When iRobot filed for Chapter 11 bankruptcy last Sunday, it marked the end of an era for one of America’s most beloved robotics companies. The Roomba maker, which had sold over 50 million robots since its 2002 launch, had survived 35 years of near-death experiences and technical challenges only to be undone by what founder Colin Angle calls “avoidable” regulatory opposition. The collapse followed Amazon’s January 2024 decision to scuttle its <head>.7 billion acquisition of iRobot after 18 months of investigation by the FTC and European regulators. In this candid conversation, Angle reflects on what he describes as a profoundly frustrating process, the chilling message it sends to entrepreneurs, and his determination to move forward with a new venture in consumer robotics. This interview has been edited for length and clarity. TC: You called the bankruptcy “avoidable” and a “tragedy for consumers.” Walk me through what you think regulators got wrong in blocking the Amazon acquisition. CA: I think there’s a real lesson around the role of the FTC and the European Commission. The goal, of course, is to avoid the abuses that can happen in monopolies and with the goal of protecting consumer choice and protecting innovation. What happened was that iRobot and Amazon came together for the expressed purpose of creating more innovation, more consumer choice, at a time when iRobot’s trajectory was honestly different from where it was several years earlier. In the EU, we had a 12% market share [but it was] declining where the number one competitor was only three years old in the market, which is nearly the definition of a vibrant and dynamic marketplace. And in the United States, iRobot’s market share was higher, but it was declining and there were multiple growing competitors bringing outside innovation into the marketplace. This should have been a no-brainer. This should have been three, four weeks of investigation. What happened instead was a year and a half of pendency, which had a very challenging impact on the ability to operate a company and ultimately having the acquisition blocked. Techcrunch event San Francisco | October 13-15, 2026 What was that 18-month process actually like? What were you being asked to do? The amount of money and time spent was indescribable. I would not be surprised if over 100,000 documents were created and delivered. iRobot invested a significant part of our discretionary earnings against fulfilling the requirements that went along with doing the transaction. Amazon was forced to invest many, many, many times that. There was a whole team, both internal and external employees and lawyers and economists working to try to, in as many different ways as possible — because it seemed like our message was falling on deaf ears — demonstrate that this acquisition was not going to create a monopolistic situation. There was daily activity for 18 months associated with this. Perhaps most telling, when I was testifying as part of being deposed, I had a chance to walk the halls of the FTC. The examiners on their office doors had printouts of deals blocked, like trophies. Trophies? To me, it felt so wrong as an entrepreneur who started this thing literally in my living room and lived six and a half years never having enough money in the bank to make payroll, finally making it through succeeding. Here’s an agency whose stated mission is protecting consumer interests and helping the United States economy, celebrating as victories every time they shut down M&A, which in a very real way is the primary driver of value creation for the innovation economy. I went into this deposition looking for a friend. It’s like, “Here we are, we’re obviously not in a stronger place, and here’s a great opportunity for us. Are you excited for us?” Maybe this is just my naïve take coming out, but that’s not the reception I got. It was, “Why should we ever let them do this?” It’s like: because it’s good for the consumer — because it’s going to catalyze innovation. How do you think what happened here changes the calculus for startup founders who see acquisition as their exit strategy? Do you think we’re in a world where American tech companies can’t scale through M&A? Risk has a chilling effect. If you’re an entrepreneur, your only option is to hope that it doesn’t happen again. The reason you and I are talking is I hope by my words I can make it less likely that it will happen again. I founded a new company and my outlook on exit strategy and even commercialization strategy is impacted by the experiences I had at iRobot. How can it not be? That precedent creates risk of it happening again, and only through positive experiences do we start to dial down the anxiety that the exits I’m depending on — or as a venture capitalist, the exits I’m investing in assuming will happen — will actually come through. That risk is factored into the will