16. July 2026
When Three Co-Founders Don't Agree
Lessons from Building an Eight-Figure IT Business
By Kevin Thomas
One of the greatest strengths of our IT business was also one of its biggest challenges.
There were three founders.
We each brought different skills, different personalities and different perspectives to the business. We all cared deeply about its success, and we were all passionate about building something special.
We're still good friends today.
But that doesn't mean we always agreed.
Far from it.
There were times when discussions became robust. Opinions differed. We challenged each other. Occasionally voices were raised.
Looking back, I wouldn't change that.
In fact, I believe those disagreements made us a stronger leadership team.
The important lesson wasn't how to avoid disagreement.
It was how to disagree well.
Disagreement Isn't the Problem
Many business owners assume that conflict between business partners is a sign something is wrong.
I see it differently.
If everyone agrees all the time, it can be a sign that important conversations simply aren't happening.
Strong leadership teams don't always think alike.
Different experiences and different viewpoints often lead to better decisions.
The real question isn't whether you'll disagree.
It's how you'll handle those moments when you do.
What Worked For Us
Looking back over the years, there were several principles that helped us navigate difficult conversations.
We Challenged Ideas, Not Each Other
Some of our best decisions came from healthy debate.
We learned to separate the person from the problem.
Challenge the idea.
Respect the individual.
Those are two very different things.
We Kept the Business at the Centre
Whenever discussions became difficult, we tried to bring ourselves back to one simple question:
"What's best for the business?"
Not:
"Who's right?"
Not:
"Whose idea wins?"
But:
"What gives the business the best chance of succeeding?"
That simple shift changed the tone of many conversations.
Once We Decided, We Moved Forward Together
Not every partner always got their own way.
That's impossible.
But once we'd reached a decision, we supported it as one leadership team.
There was no second-guessing.
No revisiting yesterday's argument.
No undermining one another.
Just commitment.
Trust Was Built Over Time
Trust isn't created by avoiding difficult conversations.
It's built by having them with honesty, respect and good intentions.
Looking back, I believe that's one of the reasons our partnership remained strong throughout our journey.
Every Partnership Will Face Difficult Conversations
Whether you have two founders or several directors, disagreement is inevitable.
Markets change.
People change.
Businesses grow.
Pressure increases.
Different opinions are part of leadership.
The goal isn't to eliminate disagreement.
The goal is to create an environment where people feel safe enough to challenge ideas while continuing to respect one another.
A Final Perspective
One of the questions I'm occasionally asked is whether the three founders of our business always agreed.
The honest answer?
No.
Not even close.
But we always shared one objective.
To build the best business we possibly could.
Looking back, I don't believe successful business partnerships are built because people always agree.
I believe they're built because people trust each other enough to disagree well.
That lesson has stayed with me throughout my business career, and it's one I still share with IT business owners today.
💡 Coaching Reflection
Before you move on, take a few minutes to reflect on your own business.
Ask yourself:
- Are we challenging ideas, or defending positions?
- Is there an important conversation we've been avoiding?
- When disagreements arise, do we focus on who's right—or what's best for the business?
- What's one conversation that could move our business forward if we had it this week?
Sometimes the biggest breakthroughs don't come from finding the perfect answer.
They come from having the conversation you've been putting off.
About the Author
Kevin Thomas is the founder of New Perspectives Business Coaching.
After helping build an IT business to an eight-figure annual turnover before successfully exiting in 2019, he now helps IT business owners regain focus, build momentum and build better businesses through practical coaching, real-world experience and thoughtful leadership.
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