happy Thursday morning everybody welcome to the tropical MBA podcast listening to this episode is the beginning. They say think about these things in the beginning.

Well, if you didn't do it, we need to think about it right now because it only gets worse.

As many of you know, I do a lot of coaching. I talk to entrepreneurs all the time. And I feel like

my desk is just partnerships, partnerships,

partnerships lately. So what I want to do is share some of the problematic elements of business

partnerships, the problematic ways in which we think about them, and what we can do to successfully

navigate them and harness their true power when necessary.

When I was younger, I used to hear the thing, a partnership is a sinking ship.

This is a cliche for a reason. I did not take it seriously now.

Looking at it in reverse, man, partnerships cause a lot of problems.

So I want to talk about some of the reasons why we do it in the first place and then how we can successfully navigate.

And this is, you know, direct from my desk, stuff that I'm seeing every day.

Okay.

Part of the reason I'm doing this episode is that there's a couple, like,

I think problems in the bootstrap partnership zeitgeist space.

The first is that this stuff is so singular for bootstrappers.

There's not like a clear roadmap or model for doing this.

So we all tend to do our own bespoke version of

partnerships. And who are we learning this stuff from? It's like either the legal profession or like

the startup ecosystem. We borrow a lot of these ideas that we hear about from Y Combinator and

startups. And then we apply them to bootstrapping and it causes problems.

In fact, I want to point to, if you're on the mailing this, I'll mail you this article.

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