Apropos remote working and ownership, I just did a bit with a world
consulting group, and met 1 person---the central project manager. I
worked with maybe 20 different people, invovling complex projects,
groups working on the same things, deadlines, and time zones around the
globe. It wasn`t a problem at all.
Consider this: you hire someone in town, have a deadline, explain
things, and one day they don`t feel like coming to work. They quit, or
their car breaks down, or whatever. How is it really different than the
person living in Australia? What are you gonna do....go to their house
and drag them out the door? :-)
Leadership is a mental and character event, not a proximity event. In
other words, leaders emerge through their actions and communications,
not where they live. In each sub-project, one person had a stronger
interest, more expertise, or more knowledge, and so they became the de
facto leader. It didn`t matter what their job title was, as it really
never does anywhere.
So finding someone who can buy into your project(s), take ownership of
them, and who doesn`t use corporate jargon phrases like these
is a function of working with different people until you find the right person.
Don`t partner with someone until you`ve worked with them for a few months and been through some ups and down.
Finally, if you`ve considered selling the company, then turned
180-degrees and want to fully invest in the same company, wouldn`t you
say you`re maybe a little inconsistent? :-) Where do you envision this
company in 1 year?