When the partnership breaks, the company follows.

Your product works. Your company has traction. But behind closed doors, something is breaking.

Tension is rising between you. Decisions stall. Communication deteriorates. Trust erodes. And your team feels it, even if no one says it out loud.

What used to be creative friction has become slow, counterproductive, dysfunctional. You’re stuck in patterns of avoidance, passive aggression, or power struggles. You both want the company to win, and the conflict is getting in the way.

This isn’t a personality clash. It’s a business emergency.

Founder-led companies live and die by the strength of the partnership at the top. When co-founders drift apart, emotionally, operationally, or philosophically, the ripples stall execution, kill morale, and burn out your best people. Most founders don’t have the tools, or the space, to navigate this. Most advisors will take one side.

What the Reset is

Three months of structured work on the partnership itself, as its own client. Not on who’s right.

• Private sessions with each founder. Before every joint session, and after. Where each of you says what you actually think, unpacks what’s underneath it, and prepares to say it in the room.
• Joint sessions. Facilitated, structured conversations that surface the real tensions: vision, values, roles, power, identity. The ones hiding underneath the strategy debates.
• A working agreement you write together. How you’ll decide, how you’ll disagree, what each of you owes the other, and how you’ll know when it’s slipping. Then the mechanics to keep it alive: the standing conversation, the shared vocabulary, the permission to call it.
• A three-month checkpoint. Both of you assess whether the partnership is working again. So do I.

Where it helps, I stay on afterward, embedded in the operating work, so the agreement meets reality instead of the drawer. That’s optional and decided at the checkpoint.

Why me

I’ve been in this room before, from every seat. I’ve been the executive caught between two founders who’d stopped talking. I’ve been the operator asked to make a plan work that the founders couldn’t agree on. And I’ve been the neutral the founders eventually trusted to say the thing neither of them could.

I’m a certified mediator with twenty years of operating experience in technology companies. That combination matters. A mediator without operating depth can’t see that the fight about the roadmap is really a fight about who decides. An operator without mediation training will pick a side by lunch. I do neither. I hold the partnership as the client and I can read the business well enough to know what’s actually at stake.

I work with founders who want the partnership to survive the company, and the company to survive the partnership. If one of you has already decided to leave, I can help you do that well, but say so on the first call.