Complexity Hides Fragility: Losing a $20m Business

I'm like, all right, revenue will follow because it takes usually a month or so to bill. And after about three months of operating, I realized is that number, those two lines get further and further apart. I figured out that because we had a second location in Houston, the decision had been made prior to me coming on board to create duplicate accounts of patients for each location with different…

So it's not even something you can really dedupe. So ended up with a duplication of patients in this patient census, which then it's like, okay, so we have that missing too. So we have this projection of growth.

We have a sales rep that left. Right. So those three things just started for a really terrible first six months to the point where.

And. And you have leveraged it.

I mean, your.

Your loan on this was heavy. Was a little bit heavier than it might have otherwise been.

Yeah, yeah, definitely. You know, that mo. The models are great until they break. And it's like, oh, this is a great return anyways.

It's imaginary money, though, on. On your model. So then probably around that March or so of that. That first year, things were like, still touch and go.

Didn't know how it's going to play out. Obviously, I'm scared of my mind. We're having emergency board meetings or we just started out in the fire.

Just exactly how you want to start your CEO stint of, like, everything's on fire. What did I do? And I'm a big emotional health type person. And I. I knew I needed to talk to my wife because I just moved our family cross country to Texas.

And I'm like, the back of my head, this is literally how marriages end. Stuff like this, right? Where you make this big bet you're wrong, and the family pays for it in some way, shape or form.