I believe you might be underestimating the time it takes to become profitable. You say you're burning 20K per month, that is one hell of an operating budget if you're basically two guys with almost no customers. You said you started a new campaign but results are trickling in slowly, which is normal. It will take time to build a brand and a customer base. Banking on revenue being "just around the corner" is likely to get you into trouble. You're only allowed to give a concrete time frame for profitability if you already have a graph with a growth curve on it that will cross the red line with a decent amount of confidence at a predetermined point in the future. If you're pretty much at zero revenue right now, you cannot draw this line because you don't know the growth factor yet. Sure, a few companies do take off like rockets, but these are outliers that cannot be used to actually make plans for the future.
Sorry to be a party pooper on two accounts, but I don't think this angel guy is going to solve your problems either. One can already sense the tension between you and him, imagine what it's going to be like once he takes over the operation. And when he discovers that this 20K/month hole cannot be plugged, he'll be very pissed and you might suddenly find yourself fighting on more than one front just to make it through somehow.
I don't want to be just negative, but it's hard to give advice without knowing all the facts. In your place I'd probably look into these things:
Can the money drain be reduced to a fraction of what it is now? If that leads to a reduction in service quality, you need to ask yourself if the majority of the expense is actually going into the core offering that customers want from you? Can the scope of this thing be reduced somehow? What do customers actually need from you (concentrate on one core expectation if possible). Can you find money elsewhere, for example by making a business plan and presenting to a VC? Take a very critical look at your revenue expectations: are there any hard numbers you can work with and plan for? Can you partner up with a company in some form of mutually beneficial agreement, possibly reducing your expenses or at least to help you get in contact with a pre-existing customer base?
Sorry to be a party pooper on two accounts, but I don't think this angel guy is going to solve your problems either. One can already sense the tension between you and him, imagine what it's going to be like once he takes over the operation. And when he discovers that this 20K/month hole cannot be plugged, he'll be very pissed and you might suddenly find yourself fighting on more than one front just to make it through somehow.
I don't want to be just negative, but it's hard to give advice without knowing all the facts. In your place I'd probably look into these things:
Can the money drain be reduced to a fraction of what it is now? If that leads to a reduction in service quality, you need to ask yourself if the majority of the expense is actually going into the core offering that customers want from you? Can the scope of this thing be reduced somehow? What do customers actually need from you (concentrate on one core expectation if possible). Can you find money elsewhere, for example by making a business plan and presenting to a VC? Take a very critical look at your revenue expectations: are there any hard numbers you can work with and plan for? Can you partner up with a company in some form of mutually beneficial agreement, possibly reducing your expenses or at least to help you get in contact with a pre-existing customer base?