'A ‘Car Wreck’ Puts the Business of Bringing People Together on Hold' diff viewer (0/1)

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A ‘Car Wreck’ Puts the Business of Bringing People Together on Hold	A ‘Car Wreck’ Puts the Business of Bringing People Together on Hold
2020-04-14 12:04:14 UTC	2020-06-04 16:48:29 UTC (about 2 months later)
As the coronavirus spread across the United States last month, conferences large and small were quick to cancel. There was one notable exception.	As the coronavirus spread across the United States last month, conferences large and small were quick to cancel. There was one notable exception.
South by Southwest, the music, film and technology conference that attracts more than a hundred thousand people annually, was just days away from starting in Austin, Texas. Though many attendees were asking organizers to call it off, they declined to do so. In the end, the City of Austin made the decision to cancel SXSW.	South by Southwest, the music, film and technology conference that attracts more than a hundred thousand people annually, was just days away from starting in Austin, Texas. Though many attendees were asking organizers to call it off, they declined to do so. In the end, the City of Austin made the decision to cancel SXSW.
Roland Swenson, the conference’s chief executive, said shutting down was such a monumental decision — one that would affect thousands of businesses in Austin — that he needed the government to make it. And with social-distancing guidelines going into place and large crowds becoming public health hazards, there was no other choice.	Roland Swenson, the conference’s chief executive, said shutting down was such a monumental decision — one that would affect thousands of businesses in Austin — that he needed the government to make it. And with social-distancing guidelines going into place and large crowds becoming public health hazards, there was no other choice.
While SXSW was being called off for the first time in its 34-year history, the Riveter, a co-working start-up that focuses on women, was making its own tough decisions. The Riveter has its headquarters in Seattle and nine spaces around the country, meaning Amy Nelson, the founder and chief executive, had to balance the needs of her tenants against the safety of her employees and members. In the end, she decided to leave the spaces open to essential workers and increase cleaning, but remove her staff.	While SXSW was being called off for the first time in its 34-year history, the Riveter, a co-working start-up that focuses on women, was making its own tough decisions. The Riveter has its headquarters in Seattle and nine spaces around the country, meaning Amy Nelson, the founder and chief executive, had to balance the needs of her tenants against the safety of her employees and members. In the end, she decided to leave the spaces open to essential workers and increase cleaning, but remove her staff.
Together, the experiences of Mr. Swenson and Ms. Nelson illustrate the profound challenges facing businesses that rely on getting people together. Both chief executives believe their companies will survive. But with the future of live events and office life deeply uncertain, they are exploring new ways of bringing their communities together online.	Together, the experiences of Mr. Swenson and Ms. Nelson illustrate the profound challenges facing businesses that rely on getting people together. Both chief executives believe their companies will survive. But with the future of live events and office life deeply uncertain, they are exploring new ways of bringing their communities together online.
This conversation, which was condensed and edited for clarity, was the first in a series of new live Corner Office calls discussing the crisis. Visit timesevents.nytimes.com to join upcoming calls.	This conversation, which was condensed and edited for clarity, was the first in a series of new live Corner Office calls discussing the crisis. Visit timesevents.nytimes.com to join upcoming calls.
DAVID GELLES South by Southwest draws more than 150,000 people to Austin each year for weeks of concerts, films and technology. This year you were literally setting up the show when the coronavirus began its aggressive spread across the United States. Roland, walk us through those few weeks in March as you went from business as usual to a fully canceled slate of events.	DAVID GELLES South by Southwest draws more than 150,000 people to Austin each year for weeks of concerts, films and technology. This year you were literally setting up the show when the coronavirus began its aggressive spread across the United States. Roland, walk us through those few weeks in March as you went from business as usual to a fully canceled slate of events.
ROLAND SWENSON We were sure that everything was going to be fine and we’ll be able to do the event. Even on Thursday before we canceled, there was a story in the local paper saying, “Canceling South by Southwest won’t make us safer from coronavirus.”	ROLAND SWENSON We were sure that everything was going to be fine and we’ll be able to do the event. Even on Thursday before we canceled, there was a story in the local paper saying, “Canceling South by Southwest won’t make us safer from coronavirus.”
Then we went down for a meeting at City Hall, and they told us: “OK, you’re being canceled. And there’s a press conference going on right now.” That’s when it all became extremely real for us. We just had to spring into action and try to start picking up the pieces as fast as we could.	Then we went down for a meeting at City Hall, and they told us: “OK, you’re being canceled. And there’s a press conference going on right now.” That’s when it all became extremely real for us. We just had to spring into action and try to start picking up the pieces as fast as we could.
GELLES Even before that, some participants were calling on you to proactively make the decision before the city did it itself. How you were weighing the calls of your community against what you were hearing from the city?	GELLES Even before that, some participants were calling on you to proactively make the decision before the city did it itself. How you were weighing the calls of your community against what you were hearing from the city?
SWENSON By the time the calls for us to quit were intensifying, we had begun to come to grasp with the fact that the show wasn’t going to happen. But the main thing was our community. We took $350 million off the table for all of these small businesses in Austin. If we had just acted on our own, I think there would have been a riot outside of our office.	SWENSON By the time the calls for us to quit were intensifying, we had begun to come to grasp with the fact that the show wasn’t going to happen. But the main thing was our community. We took $350 million off the table for all of these small businesses in Austin. If we had just acted on our own, I think there would have been a riot outside of our office.
We needed the authority of the mayor to step up and say: “OK, game over. Everybody, go home.” If we had said it, there would have been days of people saying, “Well, we’re going to do it without you,” and stuff like that. And we were trying to keep everybody unified and heading in the same direction.	We needed the authority of the mayor to step up and say: “OK, game over. Everybody, go home.” If we had said it, there would have been days of people saying, “Well, we’re going to do it without you,” and stuff like that. And we were trying to keep everybody unified and heading in the same direction.
GELLES Amy, you’re based in Seattle, and you had a front-row seat to this crisis much earlier than many of us in the country. What were those first few weeks like for you?	GELLES Amy, you’re based in Seattle, and you had a front-row seat to this crisis much earlier than many of us in the country. What were those first few weeks like for you?
AMY NELSON It was very clear early on that it wouldn’t be isolated to just Seattle, and that we had to think about it in terms of its national scope.	AMY NELSON It was very clear early on that it wouldn’t be isolated to just Seattle, and that we had to think about it in terms of its national scope.
We had just finished our year forecast and we were well on our way to a great 12 months, and then this came and we knew we had to deal with it pretty quickly. I worked very closely with my board, and one of my investors kind of looked at me when coronavirus came to Seattle and said, “If you don’t finish a re-forecast and figure out a plan within a week, you’re not doing your job.”	We had just finished our year forecast and we were well on our way to a great 12 months, and then this came and we knew we had to deal with it pretty quickly. I worked very closely with my board, and one of my investors kind of looked at me when coronavirus came to Seattle and said, “If you don’t finish a re-forecast and figure out a plan within a week, you’re not doing your job.”
I took that to my team, and there were a couple of questions. First, how do we protect our teammates and our members? Because the Riveter does have these physical spaces around the country. And then, second, how do we protect the business? How do we make sure that we create a viable plan to steer through what will be a year of massive uncertainty and a lot of grief?	I took that to my team, and there were a couple of questions. First, how do we protect our teammates and our members? Because the Riveter does have these physical spaces around the country. And then, second, how do we protect the business? How do we make sure that we create a viable plan to steer through what will be a year of massive uncertainty and a lot of grief?
So we set out to look at those various things pretty quickly. We worked to close our financing. And I said I don’t want to send our headquarters staff home until we take the spaces to an unstaffed position, because everyone at this company deserves to be treated the same way. So we made the decision on March 13 that we would take the spaces to unstaffed. We left them available to essential workers who have offices or dedicated desks in our spaces, and others who needed that space.	So we set out to look at those various things pretty quickly. We worked to close our financing. And I said I don’t want to send our headquarters staff home until we take the spaces to an unstaffed position, because everyone at this company deserves to be treated the same way. So we made the decision on March 13 that we would take the spaces to unstaffed. We left them available to essential workers who have offices or dedicated desks in our spaces, and others who needed that space.
We also made the decision at that moment that we would take whatever action we were taking across the country all at once. We have spaces in Minnesota, in Texas, in Colorado, and we acted far before most of those states put shelter in place on the table. And the other thing we set out to do was to shore up the business. Venture-backed companies, which we are, a part of our mandate is to scale. And so oftentimes we’re growing aggressively, but here we decided, “OK, what do we need to do to cut our costs to get through?” We’re obviously going to lose revenue, and so we moved really quickly on that front as well.	We also made the decision at that moment that we would take whatever action we were taking across the country all at once. We have spaces in Minnesota, in Texas, in Colorado, and we acted far before most of those states put shelter in place on the table. And the other thing we set out to do was to shore up the business. Venture-backed companies, which we are, a part of our mandate is to scale. And so oftentimes we’re growing aggressively, but here we decided, “OK, what do we need to do to cut our costs to get through?” We’re obviously going to lose revenue, and so we moved really quickly on that front as well.
GELLES Roland, can you give us just some granular understanding of what it took to cancel South by Southwest at the very last minute?	GELLES Roland, can you give us just some granular understanding of what it took to cancel South by Southwest at the very last minute?
SWENSON It was more like a car wreck than just slowing down and stopping. The first thing we did was let all the acts know, the musical acts, let all the filmmakers know, let all the speakers know, and then we started into canceling all the contracts that we could and negotiating settlements with the ones that we couldn’t. And then we had to decide what to do with the staff. And we finally told everybody relatively early that “OK, if you’re worried about this, you can work from home.”	SWENSON It was more like a car wreck than just slowing down and stopping. The first thing we did was let all the acts know, the musical acts, let all the filmmakers know, let all the speakers know, and then we started into canceling all the contracts that we could and negotiating settlements with the ones that we couldn’t. And then we had to decide what to do with the staff. And we finally told everybody relatively early that “OK, if you’re worried about this, you can work from home.”
GELLES What kind of shape has this left South by Southwest in? Will you be able to survive?	GELLES What kind of shape has this left South by Southwest in? Will you be able to survive?
SWENSON Well, once we looked at the forecast, it was pretty grim, and it showed us running out of cash within a couple of months. We had to make the tough choice of laying off a bunch of people, and that was very painful. That gave us enough breathing room to start looking for other investment.	SWENSON Well, once we looked at the forecast, it was pretty grim, and it showed us running out of cash within a couple of months. We had to make the tough choice of laying off a bunch of people, and that was very painful. That gave us enough breathing room to start looking for other investment.
	Updated June 2, 2020
	Mass protests against police brutality that have brought thousands of people onto the streets in cities across America are raising the specter of new coronavirus outbreaks, prompting political leaders, physicians and public health experts to warn that the crowds could cause a surge in cases. While many political leaders affirmed the right of protesters to express themselves, they urged the demonstrators to wear face masks and maintain social distancing, both to protect themselves and to prevent further community spread of the virus. Some infectious disease experts were reassured by the fact that the protests were held outdoors, saying the open air settings could mitigate the risk of transmission.
	Exercise researchers and physicians have some blunt advice for those of us aiming to return to regular exercise now: Start slowly and then rev up your workouts, also slowly. American adults tended to be about 12 percent less active after the stay-at-home mandates began in March than they were in January. But there are steps you can take to ease your way back into regular exercise safely. First, “start at no more than 50 percent of the exercise you were doing before Covid,” says Dr. Monica Rho, the chief of musculoskeletal medicine at the Shirley Ryan AbilityLab in Chicago. Thread in some preparatory squats, too, she advises. “When you haven’t been exercising, you lose muscle mass.” Expect some muscle twinges after these preliminary, post-lockdown sessions, especially a day or two later. But sudden or increasing pain during exercise is a clarion call to stop and return home.
	States are reopening bit by bit. This means that more public spaces are available for use and more and more businesses are being allowed to open again. The federal government is largely leaving the decision up to states, and some state leaders are leaving the decision up to local authorities. Even if you aren’t being told to stay at home, it’s still a good idea to limit trips outside and your interaction with other people.
	Touching contaminated objects and then infecting ourselves with the germs is not typically how the virus spreads. But it can happen. A number of studies of flu, rhinovirus, coronavirus and other microbes have shown that respiratory illnesses, including the new coronavirus, can spread by touching contaminated surfaces, particularly in places like day care centers, offices and hospitals. But a long chain of events has to happen for the disease to spread that way. The best way to protect yourself from coronavirus — whether it’s surface transmission or close human contact — is still social distancing, washing your hands, not touching your face and wearing masks.
	Common symptoms include fever, a dry cough, fatigue and difficulty breathing or shortness of breath. Some of these symptoms overlap with those of the flu, making detection difficult, but runny noses and stuffy sinuses are less common. The C.D.C. has also added chills, muscle pain, sore throat, headache and a new loss of the sense of taste or smell as symptoms to look out for. Most people fall ill five to seven days after exposure, but symptoms may appear in as few as two days or as many as 14 days.
	If air travel is unavoidable, there are some steps you can take to protect yourself. Most important: Wash your hands often, and stop touching your face. If possible, choose a window seat. A study from Emory University found that during flu season, the safest place to sit on a plane is by a window, as people sitting in window seats had less contact with potentially sick people. Disinfect hard surfaces. When you get to your seat and your hands are clean, use disinfecting wipes to clean the hard surfaces at your seat like the head and arm rest, the seatbelt buckle, the remote, screen, seat back pocket and the tray table. If the seat is hard and nonporous or leather or pleather, you can wipe that down, too. (Using wipes on upholstered seats could lead to a wet seat and spreading of germs rather than killing them.)
	More than 40 million people — the equivalent of 1 in 4 U.S. workers — have filed for unemployment benefits since the pandemic took hold. One in five who were working in February reported losing a job or being furloughed in March or the beginning of April, data from a Federal Reserve survey released on May 14 showed, and that pain was highly concentrated among low earners. Fully 39 percent of former workers living in a household earning $40,000 or less lost work, compared with 13 percent in those making more than $100,000, a Fed official said.
	Taking one’s temperature to look for signs of fever is not as easy as it sounds, as “normal” temperature numbers can vary, but generally, keep an eye out for a temperature of 100.5 degrees Fahrenheit or higher. If you don’t have a thermometer (they can be pricey these days), there are other ways to figure out if you have a fever, or are at risk of Covid-19 complications.
	The C.D.C. has recommended that all Americans wear cloth masks if they go out in public. This is a shift in federal guidance reflecting new concerns that the coronavirus is being spread by infected people who have no symptoms. Until now, the C.D.C., like the W.H.O., has advised that ordinary people don’t need to wear masks unless they are sick and coughing. Part of the reason was to preserve medical-grade masks for health care workers who desperately need them at a time when they are in continuously short supply. Masks don’t replace hand washing and social distancing.
	If you’ve been exposed to the coronavirus or think you have, and have a fever or symptoms like a cough or difficulty breathing, call a doctor. They should give you advice on whether you should be tested, how to get tested, and how to seek medical treatment without potentially infecting or exposing others.
	If you’re sick and you think you’ve been exposed to the new coronavirus, the C.D.C. recommends that you call your healthcare provider and explain your symptoms and fears. They will decide if you need to be tested. Keep in mind that there’s a chance — because of a lack of testing kits or because you’re asymptomatic, for instance — you won’t be able to get tested.
The way things are right now, we basically have enough money to get to the next event if nothing else goes wrong. But we’re in active discussions with potential partners.	The way things are right now, we basically have enough money to get to the next event if nothing else goes wrong. But we’re in active discussions with potential partners.
GELLES Amy, what steps have you taken to try to make sure the Riveter is a going concern for the next year and beyond?	GELLES Amy, what steps have you taken to try to make sure the Riveter is a going concern for the next year and beyond?
NELSON We put 34 percent of our staff on standby, which is another word for furlough. It was the hardest day I’ve had as a C.E.O. And one of the hardest things about it is that it came so unexpectedly. Two weeks before, we were beating our projections. And two weeks later, you’re facing this really painful decision that is going to impact real people that have helped you build a business.	NELSON We put 34 percent of our staff on standby, which is another word for furlough. It was the hardest day I’ve had as a C.E.O. And one of the hardest things about it is that it came so unexpectedly. Two weeks before, we were beating our projections. And two weeks later, you’re facing this really painful decision that is going to impact real people that have helped you build a business.
And I have nine leases across the country, and there isn’t anything setting out that landlords need to give their tenants any relief. So I’ve been in conversations with all of my landlords seeking deferment or abatement to see how we get through this year.	And I have nine leases across the country, and there isn’t anything setting out that landlords need to give their tenants any relief. So I’ve been in conversations with all of my landlords seeking deferment or abatement to see how we get through this year.