A native New Zealander, Tim Brown had two separate ambitions: to become a professional soccer player and a designer. On the soccer (“football”, outside North America) front, he succeeded beyond expectations. He played on the New Zealand national team between 2004 and 2012, often as captain or vice-captain.  Brown executed a personal pivot in 2012. After retiring from soccer, he enrolled in the London School of Economics to learn the business skills needed to launch an idea he had been mulling for several years. This was a shoe made mainly of wool.

He wanted to give a boost to New Zealand’s declining sheep in industry (battered by competition from polyester textiles), and wanted to promote something more sustainable than the plasticky shoes that he was always being asked to endorse as a professional player. There seemed to be plenty of room in the half-billion dollar per year footwear industry for something more environmentally friendly.

Brown launched his idea on Kickstarter in 2014, raising over $100,000. He and his partner started selling the Allbirds Wool Runner in 2016. Their green vibe was perfect for that era, and their shoes became wildly popular among the Silicon Valley VC set. They were seen on Larry Page, Barack Obama, Leonardo DiCaprio, and a whole gaggle of Hollywood actors and actresses.

Allbirds expanded its product line, and opened brick and mortar stores on several continents. Allbirds went public in 2021, and its market value ran up to $4 billion. But then the novelty of wool shoes wore off, sustainability became less urgent, and it became widely known that these “Wool Runners” are too flimsy to actually run or exercise in. They are more like slippers, and folks outside of Hollywood or Silicon Valley were not eager to pay $150 for a pair of slippers. Also, better-capitalized competitors muscled into the sustainable footwear market. Sales slid down and down, management conflicts erupted, and founder Tim Brown left to pursue other interests. On April 1, Allbirds announced it was selling the remnants of its shoe business for an ignominious $39 million.

So far, the story is unremarkable – – as with so many other startups, idealistic founders have initial success, but eventually go under upon scale-up. But there is an interesting plot twist. Instead of just going chapter 7 BK, paying off creditors, and returning a few pennies to investors, the company is using the shell of its former business to generate capital and transform itself into a new AI venture of renting out computing centers for AI usage. I assume the managers wanted to keep their jobs as managers, and cooked up this scheme to traffic on the current AI hype.

Apparently, these guys know nothing about GPU centers, so they’ll have to hire folks with expertise. Some unknown investor is backing them to the tune of $50 million, but they will have to raise much more than that to compete in the AI server business. That will horribly dilute current stockholders. They are directly competing with much better-capitalized behemoths like CoreWeave and Oracle, that can raise money on better terms. No moat, no expertise, almost no capital. But, hey, it’s AI, and so the company stock BIRD soared 600% on the news of the computing pivot.

I give them modest odds of succeeding bigly, but sometimes a mission pivot like this does come off. I’m thinking of the 1960’s when Berkshire Hathaway, facing declining earnings from its core textile business, under the leadership of Warren Buffett shifted into insurance. That generated the “float” that then enabled the purchase of other profitable businesses. We shall see if Allbirds (soon to be “NewBird”) management can likewise preside over such a seismic business shift.