You are now faced with a number of decisions, namely: financial, emotional, moral and a business decision in general. On the financial front, the decision is e

You are now faced with a number of decisions, namely: financial, emotional, moral and a business decision in general. On the financial front, the decision is easy to remedy, if the other founders are willing. Ideal scenario is (a) Your 3% equity is fully-vested (b) 3% equity cannot be further diluted (c) you get retrospective compensation and (d) You get another good raise. Morally, you have been wronged. It is tempting to take the high ground and take full offensive on principal alone (fight) or cut all ties (flight). But a moral victory won't last long when you need to find a new job, when you realise your stake is gone or if the company gets a big exit 2 years down. Emotionally, you have every right to be upset and you'll need to find a way to deal with it. My own two cents is, "don't be a wuss" or anywhere near that frame of mind--you'll come out stronger and smarter, whatever happens. In terms of making a value-judgement business decision, your best outcome is that things get reconciled and you put this all behind yourselves, they apologise, you build a rapport with them and have discussions on how this can be avoided in the future. You may need to highlight to them all that you have given to this company and you are willing to reconcile if they are. You should probably not go in to work for 3-4 days (I am presuming they know you are upset and why) and wait for them to contact you during this time. If they contact you and are showing any signed of reconciliation your conversation should be about (a) how they can make things right financially (all 4 points above) and (b) how to avoid this in the future so that the company can have a strong moral standing. During this time, you should prepare for the worst and talk to a lawyer with the correct expertise.