u/FactorResponsible609

I was building a project in side for 2 years now and it was always free to use, had almost 300 users in the early days, the 2 years were mostly spent finding the product market fit pivots after pivots, in last 4-5 months the product is ready for PMF and I got a reach out from acquaintance that he would want to join efforts, I am technically strong in implementation and execution and have a full time demanding job, he works as freelancer.

In 2 months on and off weekend (Saturday) we shared feedbacks on zoom calls and he promised to bring 3-4 clients (not high value, individual user sign up ) and 1 enterprise (SME), these are all driven by his previous freelancing commits and also he has not shared projected revenue from these. We reached to a point where he is demanding that he can only onboard or take to call with SME after we formalise our relationship, fair ask.

I could see some skill gaps in him but I gave him offer for 30/70, 30% revenue from his closed deal after 3 month retention (no other condition) and 20% equity vested over 4 years with first year cliff at $100k ARR revenue driven by him. I even asked him if he has a number in mind for % to start a conversation, but he got defensive that I only do this in side with a job and he will be doing it full time totally ignoring the fact that he reached out when PMF was found and product is built and 6-7 1 hour call of UI tweaks doesn’t amount to anything and there is no proof of sale/ deal and all of it is signal which I can’t verify, he is pushing back he doesn’t want to own sales target and wants a CEO role, I asked him to be CPO and in his remarks “he certainly wants more than 20% in his words”, without putting a number. In some of early conversation he said 50:50 split.

Honestly after being in industry my honest observation of his skill is towards customer research that he can talk to customer for feedback / research and do market research. The most complementary skill that I will need is of revOps but he doesn’t understand these terms either.

My belief is any relationship ends how it starts, there are few other red flags as well he doesn’t understand the gravity of such product I can’t imagine him building a sales pipeline he simply lacks the experience for it and hinging on previous know contacts which is not scalable. I was thinking of countering it with % revision to certain x if $50k ARR is achieved in 6 months.

What do you think?

Hi

I recently got second hand xuv500 w7 AT 2019, 75k driven, reaching out for suggestions regarding inspection.

I got it tested through car 24 and looks well and drove well, but on the day of delivery on way back the alternator belt broke when it started to rain and battery got drained.

The car is not yet registered on me, the dealer is getting the belt changed and also said he will change the tension pulley.

Should I consider this as regular wear and tear issue, is there something else I should specifically get inspected at Mahindra showroom?

Used AI for phrasing it well.

Hi everyone,

I’m a Senior Technical Lead with 10 years of experience (YOE). I was recently moved to a brand-new team to serve as the Tech Lead, reporting to an another Senior Manager. He has been here for 14mo.

Since joining, I’ve noticed a massive barrage of red flags regarding his management style, mostly centered around extreme micromanagement. I’m looking for advice on how to navigate this situation.

The Context & Red Flags:
• Slack Surveillance: He constantly DMs me and tags me in threads, expecting immediate responses. It has escalated to him questioning why my Slack status isn't showing as "Online" (even though I am actively working). If I step out for a few minutes in the evening, he demands I update my Slack status to "Away/Unavailable."

• The "Eyes" Emoji Compromise: To give him peace of mind, I started reacting with the 👀 emoji to his messages just to acknowledge I saw them, but the micromanagement has only intensified.

• Vague/Weaponized Feedback: Despite the team executing incredibly well and delivering beyond expectations in our first month, my 1:1s with him are exhausting. He constantly tells me to "be mindful of how and where I speak."

• The Real Issue: In an ad-hoc huddle, he finally let the real reason slip: he told me that my communication style "makes senior leadership feel unprepared." (In other words, it feels like I am exposing gaps or answering technical questions too transparently, which makes him look bad).

• Communication Chaos: He insists on conducting almost all critical conversations in private Slack channels or MPDMs (Multi-Person DMs), making it an absolute nightmare to track decisions and maintain transparency.

Backstory from Peers:
We recently went through a round of layoffs, and I managed to connect with some of his former reports (including an engineering manager who used to report to him). They all independently warned me about his severe micromanagement.

My Question:
The team is delivering great results, but managing up is becoming a full-time, exhausting job. The anxiety of constantly needing to look "active" on Slack is draining.

How do I navigate a manager who is threatened by direct technical communication and obsessed with presence over output? He diverts on any direct growth conversation in 1:1 and repackages the comm in public forums as feedback.