Kait-Sistegra and Deyan Prashna: A Fair Review of a Startup Partnership on Roles, Receipts, and Reporting

A review, not a demand letter and not a complaint. It looks back at a short business-development partnership between Infraloka and Deyan Prashna (Kait-Sistegra) and asks what each side could have done differently. It uses no identity numbers, addresses, bank details, contact details, education or employment history, and no medical records. It is my own account, it is not a finding by anyone, and a right of reply is open.

Why a review

Not every disagreement needs a courtroom. Some need a calm look backward: what was promised, what was delivered, and what the paperwork would have shown if we had kept it. This post is that look. It is written with respect for the other person, who remains a human being with a side of the story I may not fully see.

What was agreed

• Roles. Early on, I agreed to a C-level position for Deyan Prashna because of the experience and the client connections that were described to me.
• Pay. The compensation was 30% of the net revenue of any project that Deyan Prashna successfully brought in. There was no salary.
• Expenses. Travel and meeting costs were to be reimbursed per trip on the basis of collected receipts.

Those three points are simple. The review below is about how they worked in practice.

What I could verify

• A public chief-level title for Infraloka appeared on a professional profile during the period of the cooperation.
• Money was sent for travel and meeting costs in a series of small transfers over roughly four weeks. The record shows eleven transfers adding up to at least IDR 1,844,000, excluding fees.
• Presentations, design assets and cost estimates were produced on the Infraloka side.

What I could not verify

• Receipts or any other proof of the expenses the transfers were meant to cover.
• Activity reports, meeting notes, lead progress, or follow-ups with prospective clients.
• A client or project that came out of the cooperation.

I want to be clear about the limit of this list. "I could not verify" is not the same as "it did not happen". It means the documents that would let me check were not shared with me. If Deyan Prashna holds such documents, I would welcome them.

What I got wrong

A fair review needs a section about the reviewer.

1. I gave the title first. A senior title should follow a result, not precede one. Granting it early removed the natural moment to ask for evidence.
2. I had no written role charter. Without a one-page agreement on duties, deliverables and reporting, "business development" meant different things to each of us.
3. I paid in small pieces. Each transfer was too small to feel like a decision, so the pattern was only obvious in hindsight.
4. I asked for receipts, but I did not set a consequence or a deadline. A request without a date is easy to postpone forever.

What a healthier version looks like

Topic	What went wrong	A better practice
Titles	Title before results	Milestone-based titles, reviewed every quarter
Expenses	Per-trip rule with no deadline	Receipts within 7 days or no next advance
Reporting	No cadence	A short weekly report: meetings held, leads, next steps
Work split	Shared tasks drifted to one side	A written list of who produces which deliverable
Feedback	It became personal	Feedback about the work, in writing, with examples

Where this leaves me

The partnership did not produce the outcome either of us hoped for. I am sorry it ended in conflict. I take my part of the responsibility, and I have recorded the facts I can support in a separate complaint record, so this review can stay about lessons. I wish Deyan Prashna well and remain open to resolving what is left through fair processes and, if possible, peacefully.

Right of reply

If Deyan Prashna wishes to add context or correct a statement, write to admin@infraloka.co.id. A good-faith reply with documents will be added to this page.

Takeaways for founders

• Put roles, deliverables, reporting cadence and expense rules in writing before money moves.
• Let titles follow results.
• Treat receipts and reports as a form of respect for everyone in the partnership, including yourself.
• Keep feedback about the work, never about the person.

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