A structured method for conversations that partners usually avoid
The program doesn't improvise. Each session has a defined focus, a specific set of tools, and a concrete output that feeds into the final written agreement.
Why a structured process matters
Most partners have tried to have these conversations on their own — and it hasn't worked. Not because they're bad at communicating, but because difficult operational conversations between people with equal standing and shared history require a specific kind of structure to move forward.
A neutral facilitator changes the dynamic. They hold the process so the partners can focus on the content. They keep conversations from going in circles. They make sure both partners are heard — not just the more assertive one.
The written agreement at the end isn't a formality. It's the reason the sessions work — because both partners know from the start that what they agree to will be written down and signed.
What happens in each session
Diagnosis — Naming what's actually happening
Session 1Each partner speaks about what they're experiencing — the friction points, the things they don't say, the patterns they've noticed. The facilitator listens without taking sides and maps the full picture. This session is about surfacing, not solving. The goal is that both partners feel heard and that the real issues are on the table — not just the ones that are easy to name.
Roles & Tasks — Who does what
Session 2Partners work through the full map of responsibilities — operational, commercial, administrative, relational. They identify the tasks that are unclear, the ones that fall through the gaps, and the ones where both feel ownership. By the end, they reach explicit agreements on who owns what, and these go directly into the written agreement draft.
Decisions & Money — Who decides what, and how
Session 3The session maps the types of decisions the business requires and assigns clear authority to each type. It also covers financial arrangements — compensation, profit distribution, capital contributions — and reaches explicit agreements on each. This is typically the most difficult session, and where the facilitator's role is most active in keeping the conversation productive.
Written Agreement — Review, adjust, sign
Session 4The facilitator presents the draft operational agreement built from the previous sessions. Partners review it together, make any adjustments needed, and sign it. The session also covers what happens if the agreement isn't working — how to trigger a review, and what the process is when partners can't agree on something new.
What the facilitator does — and doesn't do
The Operational Agreement
A written document that specifies: who is responsible for what, who has decision authority over which matters, how financial arrangements work, and what happens when partners can't agree.
- Role and responsibility map
- Decision authority matrix
- Financial arrangement terms
- Deadlock resolution process
- Review and update mechanism
Start with a free exploratory call
A 30-minute conversation to understand your situation and determine whether this program is the right fit for what you're dealing with.