WWW.EATTHECHANGE.COM
By Seth Goldman
PARTNERSHIP: FINDING A
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CO-FOUNDER
’ve written before about how my wife, Julie Farkas, has been the most important partner in my career, not to mention my family. But in addition to Julie, I’ve been fortunate to have three wonderful business partners and friends who have been critical to the success of each enterprise: Barry Nalebuff at Honest Tea, Ethan Brown at Beyond Meat and now Spike Mendelsohn at Eat the Change. Here are some thoughts on why it makes sense to have a partner when starting a business, what makes a great partner, and how to find one.
FIRST, WHY HAVE A PARTNER? BUILDING A COMPANY IS TOUGH.
No matter how capable you think you are, almost every task comes out better when there is more than one brain, set of eyes and hands to help carry the load – sometimes that means pitching a retailer, speaking with investors, travelling to a conference, or tasting samples at a production run. Whenever possible, it’s great to share the load; the general code is that if both co-founders are in the same meeting, one of us isn’t getting much work done.
IT’S LONELY.
Even when you have a great team around you, there are certain conversations – usually the tough, existential ones — that you can only have with a partner. How do we keep an upbeat attitude while we’re bleeding chips? Do
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we sell, and if so, to whom? It’s tough to have those kinds of discussions with members of the team because they can easily morph into worries about job security. During the first five years of Honest Tea, Barry and I would have a phone call almost every evening. Sometimes we would talk through a strategic challenge, sometimes he’d give me a pat on the back, and other times a kick in the pants. My main takeaway from those calls was that I wasn’t in it by myself.
BETTER IDEAS CAN EMERGE WHEN TWO PEOPLE ARE LOSING SLEEP OVER A PROBLEM.
While launching Eat the Change, we were trying to understand how to dehydrate and flavor mushrooms for our jerky. After spending time on the phone seeking advice from farmers and scientists, I might wrap it up for the day, but Spike would then work hours in the kitchen, often late into the night when inspiration strikes.
KEYS TO A SUCCESSFUL PARTNERSHIP
ALIGNMENT ON LONG-TERM GOALS.
The weekend before I handed in my resignation at Calvert Funds to launch Honest Tea, I took the train up to New Haven to spend a day with Barry across his kitchen table. We talked about the business, but more importantly, we talked about what we wanted out of
life and the role that we hoped Honest Tea would play in it. As a result of that day-long conversation, we spared each other hours of wondering how the other would respond. Our partnership, as well as our friendship, never wavered. Of course, we had moments of disagreement, but they were usually around petty things like label language, which my wife Julie usually settled by telling us to “keep it real.”
CLARITY OF ROLES.
It is essential to have clarity on who does what, and to share that understanding with the team. Teams need to understand who is driving the bus, and who is helping with directions. At Honest Tea, Barry was Chair and I was TeaEO. At Beyond Meat, Ethan was CEO and I was Executive Chair. Although I was in the office for several days a month, I made a point of never having a permanent desk. Now at Eat the Change, Spike is our Executive Chef, and I’m our CEO, though my official title is Chief Change Agent (I’ve never been one for traditional titles).
COMPLEMENTARY SKILL SETS.
Though it’s great when partners are on the same wavelength, it’s even better when they bring different skills and ways of thinking to the opportunity. Spike is a classically trained chef, and my cooking “specialty” is peanut-butter and jelly sandwiches with banana slices in them. Spike’s creativity in the kitchen gives our products a “chef-crafted” quality, which
