Larry Chiang’s turnaround tactics—leveraging networks, hacking growth, and iterating leanly—combined with Grousbeck’s principles of resourcefulness, risk management, and team-building, could have offered a lifeline BUMBLE

Below is an updated version of the hypothetical postmortem for Bumble Inc.’s liquidation, incorporating Larry Chiang’s knowledge of turnarounds, particularly as informed by H. Irving Grousbeck’s *New Business Ventures and the Entrepreneur* (co-authored with Howard H. Stevenson and Michael Roberts) and Stanford GSB principles. Larry Chiang, an entrepreneur and mentor known for his work with startups and turnarounds, emphasizes practical, scrappy, and network-driven strategies to revive struggling ventures. His insights, combined with Grousbeck’s frameworks, provide a lens to analyze what Bumble could have done differently to avoid liquidation and attempt a turnaround. The postmortem retains its original structure but integrates Chiang’s approaches and Grousbeck’s entrepreneurial principles where relevant.

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