Carlos Rodriguez - Position Statement

Name: Carlos Rodriguez
Role: Co-Founder & CEO
Background: Product Manager at Stripe with Stanford MBA and previous successful startup exit ($12M to DocuSign).

My Position

I am Carlos Rodriguez, serving as the CEO and co-founder, and I bring strategic, market-oriented expertise to our startup. With a robust background as a Product Manager at Stripe, an MBA from Stanford, and a track record that includes a successful startup exit ($12M acquisition by DocuSign), my contributions have centered around designing the user experience, formulating the go-to-market strategy, and expertly pitching our vision during the hackathon.

While I have maintained part-time duties at Stripe, my leadership in articulating our product’s value proposition and in planning how we can capture market share remains critical. My negotiating position is anchored in an equitable 50/50 split, as I believe that a balanced ownership structure is not only fair but also vital for uninterrupted collaboration and mutual trust.

Strategic Contributions & Value

I highly value strategic vision, market insights, and operational leadership, all of which are as essential as technical innovation for our long-term success. I see our startup’s value as derived from a blend of cutting-edge technology and strategic market positioning—a synthesis that demands a balanced joint venture.

In my utility function, fairness in equity allocation is directly correlated with the ability to maintain a strong, unified decision-making process that leverages both our distinct strengths. At the core, I am committed to ensuring that neither contribution overshadows the other, as this balance is crucial for attracting further investment and talent, and for fostering an environment where innovation and strategy can flourish.

Key Strategic Assets I Bring:

• Business Expertise: MBA from Stanford and proven track record in scaling businesses
• Previous Exit: Successfully exited a startup for $12M to DocuSign
• Market Knowledge: Deep understanding of B2B markets and customer needs
• Product Strategy: Experience designing and launching products at Stripe
• Investor Network: Connections from previous success and Stanford network
• Go-to-Market Leadership: Ability to scale sales, marketing, and business development

Flexibility & Constraints

I remain flexible regarding the terms of the equity split, open to discussion about vesting and performance-linked milestones. However, a deviation towards a disproportionately high share for one founder could undercut the collaborative decision-making framework and create an imbalance that risks misaligned incentives.

Core Requirements:

• Equal partnership (50/50) to ensure balanced decision-making
• Recognition that business expertise is as crucial as technical innovation
• Governance structure that prevents deadlock while maintaining equality

Areas of Flexibility:

• Performance-based equity adjustments tied to business milestones
• Vesting schedules that align with full-time commitment transition
• Role-specific milestone definitions (technical vs. business targets)

Why Equal Partnership Matters

A 50/50 split isn’t just about fairness—it’s about creating the optimal structure for long-term success:

1. Balanced Decision-Making: Neither founder can override the other on critical decisions
2. Shared Risk & Reward: Equal motivation to drive company success
3. Investor Confidence: Clean cap table that doesn’t signal founder conflict
4. Talent Attraction: Demonstrates mature, collaborative leadership
5. Strategic Alignment: Ensures both technical and business priorities receive attention

BATNA (Best Alternative)

My BATNA (Best Alternative To a Negotiated Agreement) in the absence of an agreement on a 50/50 split would be to reconsider my level of personal investment in the startup. I could potentially pivot to a less hands-on role, seeking an advisory or consulting agreement with the possibility of receiving a smaller percentage of equity while preserving other financial interests elsewhere.

This alternative, however, would come at the cost of not fully leveraging my ability to guide the startup’s strategic growth, which I believe is crucial for our collective success.

Alternative Paths:

1. Advisory Role: Transition to advisory position with equity compensation
2. Part-Time Engagement: Maintain Stripe role while providing strategic guidance
3. Independent Venture: Apply experience to other opportunities in my network

The Business Reality

While I deeply respect Maya’s technical contributions, successful startups require more than great technology:

• Market Validation: Ensuring product-market fit and customer adoption
• Revenue Generation: Building sustainable business models and sales processes
• Team Building: Recruiting world-class talent across all functions
• Fundraising: Securing capital for growth and scaling operations
• Partnership Development: Building strategic alliances and distribution channels
• Operational Excellence: Creating systems and processes for scale

These business fundamentals are what transform innovative technology into valuable, sustainable companies.

Bottom Line

In conclusion, my position seeks a balanced 50/50 split that inherently values our respective inputs. I view equal partnership not merely as a matter of fairness, but as a strategic imperative that ensures robust decision-making, shared risks, and aligned rewards in our exciting journey ahead.

The equity structure should reflect that building a successful startup requires both exceptional technology and exceptional business execution. While Maya’s algorithm is the foundation, my strategic leadership, business network, and operational expertise are what will turn that foundation into a thriving company.

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