- They burned through investor money until they faced debt maturity issues.
- No significant production deployments; the majority of deployments were in lab environments.
- Customers primarily purchased the product for side-by-side comparisons with larger enterprise competitors to negotiate better discounts on the main platform. As a result, it was never truly production-ready.
- The CEO boosted sales but failed to build a capable delivery organization.
- The company was forced to sell to its main competitor, after which customers could no longer obtain discounts on the larger product.
Most people and features will likely be consolidated. The new owner will have to clean up the internal mess.
- DEI policies failed.
- Extremely poor Machiavellian-style management characterized by plausible deniability and maneuvering that undermined shareholder value.
- Massive nepotism: without an internal insider supporting you, it was nearly impossible to succeed.
- People routinely took credit for others’ work.
