Planning, execution and follow-up – TechCrunch


The unsure financial panorama of 2022 has left companies and their founders between a rock and a tough place.

Many CEOs can’t afford to easily exist inside the established order frameworks they loved as a part of a rosy 2021. On the identical time, they’re additionally struggling to boost recent capital — and those that are capable of elevate cash and prolong runways are navigating the cultural complexities of down rounds.

The unlucky actuality is that many corporations are as an alternative having to chop again on employees to create extra runway. This discount in drive (or RIF) is a extra everlasting model of a layoff the place the budgetary adjustments that must be made can’t be solved with a brief change in personnel numbers.

Plenty of QED portfolio corporations have needed to execute RIFs. Many who haven’t but executed so are having intentional discussions about whether or not they need to, significantly at a time after they’re dropping advertising and marketing spend and reducing again on each analysis and growth plans and pet initiatives.

As skilled former operators, we have now skilled these dynamics prior to now. Candidly, we’re in a considerably unenviable place of having the ability to assist our founders navigate these uneven waters as a result of we have now been via it quite a few occasions earlier than.

Our greatest-practice recommendation to CEOs is to chop deep sufficient that they’re assured there won’t be a second spherical within the subsequent few months.

Earlier this summer season, we started sharing a five-page doc that outlined our steerage with a few of our portfolio firm CEOs that was primarily based on our private expertise and statement. The doc was not meant to reside in isolation — as an alternative, it was a basis upon which to construct in collaboration with traders, board members and senior management groups. We’ve got had prolonged discussions with most of our corporations concerning the why, when and hows of constructing reductions.

We broke the method down into three components — planning, execution and follow-up.

In some components, the rules seem virtually sterile — references to authorized counsel, legal guidelines particular to native jurisdictions, shutting off entry to e-mail and Slack channels. The unavoidable actuality is that when you’ll must conduct the RIFs in an organized method that’s grounded in robust enterprise rationale, there may be all the time an overarching must ship the message with empathy and respect.

Not all corporations which have executed RIFs have executed so with out error — even when the precise cuts occur as deliberate, avoidable errors can have an enduring impact on staff who stay.


The planning component of a RIF can’t be overstated.

It begins with assembling the crew that drives the RIF and extends via danger assessments, scope, funds, scheduling and communications.

In a small firm, that crew could consist solely of high administration. In a bigger agency, representatives from totally different geographies, models and ranges could also be required. We’re working with our portfolio corporations to reply quite a lot of important inquiries to be clear concerning the goal, goals and narrative.

  • What’s driving the necessity for a RIF?
  • May it have been prevented? What different choices are or had been out there? What different actions are or could possibly be complementary? If management erred, take duty for the errors.