This was a great experience getting to see point blank what it takes to get past that initial product-market fit stage and past $50M+ ARR, which I believe is a critical milestone where the company becomes a real company.
We were right in market timing, need, vision, and go-to-market but we simply could not quite finish the engineering of the vision. We built stuff in an order that frustrated customers, or we sold roadmap items out of order. It was accountability on all sides.
The rumor is that the pro-serve business killed the saas company. While this is mostly true, the pro-serve business also offered accounts to sell into and cash to burn as we continued the journey.
Leadership never put their foot down on culture. That was the biggest mistake of all. The legacy culture (pro-serve) knew if it waited in hiding it could politically maneuver power back again.
Now it's just a re-branded confusing company believing its own bull@#$% again. Some previous alums have already come back and left again.