Published October 15th, 2025 • Based on Founder Reality Episode 30
Also available on: Apple Podcasts • Spotify • YouTube
Last week, I almost killed SimpleDirect Financing.
Not because it was failing. Not because customers weren't using it. But because I was completely burned out.
I had already drafted the sunset announcement. Published it to the blog. Scheduled the email to customers for 12pm Eastern. The decision was made.
Then at 8am, while I was on the subway to work, everything changed.
The Text That Changed Everything
One of our largest customers texted me. A Florida-based franchise doing over a million monthly in operations. They had switched from our biggest competitor to use us exclusively.
He wasn't complaining about our spotty customer support or asking for features. He was praising us. Telling me how much he relied on SimpleDirect. How we were solving a huge problem for him. How I was a genuine and authentic founder.
Then he asked how he could promote our product better on his website.
I was sitting on a subway. In three hours, his company would receive an email telling him we were shutting down.
I felt sick.
The Partner Call That Changed My Mind
Two hours later, I had a call with one of our major lending partners. They control close to 100% of our loan volume.
I was expecting disappointment. We had 254 active contractors when we should have doubled that. We hadn't delivered the volume we promised.
Instead, they praised us. Said our conversion rates were among the best they'd seen. The only issue? We needed more signups.
I turned off the call and just stood there. Ten, maybe twenty minutes. Couldn't think clearly.
I walked outside. Completely emotionally drained.
That's when I realized something: I wasn't evaluating whether to shut down SimpleDirect based on data. I was making the decision because I was mentally exhausted.
Why SimpleDirect Was Breaking Me
Let me be honest about why I wanted to kill a working product.
Problem 1: Our customers didn't want software.
We built a beautiful mobile app. A sophisticated web dashboard with analytics. Years of development. Product work I was genuinely proud of.
Our B2B customers—home improvement contractors—barely touched it.
Instead, they called our customer success person, Scott, for everything. "Can you call this customer for me?" "Can you check the loan status?" They had his personal phone number. Calls at 5am Pacific. Texts at 9pm.
Recently, those calls started coming to me. The CEO. Taking customer support calls while traveling in Europe. In South Asia. At midnight.
I didn't sign up for this.
Problem 2: The unit economics were broken.
We charged businesses $1,500 annually. Sounds reasonable for SaaS, right?
Except the level of support our customers expected—the hand-holding, the sales calls on their behalf, the real-time updates—cost us around $2,000 per customer to deliver.
Our margins were zero. Sometimes negative.
We're a software company being treated like a concierge service.
Problem 3: We became entirely reliant on lending partners.
Earlier this year, one of our bigger lending partners cut commissions by over 50% overnight. Minimal notice.
Our unit economics collapsed immediately.
We don't control the end-to-end experience. We're at the mercy of partners who can change terms whenever they want.
All three of these problems compounded. I was taking customer support calls on personal trips. Getting exhausted. Our other businesses were doing 10x, 50x more revenue with less pain.
So I made the decision to shut it down.
The sunset blog post went live. The email was scheduled. Everything was ready.
The Walk That Saved My Company
After that partner call, I went for a walk. Opened Claude on my phone.
I was candid about everything. The exhaustion. The broken economics. The misalignment.
I asked it to analyze my blind spots. Tell me what I didn't want to see.
The response hit me like a truck:
"Your business model isn't broken. Your distribution channel is broken."
You're trying to serve customers who don't want what you're selling. But your product works. Your IP works. The financing infrastructure works. People are using it.
You just need to find the right audience.
It continued: George, you're building a service business disguised as SaaS. You're not building a SaaS business.
If you want to keep doing this the current way, you should charge $15,000 per year, not $1,500. But your customers won't pay that.
So your entire go-to-market is broken.
The Real Problem
After more back and forth, I realized something fundamental.
I'm a 27-year-old technical founder. I enjoy building products that work. I've built AI-powered products that save companies time and money.
But I'm spending my time on the phone with customers who don't want software. Who refuse to learn it. Who want me to be their personal assistant.
No wonder I burned out.
The question became: George, what do you actually want to build?
The answer was obvious. I want to build products for people like me. Tech-savvy millennials and Gen Z. People who want self-service. Who value software. Who don't need phone support and don't prefer it.
Not 60-year-old contractors who call at midnight expecting immediate answers.
Nothing wrong with serving that market. It's just not what energizes me.
The Pivot Decision
By 3pm that day, I had made a decision.
We're not shutting down SimpleDirect. We're pivoting to B2C.
Same product. Different customers. Better fit.
Here's what's changing:
- Converting B2B customers to free accounts
- Paying them to refer customers to us instead
- Killing phone support completely
- Email-only support with 48-hour response times
- Targeting younger, tech-savvy homeowners who want simple, direct financing
- 90-day timeline to prove it works
If we hit our targets in 90 days, we keep going. If not, we shut down December 2025 with no regrets.
This is how I made the business work for me instead of the other way around.
The Framework: Sunset vs. Pivot
If you're ever thinking about shutting down your product, run these four questions first.
Burnout and bad business are not the same thing.
Question 1: Is the business model broken or is the distribution channel broken?
Broken business model: Nobody wants your product. Economics don't work. Value proposition is fundamentally flawed.
Broken distribution: Product works, customers love it, but you're reaching the wrong people or using the wrong channel.
For SimpleDirect, the model worked. Lenders loved us. Customers used us heavily. Distribution was broken.
Your test: If you removed the broken channel, does revenue still exist? Are there alternative customer segments that could work better?
For us: B2C, millennials, Gen Z. Same product, different customers, better fit.
If your distribution is broken but your model works, don't shut down. Pivot.
Question 2: Are you burned out by the work itself or by who you're serving?
This is subtle but huge.
I wasn't burned out by building infrastructure. Not by API integrations or technical challenges. Not by the product.
I was burned out by serving customers who refused to use software and expected me to be their personal assistant.
The question that changed everything: Who would you be excited to serve?
That's founder-solution fit. You need to solve problems for people you care about. People you can relate to. People who energize you.
Your test: Describe your ideal customer. Are you currently serving them?
If you could only serve one customer segment, which one would make you excited to wake up and work every day?
If the answer isn't who you're currently serving, you have a customer mismatch.
Question 3: What would you have to change to make it work?
Get specific. Don't just say "fix our economics."
Break it down: Why exactly is it broken? For each broken thing, can it be fixed by changing who you serve?
If yes: Who's the new customer? What's the new channel?
If no: Sunsetting might be the right call.
For SimpleDirect:
- Target younger, tech-savvy customers instead of older contractors
- Go direct-to-consumer instead of B2B
- Make B2B free, pay them to bring us customers
- Kill phone support, email-only
We're now serving customers I can relate to. Who will value us. Who we can love serving.
Question 4: Can you give it 90 days with clear success metrics?
You can't pivot forever.
Set a clear test. Write down your success metrics ahead of time. Give yourself a deadline for honest evaluation.
For me: 90 days. Revenue targets. Conversion rates. Marketing costs.
If we hit it, we keep going. If not, we shut down with no regrets.
I'm not moving the goalposts. This is it. One honest shot.
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Three Final Lessons
1. Separate emotions from data.
I almost shut down SimpleDirect because of emotions, not data. Find someone who can help you see clearly. Could be AI. Could be a trusted advisor who knows you well.
Ask them what you're missing.
2. Do a blind spot audit.
We all have confirmation bias. We all have things we don't want to see.
I asked Claude: "What am I missing? What are my blind spots?"
That honesty saved my company.
Tell your advisor—AI or human—to be brutally honest. Not what you want to hear. What you need to hear.
3. Identify why you're actually burning out.
It's not always a customer mismatch. But you need to understand the real reason.
For me, it was serving customers who drained my energy instead of customers who share my values around technology.
Fix that root cause, and everything else gets easier.
The Bottom Line
A text at 8am and a partner call at 11:30am saved my company.
Not because they gave me new information. Because they forced me to separate burnout from bad business.
SimpleDirect isn't failing. I was just serving the wrong customers.
Now we're pivoting to people like me. Tech-savvy. Self-service. Software-first.
90 days to prove it works. Clear metrics. Honest evaluation.
If it doesn't work, we shut down in December with no regrets.
If it does, we built something that compounds for years with customers who actually value what we're building.
Going through a similar decision?
Email george@founderreality.com - I read everything and respond to founder questions.
What made you think this week? Tweet me @TheGeorgePu with resources you want discussed in the next "Three Things" episode.
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