foundersdilemma

I'm the founder, the company has done well. We are serving customers in four continents now. W

Thank you.

I commented above that I greatly understated this. I've been explicitly asked to build it with fiscal commitment should I choose to say yes.

Thanks for the feedback, I'll answer this by providing some more context.

a) I've done well when you consider revenue/global brand reach/spread

b) I've spoken informally to trusted board members nobody seems to have clarity on the best way forward

c) Option 7 seems to be the best way out

d) on point number 9, yes I'm distracted, but I've understated how much thought has gone into the second idea; it's something that's constantly come up when I'm with my customers with whom I have a remarkably intimate relationship with. I live for them and this one issue keeps coming up. I have toyed with the idea of getting someone else to build it, but it requires some industry good will, customers willing to pilot it etc and so far that rests with me. I meet with my customers on a fairly frequent basis to figure out where their general pain points are, what their industry vertical trends are and what other issues I can solve for them (typically this involves an introduction to one industry vendor/company or another). In the course of these conversations you can unearth a lot.

To use a theoretical example. I will use Square. If in the the process of meetings with customers in say retail figures out that nobody has built for purposes of this conversation a CRM that addresses their needs and it's a pain point that keeps coming up in every single conversation with retail customers what would you do? Over several conversations you have industry members nagging you for a solution because over time you have become their trusted advisor.