In the wake of the pandemic-induced economic downturn, many businesses are faltering for predictable reasons. In other words, ill-prepared companies have incurred setbacks that are different from more conventional threats to business continuity. Plans are usually designed to help companies respond to localized threats–not to global disruption. The fact that the adverse effects of the pandemic has been global means that we’re all in this together. It is clear, then, that the solutions to this predicament need to also be universal.

Consequently, online businesses struggling to stay afloat have come to depend more and more on state-of-the-art telecommunications technology. Going forward, new tech (e.g. artificial intelligence, cloud computing, machine learning, predictive analytics, etc.) will be needed to assay threats posed by systemic disruptions. Consequently, enterprise planning will need to incorporate risk-mitigation strategies into their business plan if they want to survive market downturns. The trick is to minimize foregone opportunities (a.k.a. “opportunity costs”), taking strategic measures to ensure they are able to weather major economic disruptions (e.g. systemic interruptions in essential services like utilities and transportation).

Sick Company’s mission is to facilitate the resurgence of faltering companies by ensuring they can find investors ready to provide capital. But Sick Company is not just about connecting capital infusion. In addition to connecting struggling businesses with much-needed capital, faltering enterprises must be able to react immediately to lapses in communication. This is about SMART market capitalization. Sick Company is about facilitating a resurgence in commerce.