Dr. Bryan Hartley

And we signed up for the pieces we thought we could carry. And over time, if it turned out that our obligations made it so we couldn't carry that percentage, well, we had a gentleman's agreement written between us, which was that we were going to do the right thing.

And we signed up for the pieces we thought we could carry. And over time, if it turned out that our obligations made it so we couldn't carry that percentage, well, we had a gentleman's agreement written between us, which was that we were going to do the right thing.

And we signed up for the pieces we thought we could carry. And over time, if it turned out that our obligations made it so we couldn't carry that percentage, well, we had a gentleman's agreement written between us, which was that we were going to do the right thing.

And we were going to give that piece of equity to the other co-founder who was going to carry it, or we'd give it to another person who we'd have to hire in who would do that. And anyway, as the company evolved, his company started doing very well. It required a lot more of his attention and we needed to bring in a specialty technology expert.

And we were going to give that piece of equity to the other co-founder who was going to carry it, or we'd give it to another person who we'd have to hire in who would do that. And anyway, as the company evolved, his company started doing very well. It required a lot more of his attention and we needed to bring in a specialty technology expert.

And we were going to give that piece of equity to the other co-founder who was going to carry it, or we'd give it to another person who we'd have to hire in who would do that. And anyway, as the company evolved, his company started doing very well. It required a lot more of his attention and we needed to bring in a specialty technology expert.

And so when we hired our CTO, my co-founder gave up a significant piece of his equity to entice her to join the company. But I still think that was the smartest thing we could have done and the best way we could have structured a company, like when those sensitive things are being considered.

And so when we hired our CTO, my co-founder gave up a significant piece of his equity to entice her to join the company. But I still think that was the smartest thing we could have done and the best way we could have structured a company, like when those sensitive things are being considered.

And so when we hired our CTO, my co-founder gave up a significant piece of his equity to entice her to join the company. But I still think that was the smartest thing we could have done and the best way we could have structured a company, like when those sensitive things are being considered.

Oh, when you're doing your equity split at the founding of a company, 50-50 is a bad idea.

Oh, when you're doing your equity split at the founding of a company, 50-50 is a bad idea.

Oh, when you're doing your equity split at the founding of a company, 50-50 is a bad idea.

80 20 seems a little bit lopsided ultimately to people seem to arrive at the split arbitrarily and if it's arbitrary it can't be revisited it can't be reasoned one of the things i'm proud of that we did was that we were very reasoned from the beginning as to not that equity was owed but that equity was earned by the roles in the company that you fulfilled

80 20 seems a little bit lopsided ultimately to people seem to arrive at the split arbitrarily and if it's arbitrary it can't be revisited it can't be reasoned one of the things i'm proud of that we did was that we were very reasoned from the beginning as to not that equity was owed but that equity was earned by the roles in the company that you fulfilled

80 20 seems a little bit lopsided ultimately to people seem to arrive at the split arbitrarily and if it's arbitrary it can't be revisited it can't be reasoned one of the things i'm proud of that we did was that we were very reasoned from the beginning as to not that equity was owed but that equity was earned by the roles in the company that you fulfilled

So if you were doing R&D and you were doing clinical and you were doing preclinical and you were doing fundraising, you know, you got the whole company. You don't even need a partner. But if you have to break off pieces of that, then, you know, somebody else gets 20%, somebody else gets 25%, etc. And so that's how we sort of split the pie.

So if you were doing R&D and you were doing clinical and you were doing preclinical and you were doing fundraising, you know, you got the whole company. You don't even need a partner. But if you have to break off pieces of that, then, you know, somebody else gets 20%, somebody else gets 25%, etc. And so that's how we sort of split the pie.

So if you were doing R&D and you were doing clinical and you were doing preclinical and you were doing fundraising, you know, you got the whole company. You don't even need a partner. But if you have to break off pieces of that, then, you know, somebody else gets 20%, somebody else gets 25%, etc. And so that's how we sort of split the pie.

You really hope you've done a good job in your life of having people trust you. You know, one of the very interesting things was that my co-founder, Clay Nolan, he had done such a great job with his company, Colabs. He had a lot of trust built up. And so some of his existing investors, when they heard that he had another project that he had co-founded, immediately said, how can we support you?

You really hope you've done a good job in your life of having people trust you. You know, one of the very interesting things was that my co-founder, Clay Nolan, he had done such a great job with his company, Colabs. He had a lot of trust built up. And so some of his existing investors, when they heard that he had another project that he had co-founded, immediately said, how can we support you?