When I was in college, there were three business careers that deeply intrigued many accounting and finance students. They promised the ideal combination of being in demand, lucrative, and secure.
About six months ago, a Principal at an SF Bay Area venture capital firm reached out to me and proposed. Not nuptially. He wanted to buy my financial models. I was taken aback by the offer. I had never received that kind of request before. Naturally, I asked a few questions.
By the time the 4-quadrant rationalization analysis was complete, close to 3 months had passed. To outsiders, they probably saw the data collection and the rationalization analysis as the hardest part of this work.
What do you do with a warehouse full of inventory nobody wants, and a leadership team emotionally tied to the products that built the company? The honest answer: you start with the data and you let it do the uncomfortable work for you first.
On day one, the founder’s son (and part owner) Daniel walked me through the warehouse proudly. Shelves were packed floor to ceiling with toys. You’d assume the company was thriving.
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