The 6 Biggest Cofounder Mistakes We’ve Ever Seen...

Between my startup accelerator and my Between my startup accelerator and my personal portfolio of SAS investments, personal portfolio of SAS investments, personal portfolio of SAS investments, I'm invested in more than 170 companies I'm invested in more than 170 companies I'm invested in more than 170 companies and I have seen my share of co-founder and I have seen my share of co-founder and I have seen my share of co-founder and partnership mistakes that have led and partnership mistakes that have led and partnership mistakes that have led to the company imploding. So in this to the company imploding. So in this to the company imploding. So in this video, I'm going to be joined by founder video, I'm going to be joined by founder video, I'm going to be joined by founder and executive coach Dr. Sherry Walling and executive coach Dr. Sherry Walling and executive coach Dr. Sherry Walling and we're going to talk through the six and we're going to talk through the six and we're going to talk through the six biggest partnership mistakes we've seen. biggest partnership mistakes we've seen. biggest partnership mistakes we've seen. If you stick around to the end, I have a If you stick around to the end, I have a If you stick around to the end, I have a seventh bonus mistake that just might be seventh bonus mistake that just might be seventh bonus mistake that just might be the most important one in the video. Dr. the most important one in the video. Dr. the most important one in the video. Dr. Walling, thanks for joining me on the Walling, thanks for joining me on the Walling, thanks for joining me on the channel today. Always good to be with channel today. Always good to be with channel today. Always good to be with you, Rob. You want to kick us off with you, Rob. You want to kick us off with you, Rob. You want to kick us off with the first partnership mistake? Yeah, the first partnership mistake? Yeah, the first partnership mistake? Yeah, man, partnership mistakes will take down man, partnership mistakes will take down man, partnership mistakes will take down your business as you well know. Uh but your business as you well know. Uh but your business as you well know. Uh but the first one that I wanted to talk the first one that I wanted to talk the first one that I wanted to talk about is people not beginning with the about is people not beginning with the about is people not beginning with the end in mind. That means they sort of end in mind. That means they sort of end in mind. That means they sort of launch into running a business together launch into running a business together launch into running a business together and it's a very exciting and things are and it's a very exciting and things are and it's a very exciting and things are flowing, maybe customers are popping and flowing, maybe customers are popping and flowing, maybe customers are popping and they're ready to go, but they don't they're ready to go, but they don't they're ready to go, but they don't really stop to have any conversations really stop to have any conversations really stop to have any conversations about what this ending looks like. Do about what this ending looks like. Do about what this ending looks like. Do they want an exit? Do they want a they want an exit? Do they want a they want an exit? Do they want a lifestyle business? What are their lifestyle business? What are their lifestyle business? What are their goals? What are their plans? And they goals? What are their plans? And they goals? What are their plans? And they don't sit down and have the very don't sit down and have the very don't sit down and have the very important conversation around the sort important conversation around the sort important conversation around the sort of terms and agreements that govern the of terms and agreements that govern the of terms and agreements that govern the relationship that they have as it relationship that they have as it relationship that they have as it relates to leading their company. It's relates to leading their company. It's relates to leading their company. It's easy to kick this can down the road, easy to kick this can down the road, easy to kick this can down the road, especially when it's like maybe I'm not especially when it's like maybe I'm not especially when it's like maybe I'm not 100% sure if I want to sell for a 100% sure if I want to sell for a 100% sure if I want to sell for a million, 10 million, 100 million, but million, 10 million, 100 million, but million, 10 million, 100 million, but maybe I'm 80% sure that if we got an

maybe I'm 80% sure that if we got an maybe I'm 80% sure that if we got an offer for X million dollars, I would offer for X million dollars, I would offer for X million dollars, I would take it, but realistically long-term, I take it, but realistically long-term, I take it, but realistically long-term, I just want to take out dividends. Whether just want to take out dividends. Whether just want to take out dividends. Whether I'm sure or not, having that I'm sure or not, having that I'm sure or not, having that conversation with the co-founder is conversation with the co-founder is conversation with the co-founder is critical because if you get involved critical because if you get involved critical because if you get involved with a co-founder who's like someone with a co-founder who's like someone with a co-founder who's like someone puts a million dollars on the table, I puts a million dollars on the table, I puts a million dollars on the table, I want to sell and you're like, "Oh, want to sell and you're like, "Oh, want to sell and you're like, "Oh, that's totally not my goal." It's going that's totally not my goal." It's going that's totally not my goal." It's going to be a problem. But a document that to be a problem. But a document that to be a problem. But a document that governs how that conversation happens governs how that conversation happens governs how that conversation happens and the acknowledgement that there may and the acknowledgement that there may and the acknowledgement that there may need to be a conversation like that at need to be a conversation like that at need to be a conversation like that at some point is really, I think, the point some point is really, I think, the point some point is really, I think, the point here. Is understand that there are all here. Is understand that there are all here. Is understand that there are all of these intricacies to this of these intricacies to this of these intricacies to this relationship over time and it's going to relationship over time and it's going to relationship over time and it's going to be tricky. There will be moments when be tricky. There will be moments when be tricky. There will be moments when your values and needs and desires aren't your values and needs and desires aren't your values and needs and desires aren't aligned, but that's why you have an aligned, but that's why you have an aligned, but that's why you have an operating agreement. That's why you sit operating agreement. That's why you sit operating agreement. That's why you sit down with a lawyer. That's why you have down with a lawyer. That's why you have down with a lawyer. That's why you have these difficult conversations right at these difficult conversations right at these difficult conversations right at the beginning so that there's a system the beginning so that there's a system the beginning so that there's a system in place. Yeah, and there's going to be in place. Yeah, and there's going to be in place. Yeah, and there's going to be some things, preferences, or desires some things, preferences, or desires some things, preferences, or desires that aren't going to be captured in an that aren't going to be captured in an that aren't going to be captured in an operating agreement. Like I was saying, operating agreement. Like I was saying, operating agreement. Like I was saying, if some co-founder may be like, "First if some co-founder may be like, "First if some co-founder may be like, "First time I see a million dollar check, I'm time I see a million dollar check, I'm time I see a million dollar check, I'm selling the company." You know, and and selling the company." You know, and and selling the company." You know, and and someone else may want to go bigger than someone else may want to go bigger than someone else may want to go bigger than that and just having that conversation that and just having that conversation that and just having that conversation at least with a preference thing of at least with a preference thing of at least with a preference thing of like, "Well, these are These are the like, "Well, these are These are the like, "Well, these are These are the options and these are the ranges of options and these are the ranges of options and these are the ranges of things that I'm thinking about. These things that I'm thinking about. These things that I'm thinking about. These are kind of my goals for the company." I are kind of my goals for the company." I are kind of my goals for the company." I think is critical. Absolutely. Mistake think is critical. Absolutely. Mistake think is critical. Absolutely. Mistake number two is not vesting ownership. And number two is not vesting ownership. And number two is not vesting ownership. And if you don't know what that means, if you don't know what that means, if you don't know what that means, vesting is where you receive your shares vesting is where you receive your shares vesting is where you receive your shares over a period of time. So usually two over a period of time. So usually two over a period of time. So usually two co-founders will vest over four years co-founders will vest over four years co-founders will vest over four years where the standard is you don't get any where the standard is you don't get any where the standard is you don't get any stock for the first year, then you get stock for the first year, then you get stock for the first year, then you get 25% of it at the end of 12 months and 25% of it at the end of 12 months and 25% of it at the end of 12 months and then it vests monthly after that up to

then it vests monthly after that up to then it vests monthly after that up to your, you know, whatever your allocation your, you know, whatever your allocation your, you know, whatever your allocation is. The problem with not doing this is is. The problem with not doing this is is. The problem with not doing this is we've seen companies where two we've seen companies where two we've seen companies where two co-founders each own 50% of the company, co-founders each own 50% of the company, co-founders each own 50% of the company, they get five months in, six months, they get five months in, six months, they get five months in, six months, eight months in, one leaves and they own eight months in, one leaves and they own eight months in, one leaves and they own half the company. They own the shares half the company. They own the shares half the company. They own the shares and there's nothing you can do at that and there's nothing you can do at that and there's nothing you can do at that point. You can't take them back legally point. You can't take them back legally point. You can't take them back legally unless they want to give them back, unless they want to give them back, unless they want to give them back, which in some cases people have, but which in some cases people have, but which in some cases people have, but you've effectively killed the company or you've effectively killed the company or you've effectively killed the company or at least crippled it. You can't raise at least crippled it. You can't raise at least crippled it. You can't raise investment. No investor will invest in investment. No investor will invest in investment. No investor will invest in that. If you build the company and grow that. If you build the company and grow that. If you build the company and grow it to millions and sell it, that it to millions and sell it, that it to millions and sell it, that co-founder who barely put any work in co-founder who barely put any work in co-founder who barely put any work in gets half the money and so that the gets half the money and so that the gets half the money and so that the other co-founder usually doesn't want to other co-founder usually doesn't want to other co-founder usually doesn't want to do that. Yeah, the third mistake that do that. Yeah, the third mistake that do that. Yeah, the third mistake that I've seen partnerships make is really I've seen partnerships make is really I've seen partnerships make is really not being clear about the type of not being clear about the type of not being clear about the type of relationship that they have. Again, this relationship that they have. Again, this relationship that they have. Again, this is interchange between humans and it's is interchange between humans and it's is interchange between humans and it's important to be really clear about the important to be really clear about the important to be really clear about the the tone of the relationship and how the tone of the relationship and how the tone of the relationship and how that will eventually affects the company that will eventually affects the company that will eventually affects the company culture. You know, I've seen co-founders culture. You know, I've seen co-founders culture. You know, I've seen co-founders who are best friends. Maybe they were who are best friends. Maybe they were who are best friends. Maybe they were roommates in college or best friends roommates in college or best friends roommates in college or best friends from high school. So they have this deep from high school. So they have this deep from high school. So they have this deep working relationship, but how does that working relationship, but how does that working relationship, but how does that then transfer into running a business then transfer into running a business then transfer into running a business together? It's not the same kind of together? It's not the same kind of together? It's not the same kind of relationship. So being clear about the relationship. So being clear about the relationship. So being clear about the boundaries of how much sort of personal boundaries of how much sort of personal boundaries of how much sort of personal life and personal experience is shared life and personal experience is shared life and personal experience is shared between the two of the founders or if between the two of the founders or if between the two of the founders or if there are more. I really don't like it there are more. I really don't like it there are more. I really don't like it when co-founders refer to themselves as when co-founders refer to themselves as when co-founders refer to themselves as family or they refer to their teams as a family or they refer to their teams as a family or they refer to their teams as a family. I think that really communicates family. I think that really communicates family. I think that really communicates a level of sort of personal a level of sort of personal a level of sort of personal responsibility and long-term commitment responsibility and long-term commitment responsibility and long-term commitment that is really not representative of that is really not representative of that is really not representative of what it means to be in a business

what it means to be in a business what it means to be in a business together. So getting clear early, what together. So getting clear early, what together. So getting clear early, what is the language that we use for this is the language that we use for this is the language that we use for this relationship? How does that filter down relationship? How does that filter down relationship? How does that filter down to the kind of culture that we set up to the kind of culture that we set up to the kind of culture that we set up for our company when we do have for our company when we do have for our company when we do have employees or team members? And how do we employees or team members? And how do we employees or team members? And how do we have some segmentation or separation have some segmentation or separation have some segmentation or separation between our professional partnership and between our professional partnership and between our professional partnership and our personal lives? The fourth mistake our personal lives? The fourth mistake our personal lives? The fourth mistake that I've seen several times actually is that I've seen several times actually is that I've seen several times actually is when two or more co-founders have pretty when two or more co-founders have pretty when two or more co-founders have pretty much the identical skill set. So you much the identical skill set. So you much the identical skill set. So you imagine imagine imagine two software developers getting together two software developers getting together two software developers getting together to start a SAS company and guess what to start a SAS company and guess what to start a SAS company and guess what they both want to do? They want to they both want to do? They want to they both want to do? They want to develop software all the time. They want develop software all the time. They want develop software all the time. They want to write code. So nobody wants to do to write code. So nobody wants to do to write code. So nobody wants to do operations, no one wants to do sales, no operations, no one wants to do sales, no operations, no one wants to do sales, no one wants to do marketing, no one wants one wants to do marketing, no one wants one wants to do marketing, no one wants to talk to customers. And similarly, I'd to talk to customers. And similarly, I'd to talk to customers. And similarly, I'd imagine if two sale I've never seen imagine if two sale I've never seen imagine if two sale I've never seen this, but two sales people try to start this, but two sales people try to start this, but two sales people try to start a SAS company, you know, what? They They a SAS company, you know, what? They They a SAS company, you know, what? They They want to sell, they want to sell, but want to sell, they want to sell, but want to sell, they want to sell, but they have no technical expertise, right? they have no technical expertise, right? they have no technical expertise, right? So this is it can cut in a lot of ways So this is it can cut in a lot of ways So this is it can cut in a lot of ways with people stepping on each other's with people stepping on each other's with people stepping on each other's toes or with there just being a real toes or with there just being a real toes or with there just being a real lack of diversity of skill set. I've lack of diversity of skill set. I've lack of diversity of skill set. I've also kind of seen it on the other end of also kind of seen it on the other end of also kind of seen it on the other end of the spectrum where you have two the spectrum where you have two the spectrum where you have two co-founders where I think this is the co-founders where I think this is the co-founders where I think this is the the best combination of two co-founders the best combination of two co-founders the best combination of two co-founders with very different skill sets, but the with very different skill sets, but the with very different skill sets, but the problem that can arise there is they problem that can arise there is they problem that can arise there is they don't really understand or appreciate don't really understand or appreciate don't really understand or appreciate the other person's skill set, right? The the other person's skill set, right? The the other person's skill set, right? The person who's maybe more technical person who's maybe more technical person who's maybe more technical doesn't fully understand or appreciate doesn't fully understand or appreciate doesn't fully understand or appreciate the like deep intelligence and energy the like deep intelligence and energy the like deep intelligence and energy and time effort that goes into creating and time effort that goes into creating and time effort that goes into creating a sales funnel. And vice versa, your a sales funnel. And vice versa, your a sales funnel. And vice versa, your your like more people person sales your like more people person sales your like more people person sales oriented person may not really oriented person may not really oriented person may not really understand the complexity and intricacy

understand the complexity and intricacy understand the complexity and intricacy of architecting a piece of software of architecting a piece of software of architecting a piece of software that's really amazing. And so it's that's really amazing. And so it's that's really amazing. And so it's really important for co-founders to do really important for co-founders to do really important for co-founders to do the work to sort of get in each other's the work to sort of get in each other's the work to sort of get in each other's zone of genius enough to understand and zone of genius enough to understand and zone of genius enough to understand and appreciate and really give it value. appreciate and really give it value. appreciate and really give it value. Yeah, some of the best combinations that Yeah, some of the best combinations that Yeah, some of the best combinations that we see come through TinySeed, especially we see come through TinySeed, especially we see come through TinySeed, especially since we invest in SAS, right, which is since we invest in SAS, right, which is since we invest in SAS, right, which is software companies, it's a developer and software companies, it's a developer and software companies, it's a developer and then either a sales or a marketing then either a sales or a marketing then either a sales or a marketing focused co-founder. And sometimes focused co-founder. And sometimes focused co-founder. And sometimes subject matter expert can be good, too, subject matter expert can be good, too, subject matter expert can be good, too, if they're an expert in in a specific if they're an expert in in a specific if they're an expert in in a specific niche, but having either a sales or a niche, but having either a sales or a niche, but having either a sales or a marketing bent plus a developer seems to marketing bent plus a developer seems to marketing bent plus a developer seems to be a winning combination. The fifth be a winning combination. The fifth be a winning combination. The fifth partnership mistake that I've seen a partnership mistake that I've seen a partnership mistake that I've seen a handful of times and I've seen it wreck handful of times and I've seen it wreck handful of times and I've seen it wreck companies is uneven compensation. And I companies is uneven compensation. And I companies is uneven compensation. And I want to couch this. This one's almost a want to couch this. This one's almost a want to couch this. This one's almost a little hard to explain, but I've seen little hard to explain, but I've seen little hard to explain, but I've seen companies where there's two or three companies where there's two or three companies where there's two or three co-founders and one of the co-founders co-founders and one of the co-founders co-founders and one of the co-founders lives pretty inexpensively and has money lives pretty inexpensively and has money lives pretty inexpensively and has money in the bank that they can live for a in the bank that they can live for a in the bank that they can live for a year or two. And so they don't take a year or two. And so they don't take a year or two. And so they don't take a salary, but the other founder or other salary, but the other founder or other salary, but the other founder or other co-founders do take a salary. And that co-founders do take a salary. And that co-founders do take a salary. And that all sounds like, "Hey, we're all doing all sounds like, "Hey, we're all doing all sounds like, "Hey, we're all doing this for the good of the company. We're this for the good of the company. We're this for the good of the company. We're all on the same page. We're all moving all on the same page. We're all moving all on the same page. We're all moving forward." Flash forward a year, that forward." Flash forward a year, that forward." Flash forward a year, that first co-founder has drained a huge first co-founder has drained a huge first co-founder has drained a huge chunk of their savings and the other chunk of their savings and the other chunk of their savings and the other founders have not. And there's this, you founders have not. And there's this, you founders have not. And there's this, you know what I mean? So it's it's not that know what I mean? So it's it's not that know what I mean? So it's it's not that everyone's salaries have to be everyone's salaries have to be everyone's salaries have to be identical, but it's like are we all identical, but it's like are we all identical, but it's like are we all putting in the same amount of skin in putting in the same amount of skin in putting in the same amount of skin in the game? And what that means for the game? And what that means for the game? And what that means for people's level of safety and people's level of safety and people's level of safety and communication and I mean, it just has communication and I mean, it just has communication and I mean, it just has all kinds of relationship dynamics all kinds of relationship dynamics all kinds of relationship dynamics implications when there's uneven implications when there's uneven implications when there's uneven compensation without a lot of clarity compensation without a lot of clarity compensation without a lot of clarity about why that is, how long that will

about why that is, how long that will about why that is, how long that will be. There's some equalizing force, be. There's some equalizing force, be. There's some equalizing force, whether that's sweat equity or other whether that's sweat equity or other whether that's sweat equity or other kinds of risk that make that feel okay kinds of risk that make that feel okay kinds of risk that make that feel okay and fair. Right, because otherwise and fair. Right, because otherwise and fair. Right, because otherwise resentment creeps in over time. And that resentment creeps in over time. And that resentment creeps in over time. And that can kill can and has killed companies. can kill can and has killed companies. can kill can and has killed companies. Yeah. Yeah, the last one that I want to Yeah. Yeah, the last one that I want to Yeah. Yeah, the last one that I want to talk about, which is it's a big talk about, which is it's a big talk about, which is it's a big overarching one, but is simply overarching one, but is simply overarching one, but is simply co-founders not spending the time to co-founders not spending the time to co-founders not spending the time to really work on their relationship. To really work on their relationship. To really work on their relationship. To understand that the amount of time they understand that the amount of time they understand that the amount of time they spend together, the way they spend together, the way they spend together, the way they communicate, the cadence of maybe communicate, the cadence of maybe communicate, the cadence of maybe in-person meetings if they're in-person meetings if they're in-person meetings if they're distributed, all of those things matter distributed, all of those things matter distributed, all of those things matter a great deal to the working a great deal to the working a great deal to the working relationship, to the sense of trust, to relationship, to the sense of trust, to relationship, to the sense of trust, to the ability to pick up when something is the ability to pick up when something is the ability to pick up when something is maybe going wrong, when your partner is maybe going wrong, when your partner is maybe going wrong, when your partner is approaching burnout, when they are approaching burnout, when they are approaching burnout, when they are having problematic patterns. Like you having problematic patterns. Like you having problematic patterns. Like you don't notice that stuff if you don't don't notice that stuff if you don't don't notice that stuff if you don't have eyes on or you don't have a cadence have eyes on or you don't have a cadence have eyes on or you don't have a cadence of being together. So when people are of being together. So when people are of being together. So when people are doing a good job at co-founder doing a good job at co-founder doing a good job at co-founder relationships relationships relationships they are practicing forgiveness. You they are practicing forgiveness. You they are practicing forgiveness. You know, they have a system where they're know, they have a system where they're know, they have a system where they're saying they're checking in about, "How saying they're checking in about, "How saying they're checking in about, "How is this working for you? Am I bugging is this working for you? Am I bugging is this working for you? Am I bugging you? What's going wrong in the ways that you? What's going wrong in the ways that you? What's going wrong in the ways that we're interacting and how do we keep we're interacting and how do we keep we're interacting and how do we keep that clean and clear and without a lot that clean and clear and without a lot that clean and clear and without a lot of baggage or relational resentment that of baggage or relational resentment that of baggage or relational resentment that will come in and create a lot of havoc will come in and create a lot of havoc will come in and create a lot of havoc in the business?" The metaphor of a in the business?" The metaphor of a in the business?" The metaphor of a co-founder relationship being similar to co-founder relationship being similar to co-founder relationship being similar to a marriage, it holds up in a lot of ways

a marriage, it holds up in a lot of ways a marriage, it holds up in a lot of ways and this is another example of that. If and this is another example of that. If and this is another example of that. If you're married for any length of time you're married for any length of time you're married for any length of time and you're not working on the and you're not working on the and you're not working on the relationship, it will fall apart and relationship, it will fall apart and relationship, it will fall apart and it's same thing with co-founders. And it's same thing with co-founders. And it's same thing with co-founders. And the need to do that consistently. I the need to do that consistently. I the need to do that consistently. I think sometimes people give it more think sometimes people give it more think sometimes people give it more attention at the beginning of a attention at the beginning of a attention at the beginning of a business, but there has to be a cadence business, but there has to be a cadence business, but there has to be a cadence of staying current, of making sure that of staying current, of making sure that of staying current, of making sure that your relationship is growing alongside your relationship is growing alongside your relationship is growing alongside your business, alongside your lives so your business, alongside your lives so your business, alongside your lives so that you're not relating to the person that you're not relating to the person that you're not relating to the person that you started your business with as that you started your business with as that you started your business with as the 25-year-old when now they're 40, the 25-year-old when now they're 40, the 25-year-old when now they're 40, right? Time has passed. How do you stay right? Time has passed. How do you stay right? Time has passed. How do you stay current and keep those relationship current and keep those relationship current and keep those relationship patterns really healthy? And there's no patterns really healthy? And there's no patterns really healthy? And there's no way to do that except to do it way to do that except to do it way to do that except to do it intentionally. In a second, I'm going to intentionally. In a second, I'm going to intentionally. In a second, I'm going to give you a seventh bonus mistake, just give you a seventh bonus mistake, just give you a seventh bonus mistake, just might be the most important one in the might be the most important one in the might be the most important one in the video. But before I do that, I want to video. But before I do that, I want to video. But before I do that, I want to recommend one of the best YouTube recommend one of the best YouTube recommend one of the best YouTube channels on the internet. It's Dr. channels on the internet. It's Dr. channels on the internet. It's Dr. Sherry Walling's. It's Sherry Walling's. It's Sherry Walling's. It's youtube.com/sherrywalling. We will link it up in the description We will link it up in the description for this video. What type of topics do for this video. What type of topics do for this video. What type of topics do you cover? The whole range of things you cover? The whole range of things you cover? The whole range of things from mental health, personal growth and from mental health, personal growth and from mental health, personal growth and development, relationships, anything development, relationships, anything development, relationships, anything that's important to a founder that's important to a founder that's important to a founder entrepreneur high performer type and entrepreneur high performer type and entrepreneur high performer type and they when they're thinking about what's they when they're thinking about what's they when they're thinking about what's going on between their ears, in their going on between their ears, in their going on between their ears, in their mind, their mindset. So it's focused on mind, their mindset. So it's focused on mind, their mindset. So it's focused on people who do hard things, people who do hard things, people who do hard things, entrepreneurs, executives, and the like.

entrepreneurs, executives, and the like. entrepreneurs, executives, and the like. That's youtube.com/sherrywalling. That's youtube.com/sherrywalling. That's youtube.com/sherrywalling. The seventh mistake I've seen several The seventh mistake I've seen several The seventh mistake I've seen several times and it just might be the most times and it just might be the most times and it just might be the most important one in this video is not important one in this video is not important one in this video is not putting things in writing. And what's putting things in writing. And what's putting things in writing. And what's interesting is everything doesn't need interesting is everything doesn't need interesting is everything doesn't need to be a legal doc signed by two people to be a legal doc signed by two people to be a legal doc signed by two people and notarized. Just having a bulleted and notarized. Just having a bulleted and notarized. Just having a bulleted list that communicates something between list that communicates something between list that communicates something between two co-founders that is not legally two co-founders that is not legally two co-founders that is not legally binding, but is just a list that people binding, but is just a list that people binding, but is just a list that people can refer back to can be invaluable. And can refer back to can be invaluable. And can refer back to can be invaluable. And the idea here is that human memories are the idea here is that human memories are the idea here is that human memories are faulty and over time people remember faulty and over time people remember faulty and over time people remember things differently, they forget things differently, they forget things differently, they forget commitments they made. And just having commitments they made. And just having commitments they made. And just having an email exchange, having a bulleted an email exchange, having a bulleted an email exchange, having a bulleted list in a Google Doc, or maybe a legal list in a Google Doc, or maybe a legal list in a Google Doc, or maybe a legal doc if if you want it to be legally doc if if you want it to be legally doc if if you want it to be legally enforceable, but just having something enforceable, but just having something enforceable, but just having something like that can make things a lot clearer like that can make things a lot clearer like that can make things a lot clearer when you get down the road. Even with when you get down the road. Even with when you get down the road. Even with all the headaches and potential drama all the headaches and potential drama all the headaches and potential drama that can come with having a co-founder, that can come with having a co-founder, that can come with having a co-founder, it's often the right choice for many it's often the right choice for many it's often the right choice for many people. And if you're trying to find a people. And if you're trying to find a people. And if you're trying to find a co-founder for your startup, check out co-founder for your startup, check out co-founder for your startup, check out this video. this video. this video. Do you want to dive in to the first Do you want to dive in to the first Do you want to dive in to the first partnership mistake? partnership mistake? partnership mistake? My first one that