However, a key customer and several employees have expressed their confidence in me personally.
Given the company’s valuable technology and talented staff, I am exploring ways to save it. Since there seems to be confidence in my leadership, I am thinking of securing venture capital to fund a hostile takeover. Are there precedents for similar hostile takeover attempts? Am I risking an Anthony Levandowski-like situation?"
Then reboot with a new entity featuring similar business model, keeping the talent and customers and leaving the chaff (including CEO) from the old firm to fend for themselves.
Even investing your own money in this fatally flawed business is throwing good money after bad. That's a much tougher ask for investors than a reboot.
As you let company A fail, use your spare time to get company B lined up and ready to launch so it's turnkey.
Giving a failing CEO a face-saving out (even if all they end up with is a firm handshake) might be easier to accomplish and also be more palatable for potential investors.
Allowing people to save face is important, both for CEO and investors (VC funds have LPs to answer to). Also, seeing a company in a news-making hostile turnover / CEO blowup may be a big turn off for existing and prospective customers.
Where's the board been and what's their take on the situation? How much equity does the CEO own?
Several customers and employees have expressed their confidence in me personally.
But with this company's attitude, it is impossible to go any further. After more than a month of struggles on what needed to be the next step, I decided to move on from the project: too many risks for the company composition.
So think twice about it. I know it is a tough situation.
If you want to chat about it personally I would be happy to chat and support you!
Plan an intervention with the CEO. Take him our to dinner or drinks. Talk to him. Find a peaceful situation, otherwise explain the situation to him.
// ysf
You can't share enough information here to get really good advice. If you do this you will need someone whose advice you trust, who understands your weaknesses as well as your strengths. Could be a friend, could be a coach.
As someone else said, if you can make this a win for everyone involved, that's the best and most likely to succeed approach. To do that starts with asking good open ended questions and listening to what those with the power to make this decision want for themselves, especially the CEO, and showing them respect.
People may express confidence in you now when you're not in charge. Inevitably if you do end up in charge you'll end up less popular. If part of what motivates you is what other people think of you, be careful.
Know your plan b, and c.
Good luck to you and everyone involved.