Searching...
13 results for “company survival”
...the purpose that they have beyond just, you know, delivering a product. Those are the sort of companies that I think can really excel in a time of crisis.
23:06 / 24:20
from transcript23:06 – 24:20
Cash is the most important thing companies have to focus on right now. Cause if you don't survive, obviously, there's no chance for you to build an enduring business. And so that's the reason I thought it was a fabulous framework. And again, we felt
17:09 / 18:26
from transcript17:09 – 18:26
...company. It was just me solo in 2000, let's say, maybe June. And when the two thousand eight financial crisis happened, I lost 80% of my revenue overnight. And it wasn't recurring. It was it was a onetime sale of software product. And so I had 20% of
5:43 / 7:03
from transcript5:43 – 7:03
...company, but it is what it is. Survival in a down market becomes paramount because there's not as much money around and growth becomes paramount in a thriving market because that's that's how companies get acquired to raise more money as they're thri
3:02 / 4:04
from transcript3:02 – 4:04
So you you actually at the end of the year, you know, in order to run for a year, you need about 2 and a half million dollars to run. If you lose half of the revenues and you only had 2 and a half millions in the bank, you now have six months to run.
26:15 / 27:17
from transcript26:15 – 27:17
...you think that a company in consumer should be or close to breakeven or or EBITDA positive? And and and you can even if you wanna break it down by different categories, for example, that's that's fine as well. Yeah. It definitely depends. And it's li
41:58 / 43:03
from transcript41:58 – 43:03
Fortunately, the crisis didn't have an impact on the business. I would say on the contrary, a lot of people found themselves looking for jobs, networking. So there were a lot of, job dating events, speed dating, which was quite interesting. So we act
8:10 / 9:23
from transcript8:10 – 9:23
...company in in The UK for a couple of years. I think one year, we got beaten by delivery. Like, people really love burgers. Like, makes sense. Like, is that a software company? I don't know. But that same year, like, all of my sales team quit because
23:35 / 25:08
from transcript23:35 – 25:08
...is behaving, how the customers are responding to your innovations, and then to adapt course over time to make the right, investments in the right areas. And then, you know, when folks see companies like Eventbrite from the outside, they imagine this
6:00 / 7:08
from transcript6:00 – 7:08
...bigger the company, the more is at stake. So what can you do to strengthen your G and A and the sort of risk functions to avoid that? And then the third one is commercial risk. It's like, how much are you willing to take on? And I think, you know, I
40:29 / 41:35
from transcript40:29 – 41:35
...company is is profitable, is is growing rapidly, is actually providing very, very good service to its customers. And so to a certain extent, I would say we ended up, getting out of this crisis successfully. But if you are in the middle of it and you
34:27 / 35:35
from transcript34:27 – 35:35
our teams were engaged with the management teams every single day. Every single day. First two, three, four weeks of this, then they went to every other day. And then once we figured out, okay. Here's the model that we're gonna operate until somethin
29:07 / 30:22
from transcript29:07 – 30:22
...it was a small company because it was just me. But, that's where having recurring revenue makes you doesn't make you recession proof, but a little bit more market resistant. You know, you you lose. You can draw down a bit. But, It dampens those swing
6:41 / 7:45
from transcript6:41 – 7:45
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.