El reparto y la compensación en una sociedad deben basarse en aportes reales y separar la propiedad del trabajo

contribution is that money they need to have experience you don't have and the clear contribution is that experience or number three they have time and energy

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If you're saying, hey, I want to be 50-50 in this business, but I'm going to be working in it and you're not. For example, which happens a lot. I'm 50-50, but I need a manager salary because this is what this is. This would be. And that basically makes up for the fact that you're doing the job and taking the risk on. Make sure that if you're in the business and you're doing a job, that you get paid like you're doing a job.

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or they both love operational stuff, just like people and things like that. Well, then you actually are super top heavy. And what happens is this goes like this because you're over, over indexed on one and the tripod falls over. And so you want to be balanced in the business so that the business can continue to scale proportionally across all functions. And so if somebody is going to partner with you, they have to have a skill that you don't have, time you don't have, or capital you don't have.

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And I basically lived without taking a salary from the business because I brought in partners and they weren't taking a salary, but I was the one working in the business and they weren't. And so I basically lived without taking an income for two years. And so the reason that I'm so sensitive to cheapness and personal finance is because like what I made in the first five or six months of me being in business is what I lived on for the next two years. And so I lived on like $30,000 a year or less.

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I fucking promise you the more money you make, the more it's going to fucking matter. I'm not living that from experience. You lose a lot of equity day one. Equity doesn't need to be equal. So for example, if you did want to bring partners in, you could have a 95-5 split. But just make sure that what people are doing, what they're investing in time, money, and skills is appropriate for their contribution. And if they balk at that, then thank fucking God you said that on day one so you don't have

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financially. When is that appropriate versus going it alone? Never. If you can help it. what makes you happy? Yeah. I mean, I have an offer for somebody for one of the biggest VC firms in the world to buy 10% of V friends. It has my brother on the ground in excitement and I'm not even returning the email to set up the meeting. Right. And it would be a game changer for me. Think about the level I'm playing at and it would be a game changer for me. So we're talking real economics. And he was flabbergasted that I haven't even reached back out in the last 30 days. It's because I kind of almost…

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So like you can bring two people in and each of them can have 5% and then you have 90. Like the slices of the pie don't necessarily need to be the same. And a big variable they have there is are they taking a paycheck or not? Right. And so it's a lot of this has to come down to one big word, risk. Who's taking on the most risk? And so typically that is how the pie is sliced.

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I would have been perfect. Because I could make. Enormous. I would have taken. 49% of the business. You would have had. All control. Because I would have been. I want to own 49. So you always have control. I want some protection. I would go build. The fucking business. Putting you out in front. Telling the story. That's where you are at.

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You have your on-target earning of what you think the person would make if they do a normal job, like you're not going to fire them, they're fine. You then say half of that's going to be base, and the other half would be for medium performance. That gets them to the medium outcome. Now, if they have exceptional performance, whatever that percentage was to equal half of the base, or half the extra half of the on-target earnings, then they would get more if it goes up. And if it goes down, then that percentage is going to be less. So they're going to be below their on-target earnings.

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vertical. And I think from a partnership perspective, that's what you want, is that you want someone who's as obsessed with you, sorry, as obsessed with whatever they're good at as you are with whatever you're good at. What you don't want is somebody who's as obsessed with the same things as you are because then one of you isn't necessary. And so perfect partnerships, typically there's three big veins in a business. You've got product, you've got promotion, and you've got people. And so you want somebody who represents all three of those. Now, to be clear, the equity distribution doesn't need…

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I think you're the creative director. Of this company. You're the essence. Not the person that's going to build the business. That would be a weakness. Is building a business. In the context of building a business. I can't swim. But I want to swim. To make a brand. And you have to be an operator. I think you're the inspiration. But if you're going to make. Partner with somebody. An operator. Going to end up being the guy. Who's actually going to build the brand. It's not going to happen. At the ambition level. That should be the only thing. Who am I good.

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It's imperative. That you hit Joe Q. Before you decide to. Do a deal with Carol. Because I want us. To double check. If we feel good about. Who you're picking. Because the you. In this situation. Often picks. Not good people. Fact.

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As a side note, I haven't seen anybody scale brick-and-mortar chain service businesses without having an operator that has a profit share. I'm just letting you guys know, this is what I've seen. It's usually 10% to 20%. They usually make somewhere in the neighborhood of like $75,000 to $100,000 a year. So if right now you're like, I would really like this thing to just be an asset that makes me money, until you can get to that point, it's not in the cards. Because somebody who really can run the business is going to make $75,000 to $100,000 today to do it.

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