Title: We’re four years into a bootstrapped B2B startup that set out to solve two ambitious technical problems for our industry. Last year we turned over more than 1m USD. Each of was responsible for one side of the business.<p>However there were still a lot of technical issues to be solved when we launched. Over the last year I’ve been able to clear all the problems on my side, but he has pretty much done almost no technical work since launch two years ago. Instead he sees his role as the figurehead of the company who basically just does sales and ideas and treats everyone at the company including myself as incompetent PA’s.<p>This worked for a while because we had a lot of hype around us in our industry and the money was rolling in. However the next round of potential buyers are wisely waiting to see how things turn out with our first round of customers.<p>My co-founder responds to complaints by telling them that their problems aren’t really problems in a very professional and well written manner, but that’s not working anymore. I now find myself having to mend bridges with customers which causes a lot of conflict because I am “overstepping my bounds.” Additionally I have to “overstep my bounds” to engage with his talented direct reports who now openly despise him, in order to convince them to not leave the company.<p>Now the money has nearly run out and we need what seems like a miracle.<p>I feel like I’ve tried everything I could think of to try and turn this relationship around but I don’t I just don’t see how anymore. We struggle to have any meaningful conversations about anything related to the business even when I manage to maintain my composure in response to nearly constant put downs.
Upvote: