There is so much work to do in a business that's not product development that having someone who can take care of that for you which can allow you to focus on t

There is so much work to do in a business that's not product development that having someone who can take care of that for you which can allow you to focus on the product is pretty amazing. It does sound like maybe you have to be the leader though so identify things that need doing and delegate. Consider this your chance to develop your leadership skills. However this isn't really ideal though because as a 50% cofounder he should be actively seeking non technical things to do to make the company better. At this stage of the company there is no such thing as not having enough work to do. Likewise you need to be feeding back your progress to him so he sees progress on your side as well. Progress creates enthusiasm which is contagious; if he doesn't catch the bug and up his game soon you need to get him out. He clearly cares less than you at this point. If that doesn't change you're in trouble because the person who cares less always has the power in a relationship. You're only a month away from launch so a wait and see attitude seems prudent but if your launch was a year away I'd suggest you get out. It seems like you're all in but he isn't yet. If that doesn't change your life will be miserable. Working remotely will not be your friend in this situation. I think maybe you need a plan to get him out in case things don't work out. Has he put money into the company? Are you both doing this full time? Who owns the IP of the technical work done so far? Has he found customers for you yet or done any market research to guide the development of the product? Is he awesome at what he does? Can you easily close this company and restart without him? Good luck!