susanwise

28 ms·

1.
by susanwise 4y ago
Or yes, an intro to your founder coach would be great.
2.
by susanwise 4y ago
Thank you, I'm ready for whatever happens how! can I contact you, if you are open to it?
3.
by susanwise 4y ago
Thanks for sharing the Nokia "burning platform" memo, just read it.
4.
by susanwise 4y ago
We just never did it and missed the moment. But honestly I look at it now and founders who have taken money off the table but have not or will not return money to investors...is that a better spot to be in? Because if you throw in the towel
5.
by susanwise 4y ago
Thanks for this feedback. And maybe the pre-requisite to getting alignment, is to first get clarity on whether the new investor putting money in wants me as CEO to help get to the right outcome for everyone.
6.
by susanwise 4y ago
Wow...I don't even have any words really. So I'll just say THANK YOU! I will need to read that a coupe more times. But my first question is who are you and how do you know all this and how can I contact you?
7.
by susanwise 4y ago
thank you for sharing this. tough to read but totally resonates. and hope you have found your footing now!
8.
by susanwise 4y ago
It because that's the burn number we will be at by the end of year, lots of cost cutting work to reach that number. And new investor is willing to write the check to execute on this plan but will get their fair share of skin for the ri
9.
by susanwise 4y ago
What do you think aligns those incentives in this example?
10.
by susanwise 4y ago
yes, that's correct. Which is why I'm asking for advice/guidance here....
11.
by susanwise 4y ago
THat's 1M a MONTH, so $12M a year in annual losses.
12.
by susanwise 4y ago
Big ticket, small group of customer ~100 customers. Some customers would be in a very tough spot. The funding is to keep the hamster wheel going and the new amount will allow us to get to profitability. Burn was and is much much higher than
13.
by susanwise 4y ago
Generally right here, just has a physical operating component to the business which makes COGS high. Think of it like e-commerce business where you are buying goods and shipping to customers. We can cut deeper, but new investors don't
14.
by susanwise 4y ago
#3 and #4 are not mutually exclusive, There IS new money coming in (thankfully), but I can also "give up" after the money is in and the company is on more stable financial footing to execute Plan #1. But truthfully, I'm likel
15.
by susanwise 4y ago
New money in does not want to execute this plan, and last money in wins. Given the debt vs. cash scenario, I don't have enough cash to execute he 60-90 day burn wind down plan. But from a logical perspective I completely agree with you
16.
by susanwise 4y ago
Thank you, was looking for exactly this direct feedback. And agreed, the value of the business is likely less than the money raised.
17.
by susanwise 4y ago
Interestingly, the Board wants to continue the same play of slowly trying to turn the corner on a low gross margin business, versus a more drastic change to go after a new revenue/margin mix altogether. But regardless, I appreciate you
18.
by susanwise 4y ago
There is absolutely a way to do this but the new money coming in wants to keep as much revenue as possible to "preserve" valuation. We have already significantly cut revenue (~30%) last year in order to scale back costs. And the o
19.
Ask HN: WWYD? Built a company valued at $1B and may walk away with nothing
122 points by susanwise 4y ago|91 comments