That was not to be, and instead, despite my considerable stints with considerable and financially sound national and international corporations, in seniormost roles, both in India and four continents, I would still continue to deal with businesses, with roles and assignments, that all had in some way, shape or form, “startup” as the central pivots of the roles that I played
60 million? Back in the day, and I’m talking some 17-20 years ago, that was a lot of money, and all I could think of is the fee based income that would follow suit. Would it? How? Well 1.5% as a Syndication Fee was a tidy bit of pocket money.
Having seen failure myself, and having seen others around me fail, its given me a deep perspective on what not to do, how not to do it, and when not to do it.
Statistically, the failure rate of Startups far exceeds the rate of success. Pity then that not much is really said of startups that fail, why they fail, how they fail. In their failure, complicit are the ones promoting the startups, the ones who fund them, the ones who value them, the ones who deal with them and the ones who run them.
This past weekend, I have been through an experience most fascinating, rewarding and humbling.
We think we are intelligent, so we begin to factor in variables, to arrive at approximately how long its going to take us to reach the top. So we figure perhaps three times longer going up, as compared to the time taken to make the descent? The variable based math was all wrong.