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Your idea is not intellectualproperty yet, so it has no inherent value. If none of these five items is a clear differentiator in your case, a logical approach would be to assign each an equal weight of 20% of the total, and partition the total equity based on each co-founder’s correlation to each variable.
I always tell entrepreneurs that two heads are better than one, so the first task in many startups is finding a cofounder or two. Giving a cofounder a salary won’t get you the “fire in the belly” you want. Each cofounder should get equity for value, based on these key variables: Lived a key role in a previous startup.
Your idea is not intellectualproperty yet, so it has no inherent value. If none of these five items is a clear differentiator in your case, a logical approach would be to assign each an equal weight of 20 percent of the total, and partition the total equity based on each co-founder’s correlation to each variable.
Your idea is not intellectualproperty yet, so it has no inherent value. If none of these five items is a clear differentiator in your case, a logical approach would be to assign each an equal weight of 20% of the total, and partition the total equity based on each co-founder’s correlation to each variable.
Your idea is not intellectualproperty yet, so it has no inherent value. If none of these five items is a clear differentiator in your case, a logical approach would be to assign each an equal weight of 20% of the total, and partition the total equity based on each co-founder’s correlation to each variable.
I’ve listed the most common levers that universities use below, with some live examples from Yale: Strong technical departments : Computer Science , Math , Physics. Access to University’s IntellectualProperty : Office of Cooperative Research. Marketing of tech community : Yale Tech News , Yale Entrepreneurship Magazine.
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