New Zealand-born entrepreneur. Startup veteran and serial founder. Social enterprise expert with an operations/management focus. Startup doer and advisor. Also: outdoor gear fanboy, startup addict, and serial traveler.
We'll get you on track and looking to the stars.
Work and management experience in both customer-centric and service-focused companies that base everything they do around the customer - steal the best of what these businesses do (Amazon, Xero, REI!)
Serial hardware startup founder, experienced in developing and initiating production workflows.
Let's use the techniques that do work to get you to maximum community impact.
Uh, sure! What can I help you with?
I think this is quite a complex dilemma, it's not going to be an easy decision! I've been in this position - at the end of the day it's going to come down to what feels like the right fit for your team and your company - you're going to need to decide what purpose you want to fulfill. Although, as someone who's worked with the team at Google, they are very good at what they do and are fully aware of the flaws you've noticed. I'd probably suggest the first option, as it allows you to expand scaleably and have diversification of clients (which has killed many tech startups). It would also allow you to have a closer control over revenue and capitals, and you'd be able to expand your model into a number two-like solution in the end (small business and an enterprise solution).
Feel free to give me a call and I'd be happy to help you work through the problem. Hope this is helpful!