Why this matters
Many problems arise not because the idea is bad, but because the collaboration stays unclear. Who does what? Who pays what? Who owns what? Who decides? What happens if one person has less time or wants to leave? These questions need to be put on the table early.
Turn knowledge into a start plan
This guide explains one topic. Whether it is really a priority for you right now depends on your answers in the start plan.
Create start planWrite Down Roles and Responsibilities
A verbal agreement sounds straightforward at first, but quickly becomes vague. Document who is responsible for offers, client communication, technology, purchasing, bookkeeping, marketing, delivery, quality, and decisions.
This does not need to be a complicated document yet. A clear list of roles is enough as a first step. What matters is that tasks are visibly assigned, not just assumed.
Clarify Money, Costs, and Contributions
In any joint venture, it must be clear who is contributing money, time, equipment, contacts, content, or anything else. Equally important: how are costs shared, revenue distributed, and reserves built up?
Especially in a side business, different time budgets can create tension. One person might work ten hours a week, the other two. This should not only become apparent after the first revenue comes in.
Prepare for Decisions and Conflicts
Agree on which decisions need to be made jointly and which each person can make independently within their own area. Otherwise you will either block each other on minor things or override each other on important ones.
Conflicts are normal too. What matters is whether you have a culture where criticism, numbers, mistakes, differing priorities, and personal strain can be discussed openly.
Do Not Overlook Exit and Ownership
Uncomfortable, but important: what happens if someone leaves, gets sick, runs out of time, moves away, or prioritises another project? What happens to the domain, brand, customer data, designs, code, social media channels, or inventory?
If you are genuinely founding something together, these points belong in an appropriate agreement or a Gesellschaftsvertrag (partnership agreement). This page does not replace contract drafting, but it shows which topics should not be left open.
Quick checklist
- Are tasks and responsibilities visibly assigned?
- Is it clear who is contributing money, time, materials, contacts, or rights?
- Are there rules for revenue, costs, reserves, and out-of-pocket expenses?
- Is it clear which decisions need to be made jointly?
- Have you discussed what happens in case of exit, disputes, or unequal contributions?
- Is a simple cooperation arrangement enough, or are you actually forming a joint company?
Common mistakes
- Confusing personal closeness with business clarity.
- Not documenting costs and unpaid working time.
- Not assigning the domain, brand, content, or customer data to any person or agreement.
- Only clarifying decision-making rights once a dispute arises.
- Letting a GbR (civil law partnership) or joint activity come into existence without understanding what that means.
What this guide can and cannot do
This guide helps with
- prepare a discussion agenda for partners or co-founders
- sort roles, costs, decisions, and exit points into a checklist
- help you recognise whether a cooperation arrangement, a service provider relationship, or a joint founding is the right fit
This guide does not replace
- draft a Gesellschaftsvertrag (partnership agreement), equity agreement, or cooperation contract
- provide a legally binding assessment of whether a company has already been formed
- resolve disputes between partners