I remember when I first started that I heard watch owners complain about a very established brand’s repairs that took over a year and there was still problems and thought, “How could that be?”
Now, I understand.
I’m definitely learning how difficult it is to optimize a global supply chain. I’ve resolved not to launch any new watches models until we have solid footing on a sturdy foundation for communications, and internal project management. (BTW, for any of you project management/productivity nerds that are following along, I’ve jumped off Wrike this week and hopped on Asana — and feel tons better!)
It’s scary to be investing the amount of money and time that I am right now without any idea if Redux really has a future. This requires the (surprisingly) difficult process of growing out of “me in constant DIY mode” for everything and hire help not just in customer service but dev, creatives, software, and admins.
At some point, if we’re not careful, we smash against the cash flow wall and TBH we’re hurtling toward it at a startling pace. But I have decided that we’re either going to build it right (based on what I think we’ll need in the next stage of growth), or not. And I pray that we’re hurtling with enough momentum and the correct trajectory to clear the wall together.
(Thanks to backer Chris Darin’s comment, which prompted me to digress on our operations efforts.)