Wake Up and Smell the Crisis (opens in new tab)

(founderdating.com)

55 pointsjmalter13y ago15 comments

Nick Mehta (LiveOps, Accel) tells the true story of how LiveOps nearly went under and what he didn't realize.

15 comments

Great post. As a LiveOffice customer during the time Nick described (and currently), we had no idea they were that kind of crisis. Had we known, it could have prompted us to move our business elsewhere. The archiving that LiveOffice provides is very important in meeting regulatory requirements. I think a key requirement for a company in this situation is to not lose credibility with your customers. For example, if Nick had called us and said "You always wait to the last minute to pay, can you pay us today? We are running out of cash." it would have immediately prompted us to re-evaluate our contract.

smirksirlot13y ago

Great post. Love the point about switching personas to deal with crisis situations. How do you know when to switch though? Sounds like it'll be exhausting to sustain a switch over a long period of time.

nrmehta13y ago

That's a good question and thanks for reading it (I was the author). I don't have a magic formula but I have concluded that when I decide to switch, the switch needs to be binary not gradual. I do agree you can't sustain it for long periods of time - I have another blog post in my head on that one related to other crises :)

zabbyz13y ago

very insightful article about how to deal with crisis.

jjacobson13y ago

I'd be interested in knowing what the tweaks to the billing process were. It's a great and terrifying story.

nrmehta13y ago

Thanks (I'm the author). At a high level, the tweak was a big change but I didn't realize it. We used to pre-bill a customer for the next period (e.g., quarter) based upon the previous period's usage. So if you go from 10 users to 20, then in the next period, we'd pre-bill for 20. This obviously is great in that it captures maximize cash flow upfront but it's tricky in that you need to use usage that you're getting right now to calculate future bills. In addition, the variety of our billing plans and legacy customers made this more complicated. Truth be told, I don't think I even fully understood the complexity (my finance and engineering team could give the full story).

3 more replies

ealeyner13y ago

Super interesting, and quite applicable to any crisis in a company.

mcfazeli13y ago

I do think there are some specific considerations for cash flow related crises. They can completely shutdown operations and it's not always straight forward when you need to procure bridge loans to keep the lights on. All in all, it's a great example of switching gears to handle a crisis.

zabbyz13y ago

i was thinking the same thing. its really just sound advice on how to 1- admit to yourself there is a crisis, and 2- focus to solve it. definitely taking notes and using these strategies in everyday life!!

larrik13y ago

As soon as I saw "Zuora" I knew this would be a disaster...

nrmehta13y ago

For what it's worth, the mistakes that happened were completely on our end (actually I take full responsibility as they were under my watch). Zuora was nothing but amazing in supporting us to get us back to health. Luckily, thanks to Zuora and my team, we were able to get things going great. And the team (even post-acquisition) still uses Zuora to this day.

Skeletor13y ago

Why do you say that?

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