heysander
Consistency is key
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There are always people that want to collaborate, offering projects, wanting to involve themselves. From experience always noise. Posted last week about two that went way too far.
But then there's a customer of mine (one of the first ones). Over time we built a good relationship. Business-minded guy, runs a proper sized distribution business.
He had a need and I couldn't solve it for him, without his expertise and a developer that understood his software. He led the external developer on that part. I made sure my software delivered the proper endpoints so the developer could integrate. Intense project, but then it was done and really solved a pain point for him.
The developer invited us on a shared stand at an expo solely for the solution we built. Demand was surprisingly high. The pain we solved is clearly a market need. Closed a first bunch of customers since then, now in closing stage with enterprise sales. Far into the hundreds per month per lead.
Now he wants ownership of this solution (of course), but understands my business is mine and I'm not willing to give up shares. He came up with a name, domain, is branding it and wants me and the developer to become part of that company. The way he sees it, we are a triangle that together have the right expertise to solve this problem and it's a major market. That company would license my software.
My problem:
the collaboration feels natural. The problem needed each others expertise to get it done.
But I strongly believe I have to keep my monogamous relationship with my main thing. Part of me is angry with myself, that I didn't do a contract upfront so ownership was immediately clear, but I didn't take the space to properly figure that out at the time (major learning).
He understands the "Commandment of Control" and says if the company makes enough cash, they'll phase out my software and build in-house. If I don't join, I still become the license partner but might lose that upside over time. Now it's a big undertaking to build in-house (high entry), but for sure the ambition is there.
Currently I incorporate activities for this "project" in my daily work — sales calls, onboardings, together we handle tickets. The customers are currently licensed under my company brand, so I receive cash and the guys invoice me 3/3/3.
Deep down I know my answer. Stick with my business, do the license deal, make sure when they eventually go on their own I do not weaken my proposition (or over time offer my own solution).
What do you guys think. Am I missing something? For context, my own business will triple revenue from last year (conservatively). The graph looks like a hockey-stick. Is this shiny object syndrome? Maybe there is a framework to follow to get to the right decision?
But then there's a customer of mine (one of the first ones). Over time we built a good relationship. Business-minded guy, runs a proper sized distribution business.
He had a need and I couldn't solve it for him, without his expertise and a developer that understood his software. He led the external developer on that part. I made sure my software delivered the proper endpoints so the developer could integrate. Intense project, but then it was done and really solved a pain point for him.
The developer invited us on a shared stand at an expo solely for the solution we built. Demand was surprisingly high. The pain we solved is clearly a market need. Closed a first bunch of customers since then, now in closing stage with enterprise sales. Far into the hundreds per month per lead.
Now he wants ownership of this solution (of course), but understands my business is mine and I'm not willing to give up shares. He came up with a name, domain, is branding it and wants me and the developer to become part of that company. The way he sees it, we are a triangle that together have the right expertise to solve this problem and it's a major market. That company would license my software.
My problem:
the collaboration feels natural. The problem needed each others expertise to get it done.
But I strongly believe I have to keep my monogamous relationship with my main thing. Part of me is angry with myself, that I didn't do a contract upfront so ownership was immediately clear, but I didn't take the space to properly figure that out at the time (major learning).
He understands the "Commandment of Control" and says if the company makes enough cash, they'll phase out my software and build in-house. If I don't join, I still become the license partner but might lose that upside over time. Now it's a big undertaking to build in-house (high entry), but for sure the ambition is there.
Currently I incorporate activities for this "project" in my daily work — sales calls, onboardings, together we handle tickets. The customers are currently licensed under my company brand, so I receive cash and the guys invoice me 3/3/3.
Deep down I know my answer. Stick with my business, do the license deal, make sure when they eventually go on their own I do not weaken my proposition (or over time offer my own solution).
What do you guys think. Am I missing something? For context, my own business will triple revenue from last year (conservatively). The graph looks like a hockey-stick. Is this shiny object syndrome? Maybe there is a framework to follow to get to the right decision?
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