Agreements and Real Validation Between Founders

Like many in the entrepreneurial ecosystem, and especially now that I'm immersed in building Catapulta, I've been deeply reflecting on the factors that truly drive or hinder a startup. Beyond the brilliant idea or perfect market, one truth resonates strongly in recent conversations with founders: the relationship between co-founders is the invisible foundation that supports (or collapses) everything. I want to share a personal learning experience on this topic, hoping it serves our community.

I recently spoke with Augusto Pinto, CEO and Co-Founder of Fidelando, an Argentine startup offering a loyalty system. We discussed his journey, marked by the painful separation from a partner. His story, though unique, touched common threads: initial trust between friends that overshadowed the need to formalize agreements, strategic visions that diverged over time, and the difficulty of having uncomfortable conversations until it was too late. Ego, as he admitted, also played its part in not addressing things with more "freshness" or "cooling off." The most critical was how the lack of a clear agreement about intellectual property, such as the trademark registration under one person's name, ended up forcing a costly and draining rebranding process.

This experience, and similar ones that resonate in the ecosystem, scream a lesson: trust is the foundation, but clear agreements are the structure. From day zero, before the daily whirlwind consumes us, it's imperative to sit down and define:

• Clear Roles and Responsibilities: Who does what? Who has the final say in which area?
• Equity Distribution: How is it divided? Will there be vesting to protect long-term commitment?
• Intellectual Property: Under whose name will the brand, code, patents be? How will it be managed if someone leaves?
• Decision Making: How will ties or strategic disagreements be resolved?
• Time and Capital Commitment: What is expected from each person?
• Exit Scenarios: What happens if a founder wants or needs to leave?

Putting this in writing isn't anticipating failure; it's professionalism and mutual respect. It's protecting everyone's idea and effort.

But how do we go beyond paper? How do we know if there's really a "match" to navigate the inevitable storms? This is where I propose a challenge, a deeper validation. The idea of "testing" compatibility resonates with me. It's not enough to admire the other's talent; we need to see how they operate under pressure. Organize "crisis simulations":

• Forced Decision Exercises: Present an ethical dilemma or business decision with incomplete information and limited time. How is the deliberation process? Is there active listening?

• Short and Intense Projects: Collaborate on a demanding task with a tight deadline before formalizing the partnership.

• Simulated Uncomfortable Conversations: How would you give constructive feedback about a partner's low performance? How would you handle a fundamental disagreement about product vision?

• Definition of Values and Personal Vision: Beyond the startup, what are each person's non-negotiable values and long-term aspirations? Are they compatible?

I remember a saying someone mentioned: "a dog with more than one owner dies of hunger." If two people want to steer the ship in opposite directions, without a clear mechanism to unify the vision, the project suffers. These tests can help identify those potential friction points.

This reflection leads me directly to Catapulta. If we're building a platform for tech product launches and entrepreneur networking, how can we, from our corner, help more founders build on rock and not on sand? Several ideas come to mind:

1. Content and Resources: Create guides, checklists, or even base templates (always with the warning to seek legal advice) about founder agreements and team validation topics.

2. Safe Conversation Spaces: Encourage open discussions about these challenges in the Catapulta community, where experienced founders can share their learnings with those just starting.

3. Methodologies and "Co-founder Check" Tools: Inspired by the conversation, we could explore the idea of proposing small "tests" or "reflection games" that teams can use internally to facilitate these difficult but necessary conversations.

4. Encourage Early Collaboration: Perhaps Catapulta can facilitate startups in similar stages giving each other feedback on their products or ideas (as discussed, an internal "feedback request"), allowing observation of how others work and if there's potential for future synergies or even partnerships, having already seen the other "in action."

In the end, choosing who to start a business with is one of the most transcendental decisions. I hope this reflection, born from listening to and learning from our community, serves to help more teams start their journey with stronger foundations. And from Catapulta, we'll continue thinking about how to support this vital process.

Thanks Augusto for sharing your story! Without a doubt, these experiences will resonate with many entrepreneurs and help build better future projects.

Links:

Augusto Pinto

Fidelando

X / Twitter

Instagram

LinkedIn