Loading...
Answers
MenuI want to reduce some dev costs for my startup AND incentivize my main developer. Any suggestions for a possible agreement? Is equity sharing needed?
My software startup will be launching in the next month or so. Thus far, I've been self funding and have 100% of the equity. However, I'm thinking about giving my main developer/project some skin in the game - in some way/shape/form. A big part of this is to alleviate dev costs for now and after the launch. Also to give him a more vested interest in the companies success for the upcoming year. He's been a valuable asset and is interested in talking through a potential agreement. Any advice for a possible type of agreement for the next year or so we could create?
Answers
For a technical co-founder, the minimum should be 33%. If you've been paying him, there is no way he should be 50/50 but how to determine the exact number is a calculation of a lot of variables that are impossible to answer without knowing more about your situation.
Most investors want to see a team in place (especially a strong technical team) so incentivizing the right person now might make a lot of sense.
What is standard is for all employees (yourself included) to be vesting over 4 years, with a one-year cliff. Given that you have invested cash, that should be treated differently (not subjected to any vesting) but your "earned" equity should be vesting just the same as this developer.
BUT, keep in mind that if you are only a month away from launching, you might be best to continue investing cash. After a product is validated (assuming this takes place), the amount of equity a developer should expect to earn could be significantly less than 33% and even single-digit percentages.
Happy to talk through the specifics of your situation in a call.
Is the developer outsourced? Not always giving equity boosts the moral or productivity when costs goes down. He might be interested in equity as something he earned during hard work without reducing costs of development. I think the most important question is - what type of person the main dev. is.
Maybe giving funds for dev, he might start looking something on the side waiting for right time to move to something else, with or without equity.
My advise would be to make good sense of what kind of person he is and what motivates him before making any proposals - even mentioning equity until you are 100% sure this should be put on the plate.
Check out the book, "Slicing Pie," by Mike Moyer. It provides a fair process for splitting equity based on actual contribution instead of arbitrary standards. You can download the first part free at http://www.slicingpie.com.
I would hold on to all your equity as long as you can. If you will be launching soon then you will see what the adoption in either beta or prod will be and this will affect your valuation.
Skin in the game for your dev is great but do they want skin in the game or do they just want a salary?
As a owner you cannot be thinking you are going to get paid anytime soon as every dollar you get will go right back into the business.
Talking to customers is one of the most important rules of business. However, if you do not have a product, chances are, you do not have customers. This higher level can save hundreds of hours of work and help founders build the right product. Also notice how at this stage you still have not invested time or money in product development. In fact, you should have made money through presales before investing in the product. It may cost six figures to build a scalable and solid first version but can cost you less than ten thousand dollars to design the product. Share the designs with your customer advisory board and make the necessary changes accordingly. Take at least two rounds of adjustments before you move into product development. Passive advisors and ambassadors may be willing to spread the word and share their feedback over a phone call or email every now and then but do not wish to be actively involved in product development and design.
You can read more here: https://www.forbes.com/sites/abdoriani/2019/09/10/how-to-reduce-startup-app-development-costs/?sh=6e31fc06c818
Besides if you do have any questions give me a call: https://clarity.fm/joy-brotonath
It's great that you're considering ways to incentivize your main developer and reduce costs for your startup. Offering equity can be a powerful motivator, aligning your developer's interests with the success of the company. Here are a few suggestions for structuring an agreement:
Equity Sharing: You can offer equity as part of the compensation. This could be in the form of stock options or shares that vest over time, ensuring the developer remains committed to the long-term success of the company.
Performance-Based Bonuses: Instead of immediate equity, consider bonuses tied to specific milestones or performance targets. This can provide immediate incentives without diluting equity too soon.
Deferred Compensation: If cash flow is tight, you might agree to defer a portion of the developer's salary until after the launch, possibly with interest or additional incentives.
Profit Sharing: Offer a percentage of profits post-launch as an incentive. This ensures that rewards are tied to the company's success and profitability.
Combination Approach: A mix of the above methods can be effective, balancing equity, performance bonuses, and deferred compensation to suit both parties.
For more detailed strategies on reducing software development costs, you might find this article helpful: https://www.cleveroad.com/blog/reduce-software-development-costs/. It provides actionable insights that could benefit your startup both now and after the launch.
Best of luck with your startup launch!
Related Questions
-
My startup just failed. What could I start to "immediately" generate $1,000/mo?
The quickest path to cash is almost always consulting. Be very specific about what it is you can offer. Don't just offer "business consulting". Find a niche and serve it. Reach out to your network, including friends and family and ask if they need or know of anyone who might want to hear about what your consulting has to offer. That will be way faster than trying to go at it from scratch or cold calling. If you call 100 people in your network this week, you will have a consulting gig within 3 weeks. Good luck, and let me know if you'd like advice on entering a digital marketing/lead generation consulting niche. I've grown from zero to $8,000 of monthly recurring payments in the last 40 days! DaveDR
-
19 year old with a start up idea that doesn't really know where to start.
Try and find someone your age that can code and persuade them to join you on your journey. It's either that, or learn to code. I've done both. Learning to Code www.udemy.com www.treehousapp.com + many other. Finding a Co-Founder - Go to meetups - Find a school that teaches computer science - Find someone on GitHub.com The truth is there's 100 ways to solve your problem, but it will take risk and based on your question it doesn't seem like you're willing to take any. If you believe in your idea, it may mean sacrificing school? If you're not willing to risk that, then why should an investor risk his capital on you? It just shows your conviction. Not everyone is suppose to be an entrepreneur. If you are, you'll need to step up and take action. P.S. I started when I was 17. Failed. Tried again at 19. Failed. Kept at it till I was 24. Won. Again at 29. Won. Again at 31. Still going (= Clarity). Just start.DM
-
How do you get your first customers for a consulting business?
Back when I started LinkedIn wasn't as huge as it is now. I wish it was. I didn't have a large network and those networking sessions NEVER brought me any clients. I used to go to all sorts of them hoping to get clients. There were a couple of nibbles here and there, but never anything serious. The only thing that helped was reaching out DIRECTLY to people in my target market. That meant cold calls and cold emails. I'd sell myself while thinking about their needs. Once I got a few bites I'd build good rapport by keeping in touch, asking questions, repeating back what they were saying so that they knew I was on the same page and kept my promises. If I said I'd call them back next Tuesday at 2:15 I'd do so. Eventually I built trust with them without having a network, or an insane amount of experience. Oh and the most important thing about consulting is to LISTEN. When those first clients notice that you're truly listening and you're not selling the cookie cutter solutions everyone else is trying to sell them that's when you got them hooked. You start to understand their problems, fears, and see through their eyes and not just yours. A network will help, but in the beginning just good 'ol salesmanship will get the ball rolling.JC
-
Where can I find programmers willing to join a growing mobile start up for equity only?
You won't find anyone worth adding to your team willing to work for equity only, no matter how compelling your product and business is. The realities of the talent market for mobile developers anywhere is such that a developer would be foolish to work only for equity unless they are a cofounder and have double digit equity. Happy to talk about hiring and alternatives to full-time hires.TW
-
How can a small offshore development company find companies/software sales people to sell their service in the US/UK?
My company does a lot of consulting with offshore firms who are looking for a way to generate new business, so I hear this question a lot. My first reaction is that you need to totally reverse your mindset when you talk about your own company. You mentioned that you have: a great software developers team, proven track record, passion, real value But, everyone says that. There a 10,000 companies that have those things, so a customer isn't going to notice it. You need to figure out what your company is best at (doesn't have to be technical) and present it as a solution to a specific problem that clients have. Maybe a speciality, or really good project management, really good communications, a special expertise or experience, a personality, experience with a certain type of client.. really anything.. But, there must be some thing that makes your company 'special' otherwise you will be lost in the mix. Don't worry about things like rates, or the fact that you have 'great' developers. Those are generic. Think about why a client would really choose you, and try to build on that! After you understand your company identity, it gets much easier to identify and engage marketing channels because you understand your target.DH
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.