I Want to See My New Business Take Off. One Person Is Holding Me Back.

"A colleague and I launched a new company after our previous employer closed. We divided responsibilities so she handled manufacturing and distribution while I managed digital content and marketing. My side of the business grew steadily. But within six months, her operational area began to falter. I began to step in to keep physical projects moving, and key infrastructure on her side wasn't maintained. Despite having access to shared digital project management tools, she frequently framed it as a communication problem."

"I attempted weekly check‑ins, but they rarely happened consistently and often devolved into venting rather than planning. Because our roles are so separate, meetings lack purpose beyond basic updates. Late last year, she asked to take over digital content management, leaving me with only marketing. Although I initially resisted-since I'd be giving up tasks I enjoy and that part of the business was functioning well-I eventually agreed. Since then, digital projects have slowed dramatically, leaving me with little marketing work."

"I've adapted repeatedly to her needs and tried to improve communication, yet she still feels overshadowed and left behind. I enjoy the job I do for the clients, but I don't have the bandwidth for hand-holding or supervising her side of things as well. I ultimately want to see this company grow and do well, and that requires both halves to work better. Is there a new way of approaching this that will get us back on track?"

Two co-founders launched a company after their previous employer closed and divided responsibilities: one handling manufacturing and distribution, the other managing digital content and marketing. The marketing side grew steadily while operations faltered within six months, prompting one partner to step into operational tasks as key infrastructure went unmaintained. Shared project tools existed but problems were framed as communication failures. Weekly check‑ins were inconsistent and often became venting sessions; meetings lacked purpose beyond updates. A role shift left the writer with only marketing and diminished digital output, creating workload imbalance and limited capacity for supervising the partner. The question asks whether a new approach can restore both halves.

Read at Slate Magazine