Caspian Insurance

When Howard Schultz stepped back as Starbucks CEO in 2000, the business kept growing. More stores. More countries. More revenue.
By 2008, the share price had collapsed, 600 stores were closing, and the brand had quietly become generic.
Schultz returned. He shut every US store for an afternoon to retrain 135,000 baristas. Within two years, Starbucks was profitable again.
A company can scale without its key person and still look healthy for years. What erodes isn’t revenue. It’s the standard. The taste. The instinct for what not to ship.
By the time it shows up in the numbers, you’re already in the recovery phase, not the prevention one.