We decided to stop working on our initial business model and pivot to something else, which involved a lot of difficult decisions, including letting go of our team.

Even though we had a solid growth rate, it wasn't enough to sustain the business, leading me to consider shutting it down.

The final decision to shut down came after realizing that the business model was not sustainable and that it was time to start fresh. I was tremendously lucky to have supportive investors who believed in the mission of Poppy, which made it easier to communicate the difficult decision to shut down.

Ultimately, we decided to wind down Sidewire after realizing that the business model we envisioned wouldn't achieve the venture-scale returns our investors expected.

The decision to shut down Poppy was made with the understanding that it was better to conserve capital and provide some breathing room for employees rather than prolonging the inevitable.

I explored three options: pivoting the business, seeking acquisition, or shutting it down completely, ultimately deciding to close Poppy.

I shut down Artifact because, despite loving the product, it wasn't growing as expected and I felt it was time to pivot to more impactful opportunities.

When faced with a harsh reality, like a startup's decline, it's essential to change your understanding and adapt your business model accordingly.

Our only significant failure was in China, where a partnership with Baidu did not work out, leading us to withdraw from the market after mutual agreement to shut down the business.