📄 Article
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Free
Intermediate
Why we picked it
This is the piece for the judgment call in the question: what actually crosses the line into disclosure. Lemkin's rule is sharp, explain the stumble before it shows up in the numbers, not after, which draws a clean boundary between a material risk you must flag and the day-to-day friction you keep to yourself. It tells you the difference between an investor who backs you in the next round and one who feels lied to.
From
SaaStr
by Jason Lemkin
6 min read
- Explain a stumble before it hits your metrics, not once it already has; disclosing it after the fact is what erodes confidence
- A monthly-update rhythm (by the 10th, even in rough months) is what earns you the room to share hard news calmly
- Pair every piece of bad news with a re-forecast and a concrete plan, so you are reporting a situation you are managing, not just a problem
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saastr.com →
📄 Article
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India
Free
Intermediate
Why we picked it
When a co-founder actually leaves, this India-specific guide is why quiet disclosure is not optional: most Indian SHAs carry investor consent rights on a material co-founder exit, so notifying your cap table before the exit is executed is a contractual duty, and skipping it is itself a breach. It also names the thing investors most fear on your cap table, a departed founder sitting on 20 to 25 percent with no vesting and every incentive to hold out.
From
Treelife
by Treelife
15 min read
- Most Indian SHAs require investor consent for a material co-founder exit, so you must notify the cap table before the departure is executed, not after
- Dead equity (an inactive founder holding 20 to 25 percent with no vesting) is the red flag investors diligence hardest, so have a buyout or vesting fix ready when you disclose
- Co-founder splits in India almost always start as undocumented promises and vague SHA exit clauses, so calm early disclosure beats a dispute that lands at the NCLT
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treelife.in →
📄 Article
Free
Intermediate
Why we picked it
A seed VC walks through the exact scenarios you are worried about (a star exec jumping ship, a blown quarter) and gives you the mechanic that saves the relationship: call each board member individually before the board meeting, bring an action plan, and never let them hear it from someone else. It is the clearest statement of why surprise, not the bad news itself, is what actually loses investor trust.
From
Founder Collective (HackerNoon)
by Micah Rosenbloom
8 min read
- Investors expect bad news; what they cannot forgive is being blindsided, so brief each board member one-on-one before any formal meeting
- Deliver serious news (a departure, a legal threat) by phone with a plan attached, not by email or a line buried in an update
- Send updates every single month so bad weeks land inside a running story rather than as a shock
Open
medium.com →