Was there a better way to line up a acquisition process that didn't endanger all the employees jobs?
This was a really tricky balance. We could have let some people go earlier to extend runway and maybe give us more time to optimize an exit, but at the cost of morale and perhaps a subsequent talent drain. We also knew the people were going to be a focal point for an acquisition so the more good people we could keep around, the better our value to an acquirer. All things considered we ultimately choose to hold on to…
This sounds like an impossible balance to the detriment of people.