这个问题，创业团队在早期想到的是，我们来分一下，你多少我多少，你30%我70%，或者是我60%你40%。其实这是不对的，在设计股权架构时，我们得先把别人的切掉，也就是预留一部分股权，后的才是自己的。

The first thing that the entrepreneurial team thought of in the early stage was, let's divide the number of you and me, 30% of you and 70% of me, or 60% of me and 40% of you. In fact, this is wrong. When designing the equity structure, we have to cut off others' equity first, that is, reserve some equity, and the last one is our own.

预留股权激励

Reserved equity incentive

现在大家都去创业，招人就非常难。如果你在招人的时候没有跟人家讲，我给你多少的股权或者股权激励，一般他是不会轻易来的。

Now that everyone starts a business, it's very difficult to recruit people. If you don't tell others how much equity or equity incentive I give you when recruiting, he won't come easily.

为吸收新的合伙人预留

Reserve for new partners

上面讲到，不能为了刻意追求合伙人的结构硬拉一个人来做CTO，如果项目已经开始，但还差一个CTO，或者CFO，这种情况下一定要预留股权出来，用来吸收新的合伙人。

As mentioned above, one cannot be forced to be a CTO in order to deliberately pursue the structure of partners. If the project has started, but there is still a CTO or CFO, in this case, equity must be reserved to absorb new partners.

有种做法是放在带头大哥的名下，但我不建议这样做。因为未来融资时股权是要稀释的。

One way is to put it under the name of the leading brother, but I don't suggest doing so. Because the equity will be diluted in future financing.

所以一般来说，预留的部分可以放在股权激励池里，新的人进来之后再分配给他。

Therefore, generally speaking, the reserved part can be placed in the equity incentive pool and distributed to new people after they come in.

融资预估

Financing estimate

创业项目终IPO的时候，CEO如果能有10%的股权就不错了。所以在融资的时候一定要适当的预估，这样大家就不会想着，我辛辛苦苦做的企业，到后，股权怎么就这么少

When the startup project is finally IPO, it would be good if the CEO could have 10% equity. Therefore, when financing, we must make appropriate estimates, so that we will not think about how the equity of the enterprise I worked hard to do will be so small in the end