i think a little conflict is fine, working through conflict can often times build trust, use this as a learning experience because you're always going to have c

i think a little conflict is fine, working through conflict can often times build trust, use this as a learning experience because you're always going to have conflict, even if this conflict feels like a core belief mismatch. i find the founder is a bit too super direct and lacks tact, i'm a senior director, and have never told anyone to earn my trust, it's a given, i gain nothing by explicitly stating this, but that's besides the point, different strokes, different folks. i also see a bit of a power struggle here, because your role, perhaps at other companies, has been more control and process oriented, this is a startup with few processes and control seems to be completely with the founder. here's what i suggest, change is inevitably hard to deal with, it takes time and it's very natural for people to resist, so the first thing for you is to decide whether you're ok with this taking a long time, if not, there are a ton of other opportunities out there, don't waste time. if you're willing to stick it out and see value in the business, in the role, then figure out how to do things in incremental steps aka non-earth shattering, it shouldn't be, adhere to my god-like, every company does it this way devops pattern or else (even if it is god-like). baby steps where it's easier for the team/founder to accept, less friction/inertia. another thing is through statistics, founders change caused this which impacted that, we had 3h downtime because founder's change hosed the system, this caused roughly $20,000 hit to revenue, or we lost x users as a results of this. if he's ok with this after repeatedly pointing this out, maybe it's because his goal is different, he's looking for speed of execution as opposed to short term revenue gain, in which case you need to try to align and figure out ways to break things even faster, but with simple ways of rolling back. maybe he/she wants a/b type testing with quick rollbacks in case stuff hits the fan. obviously aligning with the founder is going to be critical. i also suggest a book titled "what got you here won't get your there". you should treat every new role with an open outlook, there are always new challenges to sharpen your skills and experience, if everything's similar to what you did before, you're essentially not learning much.