How to build cooperation with a project partner?

Question

Project management

The bottom line is this, I have a project that will definitely be profitable, I started developing it. But I'm not a salesperson and my communication skills are low, in general, I prefer to work with my hands.
We built the last project together, the project lasted a year, brought a good income for the first project. Now I have experience and I think the second project will be more successful.
I also want to invite the same partner to the project, his thinking is not much different, he can assemble a team (if I'm purely in development, then finances, technical support, etc.) are on it.
But the question is, from the first project we immediately divided most of the profits among ourselves, and I think that is why the project was loaded, it was necessary to invest in design, marketing, etc. How to be now, in fact, I have more work to do, fix bugs, cut new features. He will hire a technical support person at his own expense (2-4k per month) and will do practically nothing, for me it would be kind of unfair, I work, and he "cools".
Does anyone have experience or know articles that are suitable?
How to build these partnerships so that I don’t feel offended and he feels good. Knowing myself, the toad will simply crush me that I work a lot compared to him and this can also be the reason for closing the project.
Maybe the percentage of income is different, or after the launch of the project, how will the first profit go, I pay some percentage of the time spent on development or some other option. I really want to launch a project, I'm bored alone, with a partner of indignation, but that's the kind of person I am.
No experience, please advice

Answer 1

But here's the question, from the first project we immediately divided most of the profits among ourselves, and I think that's why the project loaded

Yes, there’s nothing to even think about: that’s why he was bent!
Do all the functionality on your own and "unwind" at your own expense, smoothly and halfway from the coding mode to the legal mode. administration: so that, both there and there, you could continue to work alone (at the initial stage of making a profit) and keep everything up to date and correct (in terms of legal documents, taxes, etc.).

Answer 2

There is not even a hint of the scope of the project, projects are different, in some the role of a programmer is great and in others it is one-time, some cannot survive without professional management, in others a beginner will be enough.
If you need expertise and interested participation from the outside, then it makes sense to share a share in the project, but only after the real results of the work are visible and there is no doubt about the reliability of the person. And of course, you immediately need to prescribe the conditions of "Divorce".

Answer 3

if the partner does nothing (in your opinion), then you can move without him as well as with him, what's the difference, then do it alone, as before (when he did nothing).
if you want to organize a successful startup, unfortunately you have to do everything,
share responsibility - it doesn’t work.

Answer 4

Once he hires. Hire and you) will also sit.
In general, if there is a profit, then you always need to delegate and control so that there is more time left for other things.

Answer 5

In general, the situation is a little strange, you cannot perform its functions, but you need it?
As I see the situation from the outside:
At the entrance to the project, you need to dot all the points, it is better to divide the company and profit strictly in half, otherwise there will be questions, claims over time, etc.
In the first couple, offer an option with partial payments, the rest will be spent on hiring employees (technical support, marketer, etc.), let him deal with organizational issues. Believe me, in the future, the person who organizes internal and external communication will, in terms of importance and scope of work, give all the best almost more than you. Do not huddle in general and work in perspective).
The second option is to hire a "right hand", the person will be at the rate, but will perform the same organizational work and delegation of duties.

Answer 6

The question is of course old, but I will answer, maybe it will be useful to someone.
Try to look at the problem from the other side, namely: you are responsible for this front of work, and the partner for this one.
If everything works perfectly on his part (it doesn’t matter how he achieved this), then there are no complaints against him. If everything is perfect on your part (again, it doesn’t matter how you did it), then there are no questions for you.
You can dig even deeper.
There is such a theme in partnership: when you are obscure somewhere, stir up something on the side or do not fulfill your part of the obligations, then at the subconscious level, a program to devalue your partner is activated in your brain (at which you begin to find fault with any little thing). Thus, the human brain tries to justify itself, saying that it is not he who is to blame, but others are to blame ...
If you feel that you have just such a case, then it’s better to sit somewhere with a partner for a cup of tea / coffee / beer and discuss everything, you tell him what’s in your heart, and he tells his vision of the situation.
After such a dialogue, as a rule, you will have three ways - lvlUP in the relationship and the project itself, the agony of choosing what to do next, or fled.
You say that the partner easily delegates his work, try asking him to find you an assistant to perform routine tasks. You will be able to concentrate on more important things.

Answer 7

Hello, old question, but still, what was the solution in the end?
Do I have a normal theory for assessing the contribution of participants to a startup? - here is the answer to this question (which is with cards), your case