In a stark warning to the startup ecosystem, the founders of SCiFi Foods, a once-promising cultivated meat startup, have issued a white paper detailing their experience of winding down the company. Joshua March, the former CEO, and Dr. Kasia Gora, the former CTO, emphasize that the current climate is fraught with challenges, stating, “We’re at the precipice of a mass startup extinction.” They stress that for entrepreneurs who find themselves with six months or less of runway and no term sheet in sight, it’s time to consider backup plans seriously.
SCiFi Foods, which raised $40 million from high-profile investors, including Andreessen Horowitz, ultimately succumbed to the harsh realities of venture capital dynamics. Despite achieving all technical milestones, the company failed to secure a Series B funding round, leading to its closure through an Assignment for the Benefit of Creditors (ABC) process in June. March and Gora reflect on their journey, noting, “We learned a lot, and knowing what we know now, there are several things we would have done differently.” Their insights serve as a cautionary tale for other startups navigating similar treacherous waters.
One of the paper’s key takeaways is the importance of managing stakeholders effectively. March and Gora assert that how a company communicates during a wind-down can significantly influence its outcome. “This is not the time for magical thinking and sugarcoating bad news,” they advise. Transparency is crucial; SCiFi Foods maintained open lines of communication with its team, holding weekly meetings to discuss the state of the business. This honesty fostered a sense of trust, allowing the remaining employees to remain productive until the end.
The founders also highlight the necessity of preparation when facing a potential shutdown. They recommend that startups with limited runway should consider three options: raising more funds, seeking acquisition, or winding down operations. In hindsight, they wish they had initiated the M&A process sooner, suggesting that a dual approach of fundraising and pursuing acquisition could have yielded better results. “We only had four months to run our process, which was insufficient,” they noted, emphasizing the need for proactive planning.
Another critical lesson from SCiFi Foods’ experience is the timing and method of layoffs. The founders argue that deep cuts made early on can be more effective than a series of smaller layoffs. They regret their decision to cut staff in increments, which ultimately hindered their ability to extend the company’s runway. By acting decisively and compassionately, they believe they could have maintained productivity while buying additional time.
As the startup landscape grows increasingly competitive, March and Gora also underscore the importance of budgeting for a potential closure. By three months out from cash depletion, they recommend having a comprehensive budget in place for winding down operations, covering everything from employee payouts to legal fees. SCiFi Foods faced unexpected costs in their ABC process, highlighting the need for thorough financial planning.
The white paper also discusses the implications of intellectual property during a wind-down. Ideally, founders should aim to place their IP into the public domain or ensure it transitions to competitors. This approach can help preserve the value of the innovations developed, even in the face of failure.
The insights shared by March and Gora resonate deeply within the startup community, particularly for those in deep tech sectors facing funding challenges. Their experience serves as a reminder of the volatility inherent in entrepreneurial ventures and the critical importance of strategic foresight, stakeholder management, and transparent communication. As the startup ecosystem braces for potential upheaval, the lessons learned from SCiFi Foods may prove invaluable for founders navigating uncertain waters.