Turnarounds are super hard. A year isn't long enough and Dorsey would have been wise to both set expectations clearly that this is a 3+ year trek as well as loc

Turnarounds are super hard. A year isn't long enough and Dorsey would have been wise to both set expectations clearly that this is a 3+ year trek as well as lock in some protective provisions around that timeline. Given the actual state of affairs though, the Board has a clear fiduciary duty to consider all options. Since Dorsey didn't give himself enough time to actually effect a true fundamental product/vision turnaround, he would've been far wiser to simply focus on driving revenue as a first step. Then circle back to product later. It seems the strategy here was either unclear or unrealistic.