I thank you for making me laugh... Once upon a time, I was called in to an "emergency meeting" with the head of sales to discuss "network problems" has was having. I took along my network guy and we were introduced to a "network specialist" (a friend of one of the sales guys) which (with a straight face) proceeded to describe how the cables were "old" and the "electrons inside had probably worn out". The meeting ended when I could not stop laughing...

I needed to laugh again, and your post did it....

I have been in this situation a few times and it never works out. YOU ALREADY HAVE STATED THAT YOU DO NOT WANT TO WORK THERE. The agreement that you are about to sign, even if written by the best attorney that money can buy, will not be able to set the work rules. What happens if the schedule is such that you are now needed in a "special" project that requires you to work under the most limited time requirements that you have ever heard of? How about being assigned the most "interesting" tasks, in COBOL? Or you must manage the group that needs your "unique" leadership values?

If you are willing to work 28 hours a day, and move backwards ten years and do the work of the group, otherwise you are marked as NOT DELIVERING on your promise, stick around.

Ask yourself this question: If you are so valuable as to be worth 10% of the company, why did the owner wait until you were ready to walk? I have been at all levels, and when management believes that someone is worth it, they quickly make sure that you are tied in, way before you are ready to walk. You are valuable, but you are valuable because you have something that management feels it needs now, not long term.

Become a consultant, up your rate by 25%. And make sure that you a second job lined up, as you will quickly find out how "valuable" you are. IF I am wrong, you just got a nice raise.

I once worked on a project, from specs to deliverable, unfortunately it was all canceled at the end due to the fact that I could not duplicate the sales reports that were being produced by the system being replaced.

After manually tracking down all the differences due to data loss in the old system for one reportable month, I still could not match the numbers, so I headed to the VP of Sales, which quickly told me that he knew that the reports were wrong, and he ran them through a process to correct them. When I asked him about this process (which no one else seemed to know anything about) he quickly said "I put them on a spreadsheet and then type in the correct numbers" ... The source for the "correct numbers", he knew what they should be.

Soon after, I approached the CEO with this information and the project (and me) were quickly shown the door for not being able to carry out the project correctly... By the way, the chairman of the board agreed, as he did not want to "throw good money after bad" with the new system, which was clearly deficient.

As to the sales report, care to guess which two names where almost always at the top of sales performance? And care to guess who used the sales reports to sell the co. and make a s*** load of money after sacking the CEO and VP of Sales soon after my departure?