Loading...
Answers
MenuHow do you work for someone that has an idea for an app but no money?
I have been approached to work with a team of developers with a guy that has an idea for an app that can generate money in the future, but he has a small amount of money. Do we sign a legal agreement guranteeing money after the business make a profit?
Answers
You really have two forms of payment here given that you can't be paid out of the small sum of money the founder has. The decision as to what to accept depends on the idea the person has and your belief in it.
1. Equity
It's called sweat equity for a reason. If the person you've been approached by is not willing to give you equity to work on the idea it's a major red flag. You should be compensated for your work and if the person is cash poor they still have equity in the company that they can assign to you. This is given that the person who has the idea plans to scale the company and potentially exit it.
2. Delayed cash compensation.
If the person is planning on raising capital you can create and agreement that states that they will pay you once the company has raised capital. If you do decide to accept a delayed cash compensation package, you should first understand if the person is planning on raising capital and how much they are planning to raise. From a founders perspective they'll want to only pay you the delayed cash comp if they raise over a certain amount which is understandable. Make sure you understand what that mark is and that it's attainable.
3. A combination of equity and delayed cash compensation
A combination of equity and cash compensation has less upside then only equity as well as less risk. You'll be paid less because of the equity piece but also have a part of the company for the long term.
With all those options out there it's important to note that the best option for you depends on your current situation and long term interests.
The answer: very carefully at first, but wholeheartedly if you commit.
If a guy with an idea for an app is asking you work with him, AND he already has a team of developers committed to the project, that is a good start. This indicates that the individuals on the dev team are getting more value working on this project than by doing something else.
As a result, you will want to do a few things before you decide to work with this guy and his dev team, or not.
1. Speak to each member of the dev team individually.
If the guy doesn't like or want you to speak to the dev team, that's a red flag and you can walk away in good conscience.
If you get to speak to each member of the dev team, learn how they came to become a part of the project and what they think (a) they are building, (b) why it is worth doing - both monetarily and otherwise, and (c) what they will do after it is built (are they thinking they will stay for the long term with a successful startup, or will they move on to the next project/contract, or do they have no idea? All very telling responses)
2. Negotiate your cash compensation separately from everything else.
Whether you get paid in 1 month, in installments, or after a future event ("we make a profit"), negotiate what the total amount will be first. Then, after that negotiate further to increase that amount based on concessions you are willing to make: you want more if you are paid in 2 years compared to if you are paid in 1 year. IF the guy won't give you a concrete date by which you are paid ("... I don't know when we will be profitable") or tells you a date but is unwilling to commit to it in writing, THEN you will want to require penalties with timelines. I.e., IF NOT profitable (and you are paid) after 1 year, then the amount you are promised increases by 20% + immediate $5,000 cash payment out of the guy's pocket at that time; IF NOT profitable after 2 years, then increase by 50% + immediate $15,000 cash payment out of guy's pocket at that time, etc.
3. After you finish negotiating cash, then negotiate equity and/or partnership.
Since the guy is unlikely to have incorporated at this point, there will be no corporate entity from which you can obtain legal rights to equity in the form of shares/stock or options. However, you need a legally binding document now. In order to prevent any funny tricks (not that they are necessarily being planned now, but they happen all the time when things change and the unexpected comes up - the guy has a baby, moves out of the country, comes into some money, etc., etc.) you need a legally binding written agreement now. Unless and until a corporation or LLC is filed/registered, you will want a partnership agreement that has the guy give you XX% of the app and anything related to the app (spin-off's, the code, etc.) now. If the guy is not willing to sign a legal agreement now, then you can again walk away in good conscience
4. If you get all of the above figured out and you know you can afford to work on this project full-time for the next 2-3 years without requiring any income at all, then and only then should you commit. However, once you commit, commit for hard. Commit for real. Make it happen, and don't look back.
Best of luck!
Very few apps make money, but those that do can add up, I suggest working out an agreement where u receive either a portion of the sales, or equity in the business
Walk away. Very few ideas turn into a profitable business - the odds are strongly against you getting paid.
Related Questions
-
What is a good/average conversion rate % for an e-commerce (marketplace model) for customers who add to cart through to purchase order.
There is quite a bit of information available online about eCommerce conversions rates. According to a ton of sources, average visitor-to-sale conversion rates vary from 1-3%. This does not mean the Furniture conversions will be the same. The bigger problem is that visitor-to-sale conversions are not a good data point to use to measure or tune your eCommerce business. All business have some unique friction factors that will affect your final conversion rate. It's very important to understand each of these factors and how to overcome them. The best way to measure and optimize is to take a conversion funnel approach. Once you have defined your funnel you can optimize each conversion rate to better the total effect. For example: Top of the funnel: - All web site visitors, 100,000 / month First conversion: View a product page, 50% of all visitors Second Conversion: Add to Cart, 10% of people who view products Final Conversion: Complete Checkout, 80% of people who put items in a cart In this example we see that only 10% of people who actually view products put them in to a cart, but 80% of those people purchase. If you can figure out why visitors are not adding items to their cart and fix the issue to increase the conversion rate, revenue should increase significantly because of the high checkout rate. You can use free tools like Google Analytics to give you a wealth of information about your site visitor and their behavior or there are some great paid tools as well.DM
-
How can I smoothly transition from full time worker to self-employment?
The ways I've done this in the past are 1) Find some customers that are willing to hire you (or your product) but know that you'll only be free nights & weekends to support/work with them. 2) Find a "partner" (co-founder or other) that's got a flexible schedule that can help build the business while you're at work. 3) Block out nights, mornings and weekends to build the business till you have enough orders to cover 50% of your salary. This might mean 7pm-11pm most nights, and 4 hours each day Sat & Sun. Make progress (sales $$$) and momentum. All that being said, it's risk reward. Sounds like you want to avoid taken the risk, and I get that .. but the upside is always smaller. Unless you put yourself in a position to have to succeed (ex: quitting your job) then you may never make the scary decisions that are required to build a company (like cold calling, going in debt, making a presentation, etc). I'm on company #5 with many other side projects started nights & weekends .. so I get it - but don't be afraid to bet on yourself and go all in.DM
-
What is a better title for a startup head....Founder or CEO? Are there any pros/cons to certain titles?
The previous answers given here are great, but I've copied a trick from legendary investor Monish Pabrai that I've used in previous startups that seems to work wonders -- especially if your company does direct B2B sales. Many Founders/ CEOs are hung up on having the Founder/ CEO/ President title. As others have mentioned, those titles have become somewhat devalued in today's world -- especially if you are in a sales meeting with a large organization. Many purchasing agents at large organizations are bombarded by Founders/ CEOs/ Presidents visiting them all day. This conveys the image that a) your company is relatively small (the CEO of GM never personally sells you a car) and b) you are probably the most knowledgeable person in the organization about your product, but once you land the account the client company will mostly be dealing with newly hired second level staff. Monish recommends that Founder/ CEOs hand out a business card that has the title "Head of Sales" or "VP of Sales". By working in the Head of Sales role, and by your ability to speak knowledgeably about the product, you will convey the message that a) every person in the organization is very knowledgeable about the ins and outs of the product (even the sales guys) and b) you will personally be available to answer the client's questions over the long run. I've used this effectively many times myself.VR
-
Business partner I want to bring on will invest more money than me, but will be less involved in operations, how do I split the company?
Cash money should be treated separately than sweat equity. There are practical reasons for this namely that sweat equity should always be granted in conjunction with a vesting agreement (standard in tech is 4 year but in other sectors, 3 is often the standard) but that cash money should not be subjected to vesting. Typically, if you're at the idea stage, the valuation of the actual cash going in (again for software) is anywhere between $300,000 and $1m (pre-money). If you're operating in any other type of industry, valuations would be much lower at the earliest stage. The best way to calculate sweat equity (in my experience) is to use this calculator as a guide: http://foundrs.com/. If you message me privately (via Clarity) with some more info on what the business is, I can tell you whether I would be helpful to you in a call.TW
-
How much equity should I ask as a C-level executive in a new startup ?
As you may suspect, there really isn't a hard and fast answer. You can review averages to see that a CEO typically becomes a major shareholder in a startup, but your role and renumeration will be based on the perceived value you bring to the organization. You value someone's contribution through equity when you think that they will be able to add long-term benefits, you would prefer that they don't move company part way through the process, and to keep them from being enticed by a better salary (a reason for equity tied to a vesting arrangement). Another reason is when the company doesn't have salary money available but the potential is very strong. In this situation you should be especially diligent in your analysis because you will realize that even the best laid plans sometimes fall completely short. So to get the best mix, you have to be very real about the company's long-term growth potential, your role in achieving it, and the current liquidity necessary to run the operations. It should also be realized that equity needs to be distributed. You cannot distribute 110% and having your cap table recalculated such that your 5% turns into 1% in order to make room for the newly hired head of technology is rather demotivating for the team. Equity should be used to entice a valuable person to join, stay, and contribute. It should not be used in leu of salary that allows an employee to pay their bills. So, like a lot of questions, the answer is really, it depends. Analyzing the true picture of your long-term potential will allow you to more easily determine the correct mix.DH
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.