sstradling

I built a customizable, context-sensitive menu module in another Slack project, and I'm thinking of spinning it out into a separate app. Essentially, it would let any team set up a custom internal menu (help, docs, contact info, onboarding), callable via '/menu', without having to build or host their own bot. The menus are multi-level (use IM buttons to navigate paths like main menu -> help -> contacts) and can be set to serve different content to different roles/groups.

The question is whether menus are a problem anyone needs solved? We have menus in Slack apps to help with app-specific stuff, but would teams get use out of having team-specific menus?

I'm trying to decide if it's worth spinning the module out into a separate service (Menus-as-a-Service - we can make MaaS a thing!), or if this would just turn into Slackstore clutter.

I founded a (very, very small) startup a couple of months ago with a friend and a brother-in-law. The friend is our front-end developer, the BIL is our data analysis guy. I'm the back-end dev, but also the guy learning the business, sales, and management side of everything.

I keep wondering whether and how to start my co-founders on the business side of things. I'll talk strategy and business needs with them, but the question is whether I should be working to train them in strategy/management/everything else too, or should I let them focus on their core areas?

I worry: 1) they will begin to feel more like employees than co-founders if I'm running all the business aspects of our business, 2) they won't be able to give me good advice because they won't know if I'm being an idiot, and 3) if our company actually grows beyond 3 people, they won't have the context and skills to work as well managing as they do as contributors.

I've read a lot on co-founder management, but I don't know how to address this or even if it's an issue. Any thoughts?