I’m ready to lose my relationship with Chike because of Frank Edoho in that Industry. That should be everyone’s mindset. What does Chike bring to the circle of men? I mean Men.
A Black man scoring the first goal of the 2026 World Cup to silence the African continent’s most hostile nation towards Black foreigners is absolutely poetic. Thank you, Mexico! 🇲🇽
It annoys me so much when Igbo people murder Ibibio names. We live around and beside each other.
What do you mean you can’t pronounce Abasifreke when I can say Ugochuckwu with ease ?
This kind of talk is exactly why founder agreements should be signed when everybody still likes each other.
Not when the company has raised money.
Not when egos have entered the room.
Not when “negative energy” has started flying around.
At the beginning !!
What Iyin described is very common in startups. One founder is driving execution. Another founder believes the company is ultimately his vision.
Then the company starts growing and the real question shows up…
Who actually has the final say?
Who controls hiring?
Who controls product decisions?
Who controls the money?
What happens if one founder wants to leave?
The interesting part is not that he left. Founders leave companies all the time.
The interesting part is that the exit appears to have happened without the kind of public warfare that destroys companies.
That usually means there was some workable framework for separation, whether through vesting, share transfers, buy-back rights, negotiated exits, or a combination of them.
That usually does not happen by accident.
It often means there was some workable framework for separation, whether through vesting arrangements, share transfers, buy-back rights, negotiated exits, or some combination of them.
Many startups never put these things in place.
Then the relationship breaks down and everyone starts searching for documents that should have been signed on day one.
A few lessons for founders:
• Founder agreements should address what happens if the relationship breaks down long before it actually does.
• Decision-making authority should be clear. A surprising number of founder disputes are really arguments about who was supposed to be in charge.
• Shareholders’ agreements should deal with exits, board seats, voting rights, and what influence a departing founder retains after leaving.
The best time to plan for a founder exit is when nobody thinks one will ever happen.
That is usually when everyone is still getting along.