The board was a mix of investors. So folks who had put capital into the business as well as people we brought on as industry experts. Tom: I think in our case, we were weighted a bit too heavy on investors and did not have enough independence on our board to really help to balance out that viewpoint.
In the start-up world, when is it possible to grow too fast? Harvard Business School professor Tom Eisenmann and entrepreneur Lindsey Hyde discuss what led to the failure of Hyde’s pet care start-up, Baroo.