How Do You Fix Your Co-Founder Issues? 

Brett, as CEO and founder of my startup, I hired my first cofounder as VP Engineering two months ago with four year vesting and one year cliff. I've given him a substantial equity share. It's agonizing because he is passionate about our vision, product concept and impact. We finish each other's sentences, we have a great relationship. He has integrity, is conscientious and smart. He's a good guy. The problem is he's not executing and not proactive. He's passive. I asked him to give me daily progress updates but is not doing that. I have to constantly monitor him and I don't feel confident he'd be able to lead a team if he can't lead himself. He rarely asks me questions or holds me accountable. I need that too. It's so disappointing. And yet he's great at brainstorming, helping prioritize and strategize. He's a mixed bag. I need him to be committed. I've brought this up with him two weeks ago as a coach would. He understood and promised to turn it around but hasn't yet. It's coming up on two months since his start. It's agonizing because if I fire him I have to start over to find a new cofounder. I don't have a backup or plan to find a replacement. It's so hard. This will delay my ability to get an MVP out to wow investors. I was hoping your video might discuss potential #1.5 to help turn his hehavior around but I'm getting close to taking action with #2. I haven't updated investors yet on hiring him, but if I let him go now, should I tell them I hired and then let him go? I'd feel like I have egg on my face. I'd hoped that I'd been building momentum hiring a prospective team. His comp right now is just equity since we are pre-revenue. Curious if you can offer advice on how I might be able to turn him around before taking action. Sorry, I feel like I'm asking for cofounder therapy! I think the solution is as simple as telling him once more and giving him a deadline before taking action. He may decide to leave before then, making the decision for me. Given the cliff I don't have to pay him or vest any stock. But I do have to tell my team and advisors I let him go. They will think I don't know how to pick or retain key people, and may become demotivated themselves. It's challenging to stay positive and move the company forward. Thanks again for your great channel, wisdom and help.