My co-founder is sitting in our Head of Sales seat, but our revenue has been flat for two years and our sales process is non-existent. He is a major shareholder and a great culture fit, but he clearly does not GWC the seat. How do I make this Right Person, Right Seat call without causing a legal or emotional battle that wrecks our partnership?

Question

Tyler Smith · Accepted Answer

This is one of the toughest challenges a business owner can face, but leaving a non-performing co-founder in a critical seat is a slow-motion wreck for your company valuation. You must separate their role as an owner or shareholder from their role as an employee in a seat on the Accountability Chart.

Start by scheduling a private meeting outside your normal operational rhythm. Use the GWC™ tool as your objective framework to remove personal emotion from the conversation. Walk through the five roles of the Head of Sales seat together. Ask him to honestly evaluate whether he gets, wants, and has the capacity to lead this function at the level the business requires to scale.

Often, a co-founder who is struggling is also highly stressed and secretly relieved when the issue is brought into the open. Frame the conversation around the health of the business and your shared exit goals. If he does not GWC the seat, discuss transitioning him to a seat where he can succeed, such as a strategic advisor or major account manager, or moving him out of daily operations entirely to focus on being an active shareholder. By using the Accountability Chart as your neutral guide, you can protect both your partnership and your company's future value.