INSIDE 1:1 MENTORING
Settle Co-Founder Client Roles Early
A composite client example, not a client story.
You are booking another trip to meet a co-founder's clients, and you still cannot say why those clients call you first. Ivanka Menken uses the Decision Rights Grid inside 1:1 Mentoring, a 6-month programme at AUD $1,500 per month ex GST, to write down who owns each client, who takes the call and who sets the money expectation. In the composite example, the founder travelled four to six times a year. The grid replaced the travel with written decision rights.
The Decision Rights Grid is a tool inside the programme, not a separate product.
AN EXAMPLE GRID
Three decisions. One owner each. Written down.
- CLIENT OWNERSHIPthe founder is toldCo-founder
- THE CALLthe founder is consultedCo-founder
- THE MONEY EXPECTATIONin writingTogether
THE RULE
“Client ownership is written down, not travelled for.”
A composite example, not a client result. Your grid will differ.
SOUND FAMILIAR?
The clients are theirs, the calls still come to you
- 01You are travelling to serve a co-founder's clients.
- 02Client decisions stall because no one knows who owns the call.
- 03Money expectations with your co-founder are still informal.
THE CLIENT LIST, AS IT STANDS
- Clients: listed and shared
- Who owns each one: not written
- Who makes the final call: whoever is asked
- Money expectations: talked about, never written
- Trips to the other region: four to six a year
An example. The list says who the clients are, not who decides.
THE EXAMPLE CASE
One co-founder relationship, read three ways
A composite client example, not a client story.
01
THE CLIENT AND THE MOMENT
Another flight to settle a question
A founder took on a new co-founder who brought clients in another region. Within months the founder was flying there four to six times a year to meet those clients, and still could not settle who owned the relationship. Each trip cost days away from the business. The founder came for help after a client rang, again, to ask the founder to decide something the co-founder had already agreed.
02
WHAT THEY HAD TRIED
A shared client list
The obvious fix was a shared client list. Both co-founders could see every client, every contact and every open job. It did not work, because the list said who the clients were, not who made the final call. Clients kept ringing the founder, and the founder kept booking flights to settle things in person.
03
WHAT IVANKA NOTICED
The travel was covering a gap
Ivanka noticed the trips were not about the clients. They covered a decision-rights gap: the co-founder had the clients, but the founder was still the one asked to decide. Every flight was a decision nobody had written down.
THE DIAGNOSIS AND THE INSIGHT
Unwritten decision rights, not a communication problem
It looked like a communication problem: two styles, two regions, too few calls. The real diagnosis was unwritten decision rights. With nothing written, every client question became a negotiation between the co-founders, and the client went to whoever had said yes last time.
Client ownership is settled by written decision rights, not by who travels the most. Once the rights are on one page, a client question has one answer and one person to ask.
Client ownership is settled by written decision rights, not by who travels the most.
THE COST OF STAYING STUCK
Stay stuck, and you take another four to six trips a year to serve a co-founder's clients while the rights stay unwritten. The money conversation waits too, until it arrives as a dispute.
THE TOOL
The Decision Rights Grid
The Decision Rights Grid puts three decisions on one page: who owns the client, who takes the call, and who sets the money expectation. Each one gets a named owner, and the other co-founder is either consulted or told.
An example grid. Tap a part. Your rows and your rights are yours.
Decision Rights Grid · a framework by Ivanka Menken
What it is
It is a one-page grid, written by the two co-founders in their own words. Each row is a decision, each column a co-founder, and each cell says owns, consulted or told. It is a coaching tool, not a partnership agreement.
What it replaces
It replaces the shared client list that never said who decides, the flight booked to settle a question in person, and the money conversation that stays informal until it hurts.
It sits inside 1:1 Mentoring, alongside the Fortnight Loop and the monthly scorecard. The grid is one decision in the six months, not a separate product, and there is no separate checkout. Anything that belongs in a legal agreement goes to your own lawyer.
THE GRID, ON ONE PAGE
- 01Client ownership: who owns each client, and who is told
- 02The call: who decides scope, price and problems for that client
- 03The money expectation: what each co-founder expects to earn, spend and draw
- 04The trip test: each trip checked against the written rights
- 05The review: the grid read again in the fortnight loop
HOW IVANKA WORKED WITH THEM
Draw the relationship as a grid
In the example session, Ivanka draws the co-founder relationship as a decision rights grid and asks three questions: who owns the client, who takes the call, and who sets the money expectation? Then she tests the four to six trips a year against what is written. For each trip, whose decision did it serve? The founder writes the one-page grid in the session. Before the next one, the founder walks the co-founder through it and brings back what they changed.
THE GRID, AS WRITTEN IN THE SESSION
- Client ownership
- The co-founder owns the clients they brought. The founder is told.
- The call
- The co-founder decides scope, price and problems. The founder is consulted.
- The money expectation
- What each expects to earn, spend and draw, set together.
- The trip test
- Each trip checked: whose decision did it serve?
- Reviewed
- Every fortnight
A composite example. Your rows and rights are yours.
THE FOUR-STEP LOOP
- 1The one thingThe next client question that will come to you instead of your co-founder.
- 2The numbersThe trips a year, the days away, and the calls that came to the wrong person.
- 3The storyWhy handing the client over feels like losing it.
- 4The commitmentThe written grid, taken to the co-founder before the next session.
THE QUESTIONS
- Who owns this client today, in writing?
- Who takes the call when the client asks for something new?
- Who sets the money expectation, and has it been said aloud?
- Which of the last trips served a decision the co-founder owns?
- What would the client need to hear to call the co-founder first?
Before the next session, the founder takes the grid to the co-founder, agrees the three rows in writing, and logs every client call that still comes to the wrong person.
WHAT CHANGED
Each client question has one owner
By month 6, the co-founder conversation runs on what is written, not on who flew in last.
NOW
- Four to six trips a year to meet a co-founder's clients.
- Clients call whoever said yes last time.
- Money expectations live in conversation.
- Every client question turns into a negotiation.
BY MONTH 6
- Written decision rights for client ownership, calls and money expectations.
- A trip is booked only when the grid says it is your decision.
- A fortnightly loop for the co-founder conversation.
- A monthly scorecard review of what the grid changed.
THE 12 FORTNIGHTS
- 1Call
- 2Call
- 3Call
- 4Call
- 5Call
- 6Month 3
- 7Call
- 8Call
- 9Call
- 10Call
- 11Call
- 12Month 6
The programme is the container: 12 fortnightly 60-minute sessions, a monthly scorecard, and reviews at month 3 and month 6.
ILLUSTRATIVE RESULT
In this composite example, the founder wrote a Decision Rights Grid for client ownership, calls and money expectations, then tested it in the next fortnightly loop. The result was fewer ad hoc trips and a clearer co-founder conversation. It is not legal advice. Illustrative, not a client result.
WHAT THIS MEANS FOR YOU
The next trip is a decision rights question
Ivanka Menken built 1:1 Mentoring for founders of $500K to $3M businesses. She has spent two decades leading peer groups and mentoring founders, and the co-founder question comes up early and often. She asks the hard question and holds you to the decision you write down.
If you are in the first months with a new co-founder, partner or investor, the decision in front of you is which three rights to write down first. Do it before the next client question turns into a dispute.
“During our sessions Ivanka isn’t just talking theory. She is sharing her own lived experiences.”
Business owner
WHO IT IS FOR
It fits
- You run a $500K to $3M business with a new co-founder, partner or investor.
- Your co-founder brings clients, and the calls still come to you.
- You travel, or ring, to settle questions that should not be yours.
- You will write the grid and take it to your co-founder.
It does not fit
- You want legal advice on a partnership or shareholder agreement.
- You want accounting or financial advice.
- You want someone to mediate a dispute that has already started.
- You want a done-for-you fix.
THE INVESTMENT
AUD $1,500
per month ex GST
6 months · 12 fortnightly sessions
It is part of 1:1 Mentoring, a 6-month programme at AUD $1,500 per month ex GST, not sold separately.
- 12 fortnightly 60-minute sessions
- A monthly one-page scorecard
- Reviews at month 3 and month 6
- The Decision Rights Grid for the co-founder conversation
Three founding places in total, shared across 1:1 Mentoring and its three focus programmes, are available at A$1,000 a month, in return for honest monthly feedback and a testimonial, which can be anonymous. Claim a founding place.
The Decision Rights Grid is part of the programme. It is not sold separately.
FREQUENTLY ASKED
Questions about co-founder decision rights
How do we split client ownership with a co-founder?
Write it down, client by client. One co-founder owns each client and the other is consulted or told, and the client hears who to call. A shared list is not enough, because it does not say who decides. Ivanka Menken works the split through with you in 1:1 Mentoring, a programme that runs 6 months at AUD $1,500 per month ex GST.
What decision rights should be written down?
Start with three: who owns the client, who takes the call when the client asks for something new, and who sets the money expectation. Each gets one owner. Ivanka Menken uses the Decision Rights Grid for this inside 1:1 Mentoring, 6 months at AUD $1,500 per month ex GST, and the grid has no separate checkout.
How often should we review money expectations?
Read them in the fortnightly loop while the partnership is new, and review them with the monthly scorecard. Expectations that are only said once drift quietly. In 1:1 Mentoring, Ivanka Menken puts the money row back on the table at each review, including month 3 and month 6. The programme runs 6 months at AUD $1,500 per month ex GST.
Is this legal advice on partnership agreements?
No. The Decision Rights Grid is a coaching tool for the co-founder conversation, not a partnership or shareholder agreement. Anything that belongs in a contract goes to your own lawyer. Ivanka Menken helps you decide what to ask for inside 1:1 Mentoring, which runs 6 months at AUD $1,500 per month ex GST.
Write the rights down before the next trip
If your co-founder has the clients and you still get the calls, start with 1:1 Mentoring. The Decision Rights Grid is inside it, and the 20-minute intro call is where you can see whether the programme fits.
Not legal advice, accounting, financial advice or a done-for-you fix.