I’m torn. On one hand, this reads like your typical former-darling hit piece, bedrocked on out-of-context tales told by ex-employees with an axe to grind. On t

I’m torn. On one hand, this reads like your typical former-darling hit piece, bedrocked on out-of-context tales told by ex-employees with an axe to grind. On the other hand, they really are a paint-by-numbers of so many different but oh-so-stereotypical plagues: too much money too early, arrogant and homogeneous leadership, questionable product focus and even more questionable operational discipline. Truth is probably somewhere in the middle, but it doesn’t matter. They’re boned. Even if they make it to the other side of the pandemic, the unit economics will likely never work and even if a firesale exit emerges, late-stage preferred will wipe out any common by several multiples. The tragedy of course is that by the time that happens, leadership has already taken money off the table multiple times, so they'll be fine and if anything fail upwards to a cushy EIR spot or their next venture, which will be funded solely on the basis of how fast Bird grew and not how it ultimately failed. (Ain't SV grand.) Ah, you’d think we’d learn these lessons from all the other times this story has been told, but no.