants to join—not as employee #1, but as co-founder.
This isn’t hiring. This is founder dating. And it gets tricky fast.
Why? Because they’re joining your story halfway through, but they want an equal headline.
Here’s how to handle it without breaking your cap table or your sanity.
1. Decide what “co-founder” means. Title? Equity? Veto rights? If you’re not aligned here, stop before you start. Founder ≠ friend. Founder = someone who will legally co-own decisions, equity, and board seats.
2. Run a live test. Don’t debate theory. Ship something. Can you work together under pressure? Can you disagree and move forward? Do their instincts match yours, or clash in a way that’s useful?
3. Be honest about the timeline. They weren’t there in the garage—or on the bootstrapped ramen. That’s fine. But equity must reflect history and future. You’re not docking them for being late. You’re aligning on what’s left to build.
4. Talk exit paths early. If things go sideways, what’s the breakup clause? No one thinks about this while energy is high—but it matters more than your product stack.
5. Keep the team looped in. Your early hires will notice if power dynamics shift. Don’t surprise them with a co-founder announcement. Make it part of the narrative.
Adding a co-founder post-launch isn’t wrong. In fact, sometimes it’s the move that saves the company. But treat it like what it is: a long-term bet with real consequences.
It’s not speed dating. It’s equity marriage. Choose accordingly.
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