thedealmaker

I have been through this transition as well. I actually moved from a big city in the U.S to small city in the middle of Europe. I am just about to emerge on the other side with a new venture with funding already lined up. I have been where you are; making multiple adjustments and feeling like it's all temporary. Anyway here is my advice. Embrace your new position as a new adventure and put as much as you can into doing the best work you can. Doing good work is a positive feedback loop that sneaks into other areas of your life that maybe lacked attention during your extreme focus on your start up. This time is a gift to your life as a human being. Additionally, unplug from the start up scene. One, it's not going anywhere and when you are ready you will find your place in the market. Also at the moment it can only cause you confusion about your current position or choices and perhaps pain or envy. However don't mistake that advise with not reflecting. Please do take time to reflect on your past venture and the mistakes that were under your control and accept the learning from them. Hell you paid for them already, right? Especially key in on the moments or decisions when you let your instincts be overruled due to doubt, lack of knowledge, board members, co-founder, etc. This helped me find my "signpost" internally and led me out of the fog an into my best self again. If you withstood the pressure of a start up then you can push though this phase of your life and into the new. Good Luck!

Fire the employee and either commit to counseling or separate from from your wife asap. If anyone presents any other options they are sugar coating the situation. Either way short term you are in for some pain personally and professionally. Deal with it and move on with or without your wife but the employee has to go.

I think it is very important to understand the "real" differences in what it means to program vs. manage. In programming in most cases you are working on projects. Once you deliver the code that project is essentially over (minus support and bug fixing of course). In a management role many of the key activities never really conclude. For example, resource allocation overall and amongst various projects, is something depending on circumstance, you may have to revisit on a weekly or monthly basis. So you don't get the satisfaction of "delivering" anymore and items stay in your inbox much longer. This for me is the key difference.

http://roissy.wordpress.com/the-sixteen-commandments-of-poon...

Number 3 especially!!!

Being reasonable and pragmatic is the most important thing to do in this situation. There are a few things you should keep in mind. 1. Interest is just that...interest. They may want the app but they may have other motives such as assessing the market, costs, etc. So be open but keep this in mind. 2. Don't waste too much time on this. This company could be in talks with other companies with similar apps so make quick decisions. If you are open to sell don't deliberate to long. Pick a number that would be a multiple of your time/money invested (say 4x's) and offer a 1 year fixed price consulting agreement with said company that insures you income for another year to move on to your next venture. It also gives said company help with the transition. 3. If it doesn't work out don't fret. It tells you that you are on the right track if you continue to push forward. Consider it validation and toast to the moment any damn way.

HP still uses oracle financial internally. Let's see them ditch that...