The next time I'm involved in an acquisition as a founder, I'm going to negotiate clauses to reverse the acquisition based on milestones by the acquiring compan

The next time I'm involved in an acquisition as a founder, I'm going to negotiate clauses to reverse the acquisition based on milestones by the acquiring company. While I would like to think that this should only happen under severe circumstances that one would not usually predict, shit happens. I wasn't prepared or experienced enough to protect myself. Talent acqhires needs to be clear and not overpromise and under deliver. There's nothing I respect more than transparency, and there's nothing I despise more than koolaid. Koolaid works for some, necessary evil for uniting a company during hard times, but not for the guys (and gals) who've been in the trenches and understand the game. Maybe this is part of the game, but who wants to go through the legal headaches to make an acquisitions and then go back to HR to find human capital replacements 1-2 years in because they got frustrated and left?...