Danielle Morrill

Andy runs sales and growth.

So does my friend Andy, our other co-founder.

And then I run, I mean, I'm really doing the CEO role now.

So I'm running finance, G&A, you know, leading products, kind of coordinating throughout the company and managing the senior executives.

Well, I don't think you should do it even split because it's not ever even.

Also, if you can't have that uncomfortable conversation, I've got news for you.

There's going to be way more, way more uncomfortable conversations down the road.

So this is a good training ground for that.

Yeah, so I mean, I started the company, I recruited my husband to join me, I recruited my friend Andy to join me, so I have the lion's share of the founder equity, and I basically assigned them the equity amounts I thought made sense, you know, and it was like a job offer.

So I think the CEO decides, the first major decision the CEO makes.

It's not just how important they are, although that's a piece of it.

The other thing you have to think about is like, you're going to, you're not going to want this person to leave.

They're going to be a huge part of building the business with you.

You don't want them to come back to you a couple of years later and say, you know, I think I got really screwed.

So you have a huge incentive to get it right.

So it's much more around like, you know, they're important, but you don't know what's going to happen in the future.

So it's much more about helping play out the scenario of like, here's, you know, how value is going to get created.

I think the truth is it's different with a startup that's going to go for swing for the fences outcomes versus just small business.

Because in our case, any outcome is going to be really meaningful for everyone.

And the percentage ownership that people have at the founder level, you know, isn't going to really matter.