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On one hand, I shouldn’t give a F about what Markus says. I did my three years at YT, met amazing people, learnt a lot and got paid not too bad. On the other hand, given the number and kinds of situation where Markus showed zero accountability for his own actions and screwed up both customers and employees that I personally witnessed, I really wish for other people’s voices to be heard at least to the same extent as it was with the Downtine podcast. I am not the one to talk out loud since my role was not that...

The linkages are like crabs in a bucket, climbing all over each to actuate the shock.

Spect 5 to 10 years until geometry became sorted. It's the race to be the first to sell that new thing, prototyping is on the hands of the early adopter

Markus coming across as that POS who is bashing his wife and says something like "look at what you made me do, you made me do this" kind of vibes everyone else's fault but his.

No shade on Downtime, but let’s see this for what it is… a friendly interview with someone who was paid (travel only as he disclosed) to do it.

Please someone else listen to this and summarize the important takeaways so I don't have to.

Probably just pay a outside bartending company that would serve at events that way handle having a license to serve not the location where its being served.

My question was mostly rhetorical. I remember we spoke about Felt when Pierer started to look wobbly so I thought you'd like the thought exercise. I'll bet Felt had 5x more SKU's, but I wouldn't know how to compare other aspects, they were in different segments and had different business models. I think I worked at Felt much longer than Charlie was sponsored.

'cant promise he wont sell again' finally some transparency. the transparency of 'yes, ill absolutely do it again if i want to, deal with it' the weird thing is when he sold he didnt quite ride off into the sunset. and now hes gone through all the hassle of getting the company back. and took on the task of being the CEO during the events of every one getting sacked. this is awkward foot in foot out behavior. while i dont expect another PE-boom/covid-era to cause such a timeline again... saying he's open to doing all that again more or...

I would guess that YT USA sold THEIR inventory to Jenson without his approval, so he's not keen on honoring that warranty, since he didn't bless the deal. Just speculation, though.

Jimmy: " Why was a new entity created on July 11, when the insolvency didn’t happen till after? Why wasn’t it done in your name? Asking on behalf of honest hard working people." "I was a US employee for the last 3 years, as were many on here asking valid questions. The level of transparency around this topic over the last 6 months from global has been slim to none, outside of preaching “Business as usual” for us here in the states. I went to rampage to support YT’s global athletes, only to come home to the news of us...

I saw someone mention this already, but it really seems like the timing of this was designed to allow YT and YT USA to completely crumble, in order to be able to restart the company with virtually 0 staff while having all the branding and connections.

Maybe if Saudis buy it the riders can get some LIV golf kind of money. Ok back to reality 😂

New Enduro

On the topic of 6 bar pedal bikes, anyone got info on this? Spotted at my local trails a while back, seems pretty dialed for a proto….

Speaking from experience, YT has a tall order ahead of them to ensure smooth continuity of operations with suppliers. Suppliers do not care about the legal differences between "YT" and "Young Talent". Additionally Marcus being the face of the old company and now the new one will further narrow the issue. There are only two paths forward: pay the suppliers in full or walk away from them and work with new suppliers. Option 2 isn't ideal given the size of the industry nor the lead times associated with moving your supply chain.