I have recently come to work for a business I think/thought had great potential. I have worked in the Green Industry for 22 years and have effectively retired twice. I have experience with the largest, the smallest, and everything in between when it comes to landscape companies, but I have never come across the current situation. This couple started a company in 2002. Essentially, The wife worked in it for 2 years, before the husband quit (or was possibly fired, depends on how you hear it from) his job and came to work for the company. He immediately poo-poo'd all over the wife's maintenance work as being insignificant, and went out to get construction work. In the years that followed (after examining the books) they did rather well in commercial construction, all the while stealing promising employees from maintenance, so anytime someone good for maintenance came along, they were stolen for the all important construction division. The company used to have the most dominant maintenance in their area, but they have since been surpassed by two other companies, significantly. Then the husband got bit by the "design bug" and shifted is attention to residential design build. They have steadily lost money for the past four years. I knew the first few weeks something was wrong when he told me his closing ratio was "85% to 90%". There are three major things going on with this guy: 1) he sucks at design. That's not to say he doesnt have good ideas, but they are usually not what the customer is looking for (that particular customer) and if the customer shoots down his ideas, the sells them what they want, and then adds his own stuff in for free. 2) he changes his design mid stream in the middle of the job, often multiple times. 3) not only does he give extras away for free, it slows down the momentum of the build, ticks off the customer, costs more money and time, drawing crews away from other builds, BUT he's missing the double whammy that he is cutting off his own foot by missing out on upsells! The wife is the majority owner of the business, the husband has put in $12000.00 years ago and $35000.00 of his moms money last year. Since then he whined and cried to get his wife to put his name on he land (something she owned and put tons of her own money into years ago before they met) and then once his name was on it, engineered and upside down loan, leveraged the land to the hilt and wasted it all on crap. Then to top it off, he has dozens of equipment loans out there. I have bought some of the wife's interest in the company (to put some much needed properly placed monies into the company) and as such have an equal (if not possibly larger) share of interest int he company than the husband does. The main problem is the husband wanders around town telling everyone he is the owner (not true his wife is, we are project managers with interest) and he makes and over rides any decisions anyone makes behind their back. I have sold $200,000.00 in residential design build this year and double the size of the maintenance division (mainly in an effort to keep up with the monstrous overhead the husband has created) and $75000 in snow, he has sold $45000 in Residential Design Build, and spent all year meddling in my jobs and screwing with my crews "making decisions". His arguement for this behavior is that he had to oversee me, because I didn't have experience in "Alaska" ( i just recently moved here) however I lived in Alaska in the 90s and built a golf course here, so water, earth and turf in this environment and I are not strangers (by the way in the decade of my absence it's become the states most popular course) IF this guy wasn't married to the boss, I would have fired him! He's redonkulous. He won't sit in meetings, look at P&L's are hear about what needs to be done. Just if he gets more of his ridiculous behavior from more people he could really make things happen! The problem is the marriage, or rather the fact he's married to the boss. I have suggested selling everything to pay off bills, I have suggested chapter 13, I have suggested selling off of partial things we don't need to go lean and mean. the problem is the husband wont have any of it becuase they are all his "toys" and possessions. He doesn't understand that his spending habits (he frequently buys stuff making it impossible to have enough money to pay payroll...and yes we have recently taken away all his credit cards) and in field behavior are the problem. He gets angry and shouts and yells at everyone so they say "fine whatever you want" insteasd of dealing with it. He has no crews left, so then he steals mine for his projects and then yammers about my jobs not getting done, really? so Im supposed to design, sell, teach the wife how to run the office, listen to my crew members complain n the phone about this guy and do all my work with no workers? The key issue is his stance as "the company owner" which he legally is not. WHAT do we do about this guy, the marriage just complicates things.