STARTUP FUNDING HAZARDS

A founder's field guide to 72 funding hazards.

Understand investor selection, ownership, control, financing obligations and exit proceeds.

Each numbered hazard has an explanation and a founder-review page. Keep these numbers when developing the future standalone StackSlides.

HOW TO READ THIS STACKSLIDE

Sourced pages explain financing mechanisms. Founder Review pages contain original questions and negotiation suggestions.

Worked examples use invented figures and state their assumptions. They illustrate mechanics, not predictions or market benchmarks.

Earlier-stage hazards remain relevant in later rounds.

SCOPE AND EVIDENCE

The terminology mainly follows US venture financing. Documents and enforceability vary across Hong Kong, Indonesia, Singapore and other jurisdictions.

Sources include YC, NVCA, the SEC and law-firm guidance. Older material supports enduring mechanics, not claims about current market frequency.

Research checked on 8 October 2026. Obtain local advice for an actual deal.

FOUR QUESTIONS FOR EVERY ROUND

1. Ownership: what percentage remains after every security converts?

2. Control: who can approve, block or compel decisions?

3. Obligations: what must the company fund, report or achieve?

4. Exit: how much reaches each stakeholder under different outcomes?

PRE-SEED: INVESTORS AND FOUNDATIONS

01. FUNDING MODEL MISMATCH

A funding relationship can reshape growth targets, spending and exit plans.

An investor seeking a very large exit may have different priorities from a founder building a durable, profitable company. The hazard is accepting capital before agreeing what success should look like.

01. FOUNDER REVIEW

Ask: what return, growth rate and exit path does this investor expect?

Compare those expectations with customer demand, margins and your preferred company size.

Write a financing brief explaining the milestone, amount required and acceptable trade-offs. Consider revenue funding, grants or borrowing where suitable.

02. CHOOSING MAINLY BY VALUATION

The offered price is one part of the deal. Investor conduct and contract rights also affect the founder's outcome.

Compare ownership, governance and distributions at plausible exits before choosing an offer.

02. FOUNDER REVIEW

Build a scorecard for each investor:
1. Relevant experience.
2. Behaviour during setbacks.
3. Decision-making speed.
4. Economics and control rights.
5. Ability to support the next stage.

Use written evidence and references. Treat promised introductions as uncertain until they occur.

03. INSUFFICIENT INVESTOR REFERENCES

Success stories reveal only part of an investor relationship. The more informative test may be what happened when a portfolio company missed its plan.

A founder should investigate reliability, candour and conflict handling before entering a long relationship.

03. FOUNDER REVIEW

Speak with founders from successful, struggling and closed companies.

Ask: did the investor help during a cash shortage? Change agreed terms late? Respect confidentiality? Support a reasonable sale?

Request specific incidents and distinguish repeated patterns from one disputed account.

04. FUND SIZE AND RETURN EXPECTATIONS

A company can be commercially successful while producing an outcome that is too small for a particular fund's ambitions.

Fund size, ownership targets and portfolio strategy can influence the growth and exit outcomes an investor encourages.

04. FOUNDER REVIEW

Ask what proceeds from your company would count as a meaningful success.

Original example: 10% ownership at a $50m exit gives $5m before preferences, fees and dilution. Discuss whether that outcome suits the investor.

Do not infer a fund's actual target from its size alone.

05. FUND AGE AND LIQUIDITY PRESSURE

The specific investment vehicle matters. Its remaining life and internal liquidity expectations may differ from the startup's timetable.

Potential pressure to sell, transfer shares or seek liquidity should be discussed before it becomes urgent.

05. FOUNDER REVIEW

Ask which fund will hold the shares, when it began, and how extensions or transfers work.

Discuss your expected time to liquidity and a slower alternative.

Confirm how a partner departure or fund restructuring would affect your board contact and decision-making process.

06. UNCLEAR INVESTMENT AUTHORITY

Enthusiasm from a partner may precede final approval. Your financing plan becomes fragile if you treat an exploratory commitment as available cash.

Track the actual decision chain and remaining closing conditions.

06. FOUNDER REVIEW

Ask: has the investment committee approved the amount and terms? Who may sign? What diligence remains?

Maintain a closing checklist with owners and dates.

Avoid irreversible spending based solely on verbal support or an unsigned document. Track received cash separately from commitments.

07. ASSUMED FOLLOW-ON SUPPORT

An investor's ability and willingness to participate in later rounds may change. Reserves, fund rules, performance and partner support can all matter.

A statement of intention should be tested for how dependable it is.

07. FOUNDER REVIEW

Ask for the follow-on policy, decision criteria and examples of participation during difficult rounds.

Model a next round with zero funding from existing investors.

If future funding is contractually promised, review conditions, expiry and remedies with counsel before relying on it.

08. COMPETING PORTFOLIO INTERESTS

An investor may hold interests in businesses pursuing the same customers, talent or technology.

The practical concern is how sensitive information travels and how conflicted decisions are managed. Assess the actual overlap instead of relying on a portfolio label.

08. FOUNDER REVIEW

Map direct competitors and overlapping markets.

Discuss board recusals, observer access, confidentiality and information exclusions.

Stage access to customer-level data and technical detail. Ask who inside the fund and its affiliates may receive the material.

09. STRATEGIC-INVESTOR RESTRICTIONS

A corporate investor may seek commercial or acquisition rights alongside equity. Exclusivity or a sale-matching right can affect later partnerships and buyer interest.

Evaluate those rights as a separate economic bargain.

09. FOUNDER REVIEW

Ask whether you can sell to the investor's competitors, switch suppliers and entertain competing acquisition offers.

Negotiate clear scope, duration and termination triggers for commercial restrictions.

Price any exclusive licence or acquisition advantage explicitly.

10. INVESTOR AND INTERMEDIARY CREDIBILITY

A convincing brand or introduction is insufficient evidence of funding authority or available capital.

Unclear intermediary incentives and unusual payment demands deserve investigation before documents, sensitive information or money change hands.

10. FOUNDER REVIEW

Verify the legal investing entity, signatory, references and source of instructions.

Document broker or adviser compensation and ask counsel whether their role requires authorization.

Independently confirm changed bank details. Investigate requests to pay an unexplained fee to unlock funding.

11. INFORMAL OWNERSHIP PROMISES

Equity promised in conversations, emails or adviser arrangements can conflict with the recorded ownership table.

Unresolved claims complicate diligence and may create disagreement about who has already earned shares.

11. FOUNDER REVIEW

Create a register of every equity promise, including recipients, percentage basis, vesting and approval status.

Resolve discrepancies openly and document the agreed treatment.

Reconcile contracts, corporate approvals and the cap table before describing the company's ownership to investors.

12. FOUNDER DEPARTURE AND DEAD EQUITY

A founder who leaves early may retain a large stake while the remaining team carries the work. Vesting and repurchase arrangements can address this risk.

The result depends on the signed documents, including vesting credit and departure provisions.

12. FOUNDER REVIEW

Agree roles, vesting start dates, cliffs, repurchase price and decision authority.

Discuss voluntary departure, dismissal, disability and death.

Original example: under simple monthly four-year vesting, leaving after 18 months leaves 37.5% vested. A cliff or other clause can change that result.

13. INCOMPLETE IP OWNERSHIP

Paying someone to create software or designs does not by itself resolve every intellectual-property ownership issue. Written assignments are especially important for contractor work.

Unclear ownership can affect the assets an investor expects the company to control.

13. FOUNDER REVIEW

Collect founder, employee and contractor assignments.

List prior-employer work, third-party code, model licences, datasets and open-source components.

Record what the company owns, licences or cannot transfer. For an AI product, check commercial-use and data-use permissions separately.

14. ENTITY AND JURISDICTION MISTAKES

The issuer, its operating subsidiaries and investor location shape the legal review. In the US, securities offerings require registration or an applicable exemption.

A familiar foreign template does not establish compliance in another jurisdiction.

14. FOUNDER REVIEW

Map the holding company, operating entities, IP owner and cash recipient.

Ask local advisers about share issuance, foreign ownership, tax, investment screening and fundraising communications.

Confirm the exact entity the investor will own and the assets and liabilities within that structure.

PRE-SEED COMPLETION CHECK

Prepare:
1. Investor reference notes.
2. A funding-purpose and milestone brief.
3. Reconciled founder ownership.
4. Signed vesting and IP documents.
5. Entity and compliance review.

Resolve foundational ambiguities while the number of parties is still manageable.

SEED: INSTRUMENTS AND DILUTION

15. PRE-MONEY AND POST-MONEY CONFUSION

In a simple priced round, post-money valuation equals pre-money valuation plus new primary investment.

Original example: $8m pre-money plus $2m investment gives $10m post-money and 20% for the new investor. Conversions, pools and other terms require a fuller calculation.

15. FOUNDER REVIEW

Request the price per share and the fully diluted share count used to derive it.

Identify whether the pool increase, warrants, SAFEs and notes are included.

Compare offers using founder shares and percentage after closing, with each assumption shown.

16. TREATING A SAFE CAP AS CURRENT VALUE

A SAFE cap affects conversion pricing. It does not promise a buyer will pay that value for the company.

Separate a contractual conversion input from a negotiated priced-round valuation or a realizable exit value.

16. FOUNDER REVIEW

Ask for calculations at a priced round above, near and below the cap.

Check the defined capitalization and the rights of shares issued on conversion.

Avoid using a cap alone to describe employee equity value or future investor returns.

17. STACKING MULTIPLE SAFES

Each additional SAFE adds a claim on future equity. Different caps and side letters make mental estimates unreliable.

Track all instruments together as you raise, including the proposed next cheque.

17. FOUNDER REVIEW

Update a single conversion model before accepting more capital.

Show existing founders, all SAFEs, the new priced round and the employee pool.

Original example: two cap-only post-money SAFEs at $500k/$5m and $500k/$10m imply 10% plus 5% before new-round dilution, assuming both convert at their caps.

18. MIXING SAFE GENERATIONS

Pre-money and post-money SAFEs define their conversion capitalization differently. Later instruments can therefore affect holders differently.

For a post-money cap SAFE, the relevant measurement occurs before the new priced-round money.

18. FOUNDER REVIEW

Identify the exact form and version of every SAFE.

Have the model follow each document's definitions, including options and other convertibles.

Run the calculation with and without a proposed additional SAFE. Document who absorbs the difference.

19. CAP-AND-DISCOUNT MISUNDERSTANDINGS

A discount lowers the conversion price relative to the priced round. A cap can provide a separate price calculation.

If a document contains both, read its selection rule. Combining the benefits automatically can overstate the investor's entitlement.

19. FOUNDER REVIEW

Original example: new shares cost $1; a 20% discount gives $0.80. If the cap gives $0.60 and the contract uses the lower price, conversion occurs at $0.60.

Check whether the document states a discount percentage or a discount-rate multiplier. Read the operative calculation.

20. MOST-FAVOURED-NATION CLAUSES

An MFN provision can allow later financing terms to affect an earlier investment. Its scope, exclusions and adoption mechanics depend on the document.

Model the consequences for existing MFN holders before issuing a new instrument.

20. FOUNDER REVIEW

List which later securities trigger the clause and which terms may be adopted.

Check notice duties, investor elections or automatic operation, expiry and exclusions.

Ask whether adopting a lower cap also imports other provisions. Review the signed wording instead of relying on the MFN label.

21. CONVERTIBLE-NOTE MATURITY

A convertible note is debt with a maturity date. A standard YC SAFE has no maturity or interest.

For a note, reaching maturity before a financing can require repayment, extension or conversion under the actual terms.

21. FOUNDER REVIEW

Build the maturity date into the cash forecast.

Ask who can extend it, whether a majority can bind other holders, and what happens if agreement fails.

Review default consequences and any security or personal guarantee. Start extension discussions before cash becomes critical.

22. ACCRUED NOTE INTEREST

Interest can increase the amount repayable or convertible under a note. The calculation depends on the rate, accrual basis, compounding and conversion provisions.

Include these amounts when modelling the financing.

22. FOUNDER REVIEW

Original example: $500k at 8% simple annual interest for two years accrues $80k. If all interest converts, the conversion amount is $580k.

Confirm day-count rules and whether interest converts at the same price as principal. Check for default interest and fees.

23. CONVERSION THRESHOLDS AND TRIGGER GAPS

Review the events that cause each instrument to convert or pay out. Some notes require a minimum qualifying financing.

The standard YC post-money SAFE has no minimum financing amount for its defined equity-financing trigger.

23. FOUNDER REVIEW

Test four situations:
1. A small priced financing.
2. A sale before conversion.
3. A shutdown.
4. No priced financing for years.

Identify approval rights, cash obligations and unresolved instruments in each. Confirm amendments needed before the transaction begins.

24. UNEXPECTED EARLY-EXIT PAYOUTS

A sale before conversion may activate a cash-out or as-converted entitlement under the instrument. Payment priority matters when proceeds are limited.

Calculate the distribution before agreeing to an early acquisition.

24. FOUNDER REVIEW

Ask counsel to model each SAFE and note alongside debt and other equity.

Show both sufficient-proceeds and shortfall cases.

Check who selects an available payout option, what counts as a liquidity event, and whether non-cash sale consideration changes the result.

25. PRO RATA AND SUPER PRO RATA RIGHTS

Pro rata rights let an investor buy additional shares to maintain ownership in a later round. Super pro rata rights can permit a larger allocation.

These rights affect the space available for a new lead investor.

25. FOUNDER REVIEW

Map every participation entitlement before negotiating round allocation.

Ask about qualifying rounds, exclusions, notice periods, minimum holdings and expiry.

Original example: a 10% holder maintaining 10% in a simple $5m round invests $500k. Additional pool dilution can alter the required amount.

26. OVERSIZED EMPLOYEE OPTION POOL

A pre-money pool increase reduces the ownership of existing holders before the new investor enters.

An unnecessarily large reserve can materially change the founder's effective deal even when headline valuation stays the same.

26. FOUNDER REVIEW

Prepare a hiring budget by role, expected grant and timing.

Separate granted options from the unallocated reserve. Clarify the pool's measurement date.

Original example: with only founders, a new investor taking 20% and a pre-money-created pool equal to 10% post-close leaves founders with 70%.

27. SIDE-LETTER ACCUMULATION

Rights negotiated outside the main document can become difficult to track. An apparently small investment may carry continuing information, consent or participation obligations.

Compare the whole rights package across holders.

27. FOUNDER REVIEW

Maintain a side-letter register with investor, right, trigger, deadline and expiry.

Check each new letter against existing commitments.

Before the next round, identify rights requiring amendment or waiver and obtain those consents through the proper process.

28. UNMANAGEABLE SHAREHOLDER STRUCTURE

A fragmented ownership structure can make communication, approvals and records harder to manage. Nominees or special-purpose vehicles introduce their own governance and cost questions.

Evaluate the actual decision structure.

28. FOUNDER REVIEW

Identify the legal holder, beneficial owners and person authorized to vote or sign.

Check administration fees, transfer rights, investor reporting and replacement of a vehicle manager.

Simulate an urgent approval: who must respond, within what period, and what happens if someone cannot be reached?

SEED DILUTION IN TWO STEPS

Assume a $500k cap-only post-money SAFE converts at its $5m cap.

Before new-round money: SAFE 10%, founders 90%.

A priced round then sells 20% of the company: SAFE 8%, founders 72%, new investors 20%.

This example excludes option-pool changes, other securities, fees and special conversion terms.

SEED COMPLETION CHECK

Deliver a conversion table showing each instrument separately.

Include principal, interest where applicable, cap, discount, conversion trigger, share class, side letters and resulting shares.

Test a high-priced round, low-priced round and early sale. Record assumptions beside the numbers.

SERIES A: ECONOMICS AND CONTROL

29. LIQUIDATION-PREFERENCE MULTIPLE

A liquidation preference determines priority among shareholders. A multiple increases the amount entitled to priority, subject to available proceeds.

Creditors generally rank ahead of equity. The preference can matter in an ordinary company sale, not just a shutdown.

29. FOUNDER REVIEW

Identify the multiple, invested amount, relevant events and conversion option.

Ask for investor and common-holder proceeds at several exit values.

A possible negotiating starting point is 1x non-participating preferred. Evaluate the full agreement and available financing alternatives.

30. PARTICIPATING PREFERRED SHARES

Participating preferred can receive its preference and then share in remaining proceeds. Non-participating preferred generally takes its preference or converts for the common-equivalent payout.

Participation changes who benefits from the same sale price.

30. FOUNDER REVIEW

Model participation at low, medium and high exit values.

Check which remaining proceeds participate, whether there is a cap, and whether participation includes accrued dividends.

Ask how this structure would behave if later rounds receive equivalent or more senior rights.

31. PARTICIPATION-CAP MISUNDERSTANDING

A participation cap limits a specified preferred payout, but voluntary conversion may produce more than the cap.

Check whether the cap includes the initial preference and what other payments count toward it.

31. FOUNDER REVIEW

Ask for the exact formula and conversion crossover.

Original example: a $2m investment with a 3x total participation cap has a $6m capped preferred payout. At a $40m exit, a 20% as-converted share is $8m, so conversion may be better.

Assume one class and no other adjustments.

32. PREFERENCE SENIORITY

Seniority determines payment order between preferred classes. Pari passu classes rank equally under the applicable allocation rule.

New senior preferences can reduce the proceeds available to earlier investors and common holders.

32. FOUNDER REVIEW

Draw the order of payment for every class.

Original example: $10m distributable proceeds, $8m senior preference and $5m junior preference. If both take their preferences, the senior class receives $8m, the junior class $2m and common zero.

Model conversion alternatives separately.

33. BROAD LIQUIDATION-EVENT DEFINITIONS

A financing document may treat specified acquisitions, mergers or asset transfers as liquidation events. That definition decides when preferential distributions apply.

Check transaction definitions and exclusions before assuming a routine restructuring has no effect.

33. FOUNDER REVIEW

List transactions that trigger the clause, including asset and control sales.

Ask about internal reorganizations, subsidiary transactions and non-cash consideration.

Identify the approval required to waive the treatment. Have counsel test your likely exit and restructuring routes.

34. PRICE-BASED ANTI-DILUTION PROTECTION

A covered lower-priced issuance can adjust preferred conversion rights, increasing the common shares represented by existing preferred.

Weighted-average adjustments consider issuance size and price. Full ratchet responds to the lower price without that size weighting.

34. FOUNDER REVIEW

Request a down-round model for each protected class.

Compare broad-based weighted average, narrow-based weighted average and full ratchet.

Review excluded issuances, option treatment, amendment thresholds and waivers. A right to buy more shares is a separate mechanism.

35. CUMULATIVE DIVIDENDS

Cumulative dividends build an unpaid entitlement over time. Depending on the contract, that amount can increase preferred distributions or create other payment obligations.

Compounding and payment triggers require separate review.

35. FOUNDER REVIEW

Original example: $5m with 8% simple cumulative dividends over three years accrues $1.2m. If added to a 1x preference, the priority amount is $6.2m.

Ask whether dividends compound, require declaration, or count toward participation caps. Model a delayed exit.

36. BOARD-CONTROL CHANGES

Board appointment and removal arrangements determine who participates in key company decisions. Ownership percentage alone does not describe board control.

The founder's seat may depend on holding shares, employment or another condition.

36. FOUNDER REVIEW

Map each seat: appointer, remover, eligibility and vacancy rules.

Ask who selects an independent director and how a replacement is chosen.

Test what happens if the founder ceases to be CEO. Review observer access, confidentiality and any committee authority.

37. PROTECTIVE PROVISIONS AND VETOES

Investor consent may be required for specified actions, including new share classes, borrowing or a sale. Some restrictions operate through charter-amendment approvals.

Translate each clause into the decisions it can block.

37. FOUNDER REVIEW

Build an approval matrix for budgets, financing, hiring, debt, acquisitions and exits.

Negotiate thresholds suitable for normal operations and ownership-based expiry where appropriate.

Check whether approval is by the preferred class collectively or by particular investors.

38. QUORUM AND DEADLOCK TRAPS

Decision-making can fail even when the expected voting majority agrees. Attendance rules, vacancies and special approvals may prevent a valid meeting or resolution.

Treat governance as a process to simulate.

38. FOUNDER REVIEW

Test an absent investor director, an empty independent seat and a disputed urgent financing.

Ask counsel about adjourned-meeting rules, notice periods and escalation procedures.

Identify which decisions may use written consent and whether the same approval barriers remain.

39. FOUNDER VESTING RESET

An investor may seek renewed vesting as part of a financing. This can place founder shares under repurchase restrictions for additional time.

Review credit for prior service and the effect on shares already vested.

39. FOUNDER REVIEW

Ask how many shares are immediately vested at closing and how many remain restricted.

Compare monthly schedules before and after the proposal.

Model departure after 6, 12 and 24 months. Negotiate prior-service credit and relevant termination protection.

40. BAD-LEAVER AND TERMINATION DEFINITIONS

Leaver provisions can require a departing holder to transfer shares, sometimes at a reduced price. Labels and consequences vary by contract and jurisdiction.

Read the treatment of vested and unvested shares separately.

40. FOUNDER REVIEW

Review resignation, dismissal, misconduct, illness and disability.

Ask who determines leaver status, what evidence is needed, whether cure or appeal is available, and how price is calculated.

Have local counsel review enforceability and alignment with employment documents.

41. WEAK ACCELERATION PROTECTION

Acceleration brings forward vesting when specified events occur. A double-trigger arrangement generally requires a change of control and a qualifying employment event within a defined period.

The trigger definitions determine the protection.

41. FOUNDER REVIEW

Ask about termination without cause, resignation for good reason, timing windows and the percentage accelerated.

Review what happens if an acquirer does not assume the award.

Test an immediate dismissal, role reduction and relocation request against the actual language.

42. DRAG-ALONG OBLIGATIONS

A drag-along can require holders to support an approved sale. The trigger may combine investor, shareholder and board approvals.

Review both who can activate it and what a dragged holder must promise or pay.

42. FOUNDER REVIEW

Check the approval thresholds and treatment across classes.

Ask whether liability is capped at proceeds, whether holders answer only for their own representations, and whether non-competes can be imposed.

Review powers of attorney and any obligation to sign future sale documents.

43. TRANSFER RESTRICTIONS AND CO-SALE RIGHTS

A right of first refusal can give another party an opportunity to buy shares offered for sale. Co-sale rights can let other holders join a transaction.

These mechanisms affect the founder's ability to obtain liquidity.

43. FOUNDER REVIEW

Test a founder secondary sale, estate-planning transfer and transfer to a family entity.

Check approval requirements, notice deadlines, matching terms and permitted-transfer exceptions.

Distinguish rights over an individual's shares from acquisition rights over the entire company.

44. FOUNDER PERSONAL LIABILITY

Separate company obligations from anything the founder personally signs. Guarantees, warranties, indemnities and repayment undertakings may create individual exposure.

Ask for a precise explanation of the maximum plausible personal consequence.

44. FOUNDER REVIEW

List each personal promise and its beneficiary.

Review knowledge qualifiers, disclosure exceptions, liability caps, claim periods and fraud language.

Ask whether liability is individual or shared with other founders. Obtain separate advice where company and founder interests diverge.

LIQUIDATION PREFERENCE: EXAMPLE SETUP

$2m invested for 20% as-converted ownership.

The company distributes $10m to shareholders after debt and transaction costs.

Assume one preferred class, no dividends and no other adjustments. The remaining 80% is held by common shareholders.

Compare three terms on the following pages.

1X NON-PARTICIPATING

Preference option: $2m.
As-converted option: 20% x $10m = $2m.

Investor receives $2m.
Common shareholders receive $8m.

At a $20m distribution, conversion would yield $4m, exceeding the $2m preference. The investor would generally choose conversion.

2X NON-PARTICIPATING

Preference option: 2 x $2m = $4m.
As-converted option: 20% x $10m = $2m.

Investor receives $4m.
Common shareholders receive $6m.

The ownership percentage is unchanged, but the payout at this exit is different.

1X UNCAPPED PARTICIPATING

First pay the investor's $2m preference.
Remaining proceeds: $8m.

Investor also receives 20% x $8m = $1.6m.

Total investor payout: $3.6m.
Common shareholders receive $6.4m.

This calculation assumes uncapped participation and one preferred class.

ANTI-DILUTION: THREE VARIANTS

Broad-based weighted average uses a wider defined share base.

Narrow-based weighted average uses a smaller base and generally produces a stronger adjustment.

Full ratchet can reset the protected conversion price to the new lower issue price regardless of round size.

Compare the actual definitions and exclusions.

FULL RATCHET: NUMERICAL EFFECT

An investor holds 1m preferred shares bought at $2 each, initially converting 1:1.

A covered issue at $1 resets the conversion price to $1 under the assumed full-ratchet clause.

The shares now convert into 2m common shares: $2m / $1.

That increases as-converted ownership. It does not automatically double the liquidation preference.

WEIGHTED AVERAGE: NUMERICAL EFFECT

Assume old conversion price = $2; defined share base A = 10m; new money = $2m; new shares C = 2m.

B = new money / old price = 1m.
New price = $2 x (A + B) / (A + C)
= $2 x 11/12 = $1.8333.

A 1m-share preferred holding converts into about 1.0909m common shares. Actual contracts define the inputs.

RIGHTS WORK TOGETHER

Imagine three clauses operating together:
1. Investors can appoint a board majority.
2. The founder's board seat ends with employment.
3. A new vesting schedule permits repurchase after departure.

Review the combined effect of termination on authority and ownership. Evaluating each clause alone misses that interaction.

"SHOW THE VC THAT YOU WILL STAND UP FOR THE IMPORTANT ISSUES."

Exact verified quotation from Negotiating Term Sheets; institutional attribution

SERIES A COMPLETION CHECK

Have counsel and the finance lead produce:
1. Before-and-after ownership.
2. Several exit waterfalls.
3. A board and veto map.
4. A founder departure calculation.
5. A personal-liability summary.

Record the specific compromises accepted and why the overall financing remains worthwhile.

SERIES B: SCALING AND FINANCING PRESSURE

45. PREFERENCE-STACK GROWTH

Successive rounds can build a substantial amount payable ahead of common shareholders. A larger sale price may still leave common holders with little after those claims.

Track the preference stack alongside valuation and ownership.

45. FOUNDER REVIEW

Maintain a schedule of original investment, multiple, dividends, participation and seniority for each class.

At each proposed round, calculate common proceeds across a range of exit values.

Ask when conversion becomes attractive to each class and how that changes the distribution.

46. NEW SENIORITY OVER EARLIER ROUNDS

A new round can receive priority over existing preferred shares. That changes which investors bear losses at a modest exit.

Consider how the revised payout order could influence decisions about refinancing or accepting a sale.

46. FOUNDER REVIEW

Run the same exit assumptions under senior and equal-ranking alternatives.

Original example: a new $6m senior preference and an old $4m preference share only $7m of proceeds. With both taking preference, the new class gets $6m, the old class $1m and common zero.

Check required approvals.

47. DOWN-ROUND DILUTION CASCADE

A lower-priced round can dilute holders through both newly issued shares and adjustments to protected preferred shares. Pool increases and convertibles may add further effects.

A single headline dilution percentage may conceal several mechanisms.

47. FOUNDER REVIEW

Calculate each step separately:
1. Existing conversion adjustments.
2. Notes and SAFEs.
3. Employee-pool changes.
4. New investment.
5. Warrants or additional incentives.

Reconcile the final shares, ownership and preference rights to the proposed documents.

48. PAY-TO-PLAY PROVISIONS

Pay-to-play ties retention of specified investor rights to participation in a financing. A non-participant can lose protections or face conversion into a different security.

The precise consequence determines its economic impact.

48. FOUNDER REVIEW

Ask who must invest, how much, by when and on what terms.

Model participation and non-participation for every affected class.

Check whether small holders can realistically participate, whether exceptions exist, and what approvals and disclosures are required.

49. INSIDER-LED FINANCING CONFLICTS

Existing investors may influence both the company's financing decision and the terms offered to it. A distressed company can have limited alternatives.

Process, conflicts and disclosure deserve explicit legal attention.

49. FOUNDER REVIEW

Ask counsel to map interested decision-makers and the applicable approval standard.

Document available alternatives, negotiation history and the basis for the price.

Consider independent advice or a special process where appropriate. A label such as independent committee does not by itself resolve every issue.

50. CRAM-DOWN OR RECAPITALIZATION

A restructuring may substantially reduce existing ownership or replace prior securities with different rights. The term cram-down is used for several structures.

Read the actual exchange and financing steps to understand the outcome.

50. FOUNDER REVIEW

Prepare a holder-by-holder comparison of shares, preferences and control before and after the proposal.

Ask what happens without the financing, which alternatives were considered, and whose approval is required.

Review employee incentives and dissenting-holder treatment with counsel.

51. CONDITIONAL FUNDING TRANCHES

A financing can deliver cash in instalments linked to time or milestones. The announced amount may therefore exceed the cash initially available.

Ambiguous conditions make runway planning difficult.

51. FOUNDER REVIEW

Specify the measurement, evidence, decision-maker, funding date and dispute process for each tranche.

Ask what happens if the investor fails to fund or the milestone is narrowly missed.

Model runway using only the initial cash and separately show contingent funding.

52. UNREALISTIC GROWTH COMMITMENTS

Aggressive targets can encourage hiring and spending before the operating model is dependable. A missed target may also affect the next financing or a conditional tranche.

Translate the plan into measurable operating assumptions.

52. FOUNDER REVIEW

Stress-test slower sales, delayed customer payments and rising acquisition cost.

Set leading indicators and decisions to take if results deteriorate.

Distinguish management forecasts from contractual promises. Review how investors can respond to missed milestones.

53. VENTURE-DEBT REPAYMENT PRESSURE

Borrowing creates payment obligations that compete with operating cash needs. Principal, interest and fees can become due before the company raises more equity.

Model the repayment schedule against cash receipts.

53. FOUNDER REVIEW

Ask the finance lead for a monthly cash plan through maturity.

Test a delayed equity round and reduced revenue.

Identify the date on which debt service prevents essential operating payments. Discuss refinancing assumptions and an alternative funding or cost plan.

54. DEBT COVENANTS AND DRAW CONDITIONS

A facility's total size does not necessarily equal immediately usable cash. Draw conditions and ongoing covenants can restrict access or trigger default consequences.

Understand what must remain true after closing.

54. FOUNDER REVIEW

Create a monitoring sheet for each test, calculation date, reporting deadline and cure provision.

Ask which assumptions control access to an undrawn tranche.

Model a covenant failure before cash exhaustion. Review whether waivers require fees or additional concessions.

55. SECURITY INTERESTS AND DEFAULT REMEDIES

Secured lending can give a lender rights over specified company assets following default, subject to the agreement and law.

Review collateral and enforcement alongside restrictions on future borrowing and transactions.

55. FOUNDER REVIEW

Ask counsel to explain collateral coverage, IP treatment and cross-default language.

Identify who may accelerate the debt, what cure period applies and what enforcement can affect.

Test the impact on a future equity round, acquisition or refinancing.

56. DEBT WARRANTS AND ADDITIONAL FEES

Debt may include warrants and fees beyond ordinary interest. These change the cash cost and possible dilution of the financing.

A low headline rate is insufficient for comparison.

56. FOUNDER REVIEW

Prepare a total-cost schedule covering cash payments and warrant outcomes.

Compare early repayment, full-term repayment and default scenarios.

Check warrant exercise price, expiry, adjustment clauses and sale treatment. Ask how fees affect usable cash at closing.

57. MULTIPLE INVESTOR VETO POINTS

Successive rounds can add separate class and investor approvals. A proposal supported by most shareholders may still face a distinct contractual consent requirement.

Keep one map of all approval routes.

57. FOUNDER REVIEW

For an urgent financing, list every required vote and signature.

Identify duplicate consents, holders with very small stakes and rights that no longer serve their original purpose.

Discuss workable thresholds, response procedures and negotiated cleanup during the next round.

58. RIGHTS THAT SURVIVE TOO LONG

Rights can continue after the commercial reason for granting them has changed, including after a substantial reduction in ownership.

Review duration, transferability and termination conditions rather than assuming rights expire automatically.

58. FOUNDER REVIEW

For each board, information, veto and participation right, record a termination rule.

Ask whether affiliates may aggregate holdings and whether transferees inherit the right.

Test the result after an investor sells most of its stake or transfers shares to a competitor.

TRANCHES: RUNWAY REALITY

A financing announces $6m:
$2m at closing and $4m after a milestone.

At $250k monthly net burn, the initial $2m supports eight months, ignoring minimum cash, fees and timing changes.

If the milestone takes ten months, the company needs a different spending plan or additional committed funds before that date.

DEBT: CASH STRESS TEST

$1m borrowed; assume $40k principal repayment per month plus $10k interest and fees in the first tested month.

If operating net burn is $150k, that month uses $200k in total.

Model later months individually as balances and rates change. Identify the first cash or covenant shortfall.

SERIES B COMPLETION CHECK

Produce three integrated scenarios:
1. Growth on plan.
2. Next round delayed.
3. Financing at a lower price.

For each, show cash, covenants, ownership, preference claims and approvals.

Name the person monitoring each leading indicator and the decision date for corrective action.

SERIES C: STRUCTURED CAPITAL AND EXITS

59. HEADLINE VALUATION AND SPECIAL TERMS

A preferred share with strong downside protection has different economics from ordinary common equity. Headline valuation can obscure those differences.

Inspect the rights attached to the price when comparing offers or describing employee equity value.

59. FOUNDER REVIEW

Ask for an offer comparison using identical company outcomes.

List extra shares, preferred returns, participation, redemption and IPO price protection.

Have the finance lead show both ownership and proceeds. Treat a preferred financing price as one input to a broader valuation analysis.

60. REDEMPTION RIGHTS

Redemption provisions may permit investors to require the company to repurchase shares after specified conditions. Actual payment is subject to contractual and legal restrictions.

Examine the cash obligation and leverage created by the request.

60. FOUNDER REVIEW

Ask when redemption may be requested, by whom, at what price and in how many instalments.

Review dividends, default consequences and available-funds limitations.

Model the company's ability to respond without a new round or sale. Obtain advice on local capital-maintenance rules.

61. MINIMUM-RETURN OR IRR PROVISIONS

A term linked to a minimum return can increase an investor's entitlement with time. Specify whether it affects a redemption amount, exit distribution or another payment.

The label alone does not reveal the calculation.

61. FOUNDER REVIEW

Original example: $10m accruing at a 15% annual compounded return grows to $15.20875m after three years, before any offsets.

Ask whether prior payments reduce the claim, whether the amount is capped, and whether conversion remains available. Identify who bears the additional amount.

62. IPO RATCHETS AND PRICE PROTECTION

Some late-stage securities provide extra shares or other protection if IPO pricing falls below an agreed benchmark. Such terms have appeared in historical venture financings.

Their effect depends on the actual trigger and formula.

62. FOUNDER REVIEW

Calculate the additional shares at several IPO prices and dates.

Review any guaranteed return, maximum adjustment and sunset date.

Ask how the provision interacts with ordinary anti-dilution and conversion. Do not assume all protections apply cumulatively.

63. QUALIFIED-IPO THRESHOLDS

Preferred conversion can depend on an IPO meeting specified conditions. If the planned offering falls outside them, additional investor approval may be needed.

Read the automatic-conversion provision alongside the offering plan.

63. FOUNDER REVIEW

Check minimum proceeds, share price, exchange and offering definitions.

Test a smaller IPO, a different listing route and a delayed offering.

Identify the vote needed to waive the thresholds and negotiate an achievable process before financing choices narrow.

64. REGISTRATION RIGHTS AND LIQUIDITY PRESSURE

Registration rights can let eligible holders request steps toward a registered share offering, subject to negotiated conditions.

They do not guarantee an immediate sale or a successful public offering.

64. FOUNDER REVIEW

Review who may initiate a request, minimum size, timing, company expenses and postponement rights.

Ask how competing investor requests are coordinated.

Include lockups, market conditions and legal restrictions when forecasting when holders could actually sell.

65. SECONDARY SALES AND COMPANY PROCEEDS

In a primary issuance, the company sells new shares and receives funds. In a secondary sale, an existing holder receives payment for transferred shares.

A combined round announcement can include both.

65. FOUNDER REVIEW

Require a sources-and-uses schedule separating primary, secondary and fees.

Original example: a $30m transaction with $20m primary and $10m secondary provides $20m to the company before expenses.

Build runway from the company's net receipts and disclose the split clearly.

66. UNEQUAL LIQUIDITY ACCESS

Selective secondary opportunities can raise concerns among founders, employees and investors. Allocation, eligibility and transfer restrictions determine who can participate.

Plan the process and communication before requesting approvals.

66. FOUNDER REVIEW

Set documented eligibility, sale limits and allocation rules.

Check participation rights, option exercise, withholding, disclosure and approvals with advisers.

Explain what is available, what remains uncertain and how an oversubscribed secondary opportunity will be handled.

67. SALE-PROCESS CONTROL

Sale approval can depend on a combination of board votes, class consents and drag-along obligations. Some documents also address who may initiate a sale process.

Map these mechanisms before a buyer approaches.

67. FOUNDER REVIEW

Ask who can appoint advisers, negotiate exclusivity, reject a bid or compel shareholder support.

Test a sale favoured by preferred holders but unattractive to common.

Review conflict procedures, disclosure and the relationship between contractual rights and legal duties.

68. STRATEGIC ACQUISITION RIGHTS

An acquisition right of first refusal or matching right may change a buyer's incentive to spend time on diligence and bidding.

It grants a strategic advantage that can extend beyond the investor's equity ownership.

68. FOUNDER REVIEW

Ask which transactions trigger the right, what information must be disclosed and how long matching may take.

Model a competing bidder's experience.

Discuss removing, narrowing or time-limiting the right and excluding sensitive bidder information where appropriate.

69. EXIT-PROCEEDS DEDUCTIONS

A headline transaction value may include amounts that will not be distributed to shareholders at closing. Debt, costs, adjustments and deferred consideration can affect receipts.

Prepare a bridge from announced value to cash available for the equity waterfall.

69. FOUNDER REVIEW

Separate enterprise value, equity purchase price and distributable closing proceeds.

List debt treatment, cash adjustments, fees, escrow, holdbacks and management arrangements.

Confirm the contract's definitions to avoid deducting the same amount twice. Model shareholder tax separately.

70. EARN-OUTS AND RETENTION CONDITIONS

An earn-out makes part of consideration depend on future milestones or performance. Retention payments may instead depend on continued service.

Buyer control after closing and precise definitions affect the chance of receiving contingent payments.

70. FOUNDER REVIEW

Separate guaranteed closing consideration, performance payments and employment compensation.

Ask who controls budgets, staffing, accounting and product priorities.

Review measurement, audit access, dispute resolution and termination treatment. Calculate the outcome if contingent payments are zero.

71. EMPLOYEE EQUITY LOSING INCENTIVE VALUE

Employee ownership percentages can look attractive while expected payouts are limited by preference claims and exercise costs.

The company should understand the likely economic value of incentives at plausible outcomes.

71. FOUNDER REVIEW

Model representative grants through the full waterfall, including exercise price and vesting.

Seek advice on tax and any repricing or replacement plan.

Explain risks and assumptions accurately. Review whether incentives still support retention after a difficult financing.

72. CROSS-BORDER AND REGULATORY CLOSING RISK

Cross-border financing can require review of investment rules, securities requirements and other restrictions. NVCA's updated models flag US outbound-investment and bulk-data issues among relevant developments.

The applicable analysis depends on the parties and business.

72. FOUNDER REVIEW

Map investor ownership, company jurisdictions, operating locations, technology and data access.

Ask advisers which approvals or filings affect signing and closing.

Assign responsibility and a timetable. Include a lawful alternative if approval is delayed or unavailable.

AN EXIT CAN LEAVE COMMON WITH ZERO

$25m is available to shareholders after debt and transaction costs.

Preferred investors have $30m of applicable preferences and choose preference payouts.

All $25m goes to preferred holders according to priority. Common receives zero.

A founder's 20% ownership therefore does not yield $5m in this scenario.

EXIT VALUE TO CLOSING CASH

Start with $50m enterprise value.
Add $2m cash; subtract $8m debt.
Illustrative equity value: $44m.

If sellers bear $2m fees and $4m is withheld in escrow, $38m is available at closing before the applicable shareholder allocation.

This assumes no other adjustments. Escrow may later be released or used for claims.

SERIES C COMPLETION CHECK

Request:
1. Rights-adjusted offer comparison.
2. Primary and secondary proceeds split.
3. Redemption and return calculations.
4. IPO and sale approval map.
5. Closing and contingent exit waterfalls.

Check how long the company can operate if expected liquidity is delayed.

CONTRACTS: WHERE THE RIGHTS LIVE

READ THE DOCUMENTS AS ONE SYSTEM

The NVCA model suite includes a charter, stock purchase agreement, investors' rights agreement, voting agreement and ROFR/co-sale agreement.

Actual transactions may use different names or combine documents.

Cross-check definitions, approval thresholds and priority provisions. Treat models as starting points requiring adaptation.

TERM SHEET

Mark each provision as binding, non-binding or requiring legal interpretation.

Review exclusivity, confidentiality, expenses, expiry and remaining approvals.

Record agreed ownership assumptions and material negotiated points so the definitive documents can be compared against them.

SAFE OR CONVERTIBLE NOTE

Check issuance, conversion, amendment and termination.

For every event, identify the price, security received, approval requirement and cash consequence.

Include side letters. For notes, separately review interest, maturity, default, security and any guarantee.

CHARTER OR ARTICLES

Review the rights attached to each class: preferences, participation, dividends, conversion, anti-dilution and redemption.

Map class votes and deemed liquidation events.

Ask which provisions can be changed, by whom and with what consent from adversely affected holders.

INVESTMENT OR SUBSCRIPTION AGREEMENT

Confirm investor identity, amount, share price, payment timing and conditions.

Review representations, disclosure exceptions, termination rights and remedies.

For instalments, confirm whether each later payment is firmly committed or conditional and who assesses the conditions.

SHAREHOLDERS' OR INVESTORS' RIGHTS AGREEMENT

Identify information delivery, inspection, participation, consent and registration rights wherever they appear.

Ask who qualifies for each right and when it ends.

Assign an internal owner for recurring obligations and identify confidentiality or competitor-access concerns.

VOTING AGREEMENT

Show board appointment and removal powers, independent-seat selection and vacancy treatment.

Review voting commitments and drag-along triggers.

Test founder departure, investor transfers and an urgent sale. Confirm the agreement remains consistent with the charter and local law.

TRANSFER, ROFR AND CO-SALE AGREEMENT

Review transfer consents, permitted transfers, notice procedures and matching rights.

Calculate how co-sale participation reduces a seller's allocation.

Ask whether estate planning, family entities and internal fund transfers require additional steps.

FOUNDER EMPLOYMENT AND EQUITY AGREEMENTS

Read vesting, repurchase, termination, acceleration and restrictive covenants together.

Ask what survives a departure and what happens to the board seat.

Review IP assignment and confidentiality. Have local counsel examine employment and post-employment restrictions.

SIDE LETTERS

Create a holder-by-holder rights register.

Review information rights, participation, MFN, consent and any preferential treatment.

Check whether obligations conflict with other documents or survive a later financing. Identify rights that need an express waiver or termination.

DEBT AND SECURITY DOCUMENTS

Match the facility agreement with security, guarantees, warrants and fee letters.

Confirm repayment dates, draw conditions, covenants, cure periods and remedies.

Ask how a refinancing, equity raise or company sale affects repayment and release of collateral.

DISCLOSURE SCHEDULES AND APPROVALS

List exceptions to contractual representations in the agreed disclosure process.

Reconcile ownership, IP, financials, key contracts and disputes with supporting evidence.

Confirm the required corporate approvals, signatures and filings. Assign owners to post-closing items.

DISCLOSURE IS PART OF THE CONTRACT

A disclosure schedule can qualify a representation by identifying an exception, such as active litigation.

A document placed in a data room may not satisfy the contract's disclosure standard. Ask counsel how information must be referenced and delivered.

Verify that the representation and accepted disclosure together are accurate.

FUNDRAISING PROCESS: SIGNING AND CLOSING

EXCLUSIVITY THAT LASTS TOO LONG

An exclusivity period may limit discussions with other investors while closing remains conditional.

Agree a clear end date, diligence plan and responsibilities. Ask what happens if the investor pauses or materially changes the proposal.

Match the timetable to remaining runway and keep the board informed.

UNCAPPED TRANSACTION EXPENSES

Identify whose legal, diligence, adviser and other costs the company must bear.

Request an agreed scope and cap, with approval before overruns.

Clarify whether reimbursement depends on closing and what happens if either party abandons the transaction. Include expenses in net proceeds.

BROAD INVESTOR WITHDRAWAL CONDITIONS

List unresolved investment approvals and closing conditions.

Distinguish measurable requirements from broad discretion. Ask who decides whether a condition is met and when that decision must occur.

Build an alternative cash plan if funding does not arrive on the target date.

CONFUSING SIGNING WITH AVAILABLE CASH

Track four separate states: proposed, approved, signed and funded.

Confirm the legal effect of each agreement and whether all required signatures and conditions are complete.

Do not approve spending on the assumption that a signed term sheet has already financed the company.

DEFINITIVE DOCUMENTS DRIFT FROM THE DEAL

Request a list of material deviations from the term sheet.

Check new definitions, exceptions, thresholds and cross-references. Small wording changes can affect the agreed economics.

Approve the actual final documents and calculations, with a controlled version and signature set.

INACCURATE OR INCONSISTENT DISCLOSURES

Use consistent definitions for revenue, ARR, bookings, churn and customer counts.

Reconcile the pitch, financial model and diligence materials. Identify estimates and forecasts clearly.

Correct material errors through counsel before closing and preserve the underlying supporting records.

UNSAFE INFORMATION SHARING

Stage diligence access by sensitivity and need.

Discuss confidentiality, competitor conflicts and permitted recipients. Use aggregated or redacted information where appropriate.

Keep an access record. Ask advisers about privacy, security and legal privilege before sharing sensitive documents.

UNVERIFIED PAYMENT INSTRUCTIONS

Confirm payment details through an established contact using a known communication channel.

Independently verify any last-minute change. Match the beneficiary to the approved transaction.

Reconcile receipts, bank charges and amounts owed, then record who confirmed the completed funding.

BINDING PROVISIONS NEED SEPARATE ATTENTION

A document described as non-binding can contain provisions intended to bind the parties.

Have counsel mark the binding sections and explain their consequences before signing.

For an actual dispute, governing law, the full wording and conduct matter. Avoid treating a document title as the legal answer.

FUNDRAISING COMMUNICATIONS ARE REGULATED

US rules can restrict how a company approaches prospective investors, depending on the exemption used. Public solicitation is not permitted under every route.

Before posting an investment offer or paying an intermediary, ask advisers to confirm the permitted process. Cross-border offers may involve more than one legal system.

BEFORE SIGNING: THE FOUNDER REVIEW PACK

1. FULLY DILUTED CAPITALIZATION TABLE

Include issued shares, options, unallocated reserve, warrants, SAFEs and notes under stated assumptions.

Show each founder and investor before and after closing. Separate current shares from assumed conversion.

Tie every line to an executed document, approved grant or proposed financing term.

2. EXIT WATERFALL

Choose low, moderate and high proceeds scenarios.

Apply debt treatment, expenses, preference priority, dividends, participation and conversion decisions consistently.

Show each class and representative founder or employee payouts. Separate closing cash, deferred amounts and personal tax estimates.

3. CONTROL MAP

For each key decision, record:
1. Board approval.
2. Shareholder approval.
3. Separate class or investor consent.
4. Applicable contractual restrictions.

Test founder removal, a new financing, a sale and a deadlock. Record who can appoint or replace decision-makers.

4. OBLIGATIONS CALENDAR

Record reporting dates, covenant tests, note maturity, debt payments, funding milestones and possible redemption dates.

Add notice periods and expiry dates for rights.

Assign an owner and escalation path to every item. Review the calendar with the cash forecast before commitments are made.

5. DOWNSIDE SIMULATION

Test:
1. The next round arrives late.
2. Valuation falls.
3. A founder leaves.
4. A milestone is missed.
5. The company sells below invested capital.

Show cash, ownership, control and individual proceeds together. Decide which outcomes are acceptable before signing.

TERMS TO SCRUTINIZE CLOSELY

Give special attention to:
• Full-ratchet anti-dilution.
• Multiple or participating preferences.
• Compounding dividends or return floors.
• Broad personal guarantees.
• Subjective funding conditions.
• Founder vesting resets.
• Vested-share forfeiture or discounted repurchase.
• Investor-controlled sale or operating vetoes.

Evaluate combinations, available alternatives and the cash runway.

NEGOTIATION MEANS CHOOSING TRADE-OFFS

A provision can protect an investor while creating costs for the company or other holders. Its effect depends on price, scope and the rest of the agreement.

Identify the few changes with the largest effect on realistic outcomes.

Record the terms accepted, the alternatives considered and the reason the deal supports the company's plan.

EVIDENCE AND LIMITATIONS

YC explains its own SAFE forms; NVCA supplies model financing documents; the SEC explains US offering pathways.

Law-firm guidance explains mechanisms and drafting considerations. Historical studies do not establish current term frequency.

Founder-review pages and invented calculations are original educational synthesis. Actual contracts and local law govern outcomes.

PRIMARY SOURCES AND FURTHER READING

Start with the linked NVCA model-document collection.

Other page-level sources include YC's SAFE forms and user guide, SEC offering guidance, Cooley GO, Fenwick and Gannons.

Use the source attached to each mechanism page. Review questions are original prompts to apply to your company.

THE DECISION BEFORE EVERY SIGNATURE

How much ownership will I retain?

Which decisions can I make, and who can block them?

What obligations will the company and I personally carry?

What will each stakeholder receive under realistic outcomes?

Ask for numbers and document references supporting every answer.