[bailey1541]

I have been a founder of three companies that led to successful (>$100M) acquisition over the last 20 years. Always in tech / CTO role.

Reading your post and comments, it seems to me that your ego and reality are somewhat disconnected. Not to say that you aren’t good at what you do, but you have no idea what it takes to actually build a company. It doesn’t matter how good the tech is, you don’t have a company without all the other parts.

I would also like to call out your suggestion that equity balance can solve the problem. This really makes me question the sophistication of your thinking, and casts serious doubt on your abilities as a leader and team builder - a key skill for a successful CTO.

From what I’ve read here, my assessment of you is a low (leadership) potential, very high-performance employee. Not CTO material without a lot of growth quickly.

The fault I would see in the CEO is if he doesn’t recognize his mistake soon enough and fire you before your stock vests. I see no way for the company to be successful with you as CTO and the huge schism in the leadership team that already exists.