Nie echte Firmenanteile abgeben, das lieber tun

0:00We sell the paid ads and growth advisory to eight and nine-figure e-commerce brands. >> Sweet. >> We do three and a half. >> Okay. >> We'd like to be at 10 and 20. >> Okay. >> Feel super clear on our top priority against our supply constraint. >> Uh talent? >> Yeah. Talent acquisition and first getting LTGP on the talent. >> Um something that's unclear is we've just established this past 12 months our leadership team.

0:27>> Okay. >> two team leaders, head of growth, and head of strategy. >> Mhm. >> They're all just on salary at the moment. Um but putting together or building an incentive a great incentive plan for them as a group to carry us as we two and three x head count. >> Um I would just go profit share pool 10 to 20% and then they get slices of that slice. So it caps. So basically it's like if you hit say like simple math, $100 a year profit, $20 is always going to be allocated or 20% is always going to be allocated to all leaders.

1:01Um and so they get slices of that pool, but then you always have 80. And then they think like you do, which is like if we're going to bring this leader and we got to give up some of this pie, but they should be able to grow the pie, which is the exact same math that all of us do when we bring someone in. And so it gets them thinking more like owners. That's the simplest way I could break it down. Are you planning on trying to sell the business anytime soon? >> Uh potentially. Yeah. >> Okay. Um if you want, you can include a profits interest in the in the sale, which you can have be proportional uh to their interest.

1:30>> Yeah. >> And then if they leave, comes back to you. >> Yep. How would you apportion that percentage split against those different roles? >> It's going to be so first off, you're going to want to leave probably two-thirds for future talent if you want to go big. And so do not be like, "Okay, I'm going to blow my whole like slice of pie on these people because the best talent is in the future. It's not right now. But I'll give you the the pitch or the walk-through that I have with uh the um with somebody who's in this in this position is that and this will probably apply to half of you.

2:07Um Who here has somebody that they were considering tying into your business? Okay, so I'll give you quick quick big picture advice. Um If you never want to sell the business, don't give shares away. The only thing that is guaranteed 10 years from now is that you will still be in the business. That's it. Everything else is not guaranteed, so I would not encourage you to give real shares away. Thing one. Thing two. There are four things that equity provides.

2:34One is cash flow. The second is sale bonus. Sale dollars. The third is risk. And the fourth is control. And so when I have a conversation like this, I'd be like, "Okay, cool. So, do you want any risk?" And they're like, "No, I don't want any risk." And you're like, "Okay, cool. So, we don't want that." Uh I'm not going to give you control, so that's off the table. So, all we have left are cash flow and the chance that we sell. And that's what we're going to do. And so um I'm sure in Melbourne I don't know the legal situation, but like there's a version of we'll give you a profit share, which comes off bottom line.

3:10And uh in the event of a sale you'll get a sale bonus. Now, the issue with that is it's going to be taxed as income, at least it is in the US if they have a sale bonus. Um rather than capital gains, but there is no real other alternative because either they have to take on risk and not get control and pay taxes um on you gifting it to them or they have to buy it and give you money. Most people don't want to do either of those things and you have to agree on a valuation. It's a whole [ __ ] mess.

3:35And so it's easier to just say, "I'll give you some money today, and if we sell, you get money tomorrow, and if you leave, you get neither." >> Mhm. And then that sale, you might have just said that, the sale number is that predetermined? >> There's a zillion ways to slice this, but the The way is like if you have a 10% profit share like for the whole company, right? And somebody let's say gets 10% of that. So, they have 1% of the profit. You could say when we sell you will get a proportional amount relative to the total for that 1%. So, they'd get 1% of the sale.

4:07>> Sure. Yeah. >> And when you write that, make sure that it's a percentage of cash, not calculated on the total value of the sale. >> Yeah. Sorry, I lost thing. >> I got [ __ ] on that one before, so there you go. >> I'll start. Um the head of growth is pretty much the sole sales guy. >> Uh-huh. >> Um or our first sales guy, non-founder led. He'd be at this table commission on clip of sales plus this percentage of profit share or it's one of the other?

4:37>> a founder? >> No. >> It just sounds like he's your sales guy. >> Correct. >> Yeah, I don't >> New role for us, yeah. >> Well, he gets commission. >> Yeah. He's at the leadership table. >> Uh-huh. >> The other guys at the leadership table. >> Does he do marketing? >> He's started to, yeah. He's developing into He's backfilling that head of growth role. >> Giving equity to sales guys like kind of like one of those day one mistakes that I'd prefer you avoid.

5:02>> Yeah. >> So, I if that guy is like really ambitious and really hungry and smart and you think that he's going to be there long term, I would say, I want you to the leadership table. I don't think you're ready there yet. This is what I would need to say. And just make it quantifiable. >> Yeah. >> You need to get like you need to master demand gen which creates five deals a week, five deals a month. Whatever that number is that you would have Like if he actually did this, you'd be like, you earned it. So, whatever that is. >> Sweet. Rock and roll.

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