Avoid Conflicts Between the Founding Partners of a Business

Two or three friends finish their computer studies or finish the master’s degree at a business school and set up a project together.


Two or three friends finish their computer studies or finish the master’s degree at a business school and set up a project together. That’s how many startups start in our country. And the first book conflicts:

“When partners have similar profiles, there are two important problems. One is the shortcomings of the team and another is that they invade constantly at work,” warns Quino Fernández, director of Conector.

Now let’s say that two friends with similar profiles go to look for a profile that complements them. Another start of the book. “They come together to develop a project without more and as they are three distribute the company in equal parts. Then it turns out that there is one who is pulling the car. Or that one has not left his job and only spends a couple of hours a day on the project while the other two are full time. And all three have the same participation “, continues Quino Fernández.

Our two teams have committed this, without even starting to invoice, three of the most common mistakes that lead to the failure of a startup: start with a team ‘lame’, not well define the tasks of each and make a poor distribution of the capital of the company.


It is worth thinking about how the distribution of work between the founding partners will be done and one of those first decisions begins with defining who leads the project. As Jesús Monleón, co-founder of SeedRocket, points out, “the CEO has to be someone with the ability to lead the team, but also to lead and convince clients, partners, banks … all the company’s stakeholders. The CEO makes a very relevant function. It’s basically a person who makes things happen. In other words, apart from working hard and doing a lot, it makes things happen. And one of its relevant tasks at the beginning is to obtain financing and convince investors, press, etc. that it’s going to be a good company, “continues Monleón. A position too key to be assigned to finger the partner who has had the idea, as happens so often.


A poor distribution of responsibilities will become more evident in the most critical moments of the business. As Rubén Colomer, director of DM School, points out, “the problems do not usually come when the company is pulling, but they start appearing when the company works very well and generates a lot of income, or it goes so bad that it is ready to close. All the parties tend to think that they do more work than they are being paid back, economically or in shares. “

Then, we must bear in mind, as explained by Marta Nogueras and Miguel Milián from Lanzadera, that conflicts vary with time.

“At any point conflicts may arise, what happens is that they are different depending on the state of maturity of the startup. At the beginning, a controversial moment is to define the percentage of each partner, later the inequality in the motivation of each partner to continue in the company can create conflict. It usually happens that the most serious conflicts take place when the company is not going through a good time and there is divergence in the partners on how to get the project forward: there are those who persist and those who want to get off the boat.”