Actually, the reasons presented would be the only valid ones, which to me, seem absolutely reasonable, and none situations I have not personally seen before...
I think much of the commentary also signifies very few have actually ever been involved in a business, and the running back and forth looking for "ah ha!" moments and indicators is even more ridiculous.....
(Easier for me to speak first person, as have been in many actual meetings of actual businesses that were similar)
"So, we're going to have to upgrade to meet updated code, which is going to cost us, but we'll get it done, is going to hit us a little bit this Q and possibly next, but we're going to add on as well, which is a good thing. We do have 12 permits pending which has tapped us a little heavy, but stand a good chance of coming out ahead on licenses awarded. We grabbed a building on Fremont and that should turn out well, and with several other matters combined, we took a little hit this Q, but we're solid...."
And so on......
I wonder anyone who questions such, as this is truly day to day issues, and nothing surprising, and would also question one who processes such and turns it into "Oh no, what are we going to do, we're going to be bankrupt, the sky is falling, let's just give up and close the doors....."
;) LOLOLOLOL
As stated before, I do sometimes question the manner in which they approach payroll and staffing, and think it could be done infinitely wiser. Again, I'm sure this will escape the majority who have never displayed personal involvement in a build out, and launch of new businesses. Quite a bit, and the same was seen relating to Nevada launch, seems to be related to new hiring for expanded and/or new locations, and being someone who has actually, personally been involved in many, I think they might be "leaving a little bit on the table", and "too generous".....A new employee, at a new location shouldn't be started out at top end compensation, and it's not unreasonable to utilize training, open at a slightly lower level with the assurance of bumping people up once everything started and underway. I do believe in overcompensating. Staff is everything , and all success due to the such, but think there are various ways to approach for a "happy medium"...
I have staffed facilities in the past with many starting for free. (With sizeable contractual back ends...more applicable in cultivation and dispensary management)
It is absolutely difficult sometimes to co-ordinate hiring, training, and opening, as any number of things can change a build out schedule and launch date, but you do your best to try and control the budget....and that all becomes slightly more difficult when your working open applications, future locations, and awaiting answers on if those, with the target being proceeding full force rapid pace once news is received....ie: If we win x and x, we need 100 people screened, hired, trained while simultaneously building out and trying to schedule for the launch...
I see/saw no "ah ha" moments.....just business as usual...
Revert back to the above:
"Oh no, let's just give up and close the doors"..
There are many in life who this is their response to the slightest obstacle....but I couldn't say much, as usually when displayed, they're not seen again ;) lolol
