When entering China, we partnered with a local company, but it didn't align with our values, leading us to buy them out and operate company-owned stores instead.

The decision to shut down was influenced by the realization that our initial hypothesis about the business model wasn't panning out as expected.

In 2015, I went to China with friends from Silicon Valley to explore business models, but our attempt to adapt a successful US model for local restaurants didn't succeed due to differing ecosystems.

Many e-commerce companies raised large sums but failed due to poor customer acquisition strategies, which we aimed to avoid by focusing on profitability.

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.

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.

After launching our first consumer product, we realized we had compromised on key design elements, which ultimately led to its poor performance in the market.

We missed the chance to innovate in mobile and search, which were critical areas where other trillion-dollar companies thrived outside of Microsoft.

During the disillusionment phase, we struggled to attract investment due to recent failures of other hardware companies, which made investors hesitant.