I've always preferred to keep titles quite "loose" (e.g. "Member of Technical Staff","Sales","Support", etc.) outside of "Executive Staff" and "Founder" since nomenclature eventually reflects expectations as the enterprise scales.
I've always preferred to keep titles quite "loose" (e.g. "Member of Technical Staff","Sales","Support", etc.) outside of "Executive Staff" and "Founder" since nomenclature eventually reflects expectations as the enterprise scales.
This also helps in a different way, it is much easier to reshuffle after the 'shake-out' period if you have not incorporated yet.
http://www.thocp.net/companies/microsoft/microsoft_company.h...
PG states that the idea number is 2 co-founders, but I'm still looking for a co-founder.
Other reasons:
A founder may not work out, once he's got stock that's a lot harder to resolve (if you didn't include a vesting cliff, for which, again, there are reasons for and against).
Founders may find that they can't work together after all (personal differences).
There are a lot of things that need to 'find their place' when you start a company, and in my experience you only really know your relative positions after a couple of months of collective hard work.
Setting things in stone early can be problematic, costly or fatal.