Show your tech guy your deliverables; what you're actually adding. He'll be able to point and say, "I did this and this and this and the proof is right there." You should be able to do the same.
If you're talking about compensation, make sure that everything is clear and out in the open and that there is no ambiguity about terms or conditions. This is really just a general rule for not getting in a spat.
Know how to set priorities, keep your scope focused, and explain the business reasons for any change you're driving. Little else is more upsetting than a nightmarish task seeming important but really being inconsequential.
If you're talking about compensation, make sure that everything is clear and out in the open and that there is no ambiguity about terms or conditions. This is really just a general rule for not getting in a spat.
Know how to set priorities, keep your scope focused, and explain the business reasons for any change you're driving. Little else is more upsetting than a nightmarish task seeming important but really being inconsequential.