I'm sorry for the Quibi team. They tried to build something to make people's lives more fun and it didn't work. It sucks for everyone. A few things I think we can learn from this experience: https://twitter.com/KateClarkTweets/status/1319006625592569856

The job of finding product-market fit, scaling a growth company, and managing an enterprise is dramatically different. Meg probably is an amazing manager for enterprises but didn't have a lot of experience finding product-market fit

Raising too much isn't the problem, the problem is spending too much. But it's very hard to have the discipline, even for the most experienced managers.

Complex systems are rarely built from scratch. Usually they start as simple systems that evolve. Really hard to create a large organization by predicting everything from day 1. It needs to be small and adapt by itself, no matter how much experience you have.

One of the best advices we got before starting Brex was that second-time founders usually remember the last year of their startup and try to replicate that, not the first year. And every successful startup needs to go through the painful first year.

And last but not least - lets not criticize this team for trying to build something special. Building a company is really hard - and sometimes it fails. But that's part of the innovation process that creates progress. So thank you Quibi team for trying :)