Archive for the ‘starting a company’ Category

Empathic Developers?

Saturday, January 16th, 2010

Amazing! Someone else also recognizes the crying need for “soft”, people skills in the hard, rocket science techie community!

I ran into Ari Krupnik at the Hacker Dojo job fair. I have constantly beaten my head against the wall trying to get other developers to understand that most people are not interested in technology for technology’s sake. Most people outside Silicon Valley has a life that does not revolve around technology but rather uses technology as an expression of “self” (“iPhone gets me the girl”). Non-techie types are anti-RTFM. Developers as a rule don’t understand and think the users are eager to spend hours discovering how wonderful the program is.

Ari apparently does:

I notice that engineers who block specific emotions entrain drama that revolves around the very emotions they block. The drama seems to go away as soon as the engineer is willing to experience the feeling that he blocks. In the tribe, we help each other unblock feelings and experience them fully. The results seem to include better relationships with peers and customers, and improvements in code quality.

explain the trick

Tuesday, September 8th, 2009

What happens when something looks too easy? Or the context is wrong?

This Labor Day weekend ( For the non-US people The “official” end of the summer in the U.S. first Monday in September – not May 1 ) me and my family went to the California State Fair.

There we saw Frank Oliver, a magician and his sidekick doing a bunch of tricks, fire swallowing, etc. My kids absolutely loved the show. One of the “tricks” was sword swallowing. Frank announces that his personal best was 19 inches and now he is going to attempt to do 22 inches for the “first time”. ( Having seen the show earlier in the day I knew that he had done it before — of course! ). Frank sits on the chair and his assistant makes a show of hammering the sword down.

Frank made it look so easy. Too easy.

Like everyone else in the audience, I was certain that there was a “trick” – the sword was rigged and it collapsed, or something. I discovered that there is no “trick” with sword swallowing. Frank was actually swallowing the sword and sword shallowing is quite dangerous:

Learning to ignore an involuntary process takes a tremendous amount of practice. In the case of sword swallowing, it generally involves deliberately activating the gag reflex over and over. The process can cause vomiting and considerable discomfort. It also dulls or removes a process intended to protect the person from harm. This is one of the many reasons why sword swallowing is dangerous.

The study involved the voluntary survey of 110 English-speaking sword swallowers. Forty-six of the 48 performers who responded consented to having their data used in the study. Thirty-three of the respondents included information about their medical histories. From most to least common, the side-effects they experienced from sword swallowing included:

* Throat pain, or sword throat
* Persistent lower chest pain, likely from injury to the esophagus or the diaphragm
* Internal bleeding
* Esophageal perforations, three of which required surgery
* Pleurisy, an inflammation of the lungs
* Pericarditis, an inflammation of the sac that covers and protects the heart

Furthermore,sword-swallowing-2

The Sword Swallowers Association International (SSAI) defines a sword swallower as a person who can swallow a 15-inch (38-centimeter) sword, which wouldn’t necessarily enter the stomach. The SSAI’s maximum recommended length for a swallowed sword is 24 inches (61 centimeters), which would put the tip of the sword well into the performer’s stomach [Source: swordswallow.com]

So 22 inches was near the extreme end of what was possible.

Something this dangerous and this involved deserves a better build up than being in the middle of an act and casually done. Frank should have explain how dangerous sword swallowing is, built up the suspense and drama. Instead sword swallowing was devalued simply because the lead-in was casual and it was treated like a joke.

Some times hard things should be made to look hard.

What about your company’s product? Is your company doing something hard and devaluing it because the difficulty of the problem is not being bragged about? Should the customers be aware of how hard the problem was — so they appreciate and value your solution more?

Tell Jerry McNerney why we need health care reform

Friday, August 21st, 2009

Help make the case for health care reform! Tell Jerry McNerney D-CA11 your story.

This is mine:

I am an entrepreneur starting my own company in Silicon Valley. I am reliant on expensive COBRA coverage for my own health care needs. COBRA runs out in a few months.

Without health insurance I will be forced to shutdown my company and my dream, and find another job building someone else’s dream.

I can’t afford to pay any health care for employees. So ironically I have to hire contractors from countries that do have universal health care. (or at least cheaper health care). Hiring anyone in the U.S. is too costly. Even if someone can work for minimum wage and equity, most software engineers will not do without health care insurance.

The best economic stimulus that Washington could enact is to take the economic burden of health care costs off the backs of small business and their employees. Enable people to realize their dreams without taking a chance on their health!

Not having to pay $13,000 – $15,000 / employee / year is a huge, huge, huge economic aid! For my own company this would have saved $40,000. This $40,000 could have been spent hiring people.

Jerry’s original email message:

Dear Patrick,

We’re in the midst of an historic debate on health care and closer than ever to enacting major reform.

Many of you participated in the health care survey I began circulating in April or in the telephone town hall on health care I held recently with almost 5,000 participants. Your thoughts and comments are appreciated and offer great insight.

Unfortunately, as you’ve probably heard, there are those in our country who want to block an open debate on health care. We shouldn’t lose the opportunity to have a productive and respectful conversation about the future of health care in this country.

I am not deterred by the current challenges or by those who seek to scare people into believing myths about the great changes we can make to the health care system.

I need your help to continue. We must stand together to create great change – our voices must rise above the din of misinformation.

Will you please sign my petition to show your support for health care reform?

I will continue to reach out to hear from you. Over the past month, I’ve traveled throughout the district to meet with small business owners, seniors, doctors and nurses. I’ve toured healthClick to watch video care facilities, including hospitals, clinics and local practices so that I can see our health care resources firsthand.

During my health care listening tour, I’ve heard again and again from people who are ready for change to our health care system. During these tough times no one should have the additional burden of worrying if they’ll have health care when their family needs it most.

I’m working hard to find a uniquely American solution to the problems of our current health care system. Every family should have access to high quality and affordable health care. We should crack down on insurance abuses such as preventing people with pre-existing conditions from accessing coverage. Every citizen should be able to choose the doctor they want to see and be free to make their own decisions on care for themselves and their families.

The fight isn’t an easy one. I am being attacked for my support of health care reform. I need your support during this crucial time.

Please take a moment to sign my petition, and if you’re able, consider a donation to the campaign so I have the resources to continue the fight.

The other side will use any means possible to continue their fear campaign against reform, including distortions, lies, and intimidation to stop us. We cannot allow this to happen.

We’re in this together.

Thank you for all that you do,
Congressman Jerry McNerney

Don’t let the lawyers run the business

Monday, August 17th, 2009

This past weekend, my sysadmin ( James Sparenberg ) and I, were figuring out which cloud hosting service to use. We had been pitched a number of times by GoGrid. I had been given a “try us out” credit by the very pleasant sales person. I was going through the process of signing up.

  1. name (check)
  2. company (check)
  3. address (check)
  4. read the Acceptable Use Policy, Beta Agreement and the Terms of Service… uh, oh

Beta Agreement:

2.  You will not disclose any Confidential Information to a third party, including without limitation a GoGrid Competitor, or use it for any purpose other than to facilitate beta testing.  However, you may disclose Confidential Information to the extent required by law, provided you give GoGrid advanced notice reasonably sufficient to allow it to contest such disclosure.  “Confidential Information” refers to any information regarding the Service unless such information is: (a) provided at the GoGrid Website (http://www.gogrid.com) and made available to Internet users without an account or password; (b) already publicly known other than through your act or omission; or (c) made available by GoGrid to customers of the Service after beta testing and after the official public launch of the Service.

3.  You agree that violation of the provisions of this Beta Agreement might cause GoGrid irreparable injury, for which monetary damages would not provide adequate compensation, and that in addition to any other remedies available, GoGrid will be entitled to injunctive relief against such breach or threatened breach, without the necessity of proving actual damages.

Danger, Will Robinson, Danger. At GoGrid’s sole discretion, they can go after me for lots of money and high-legal fees. According to a strict reading of this agreement, my balance and usage information is GoGrid’s confidential information.

It gets worse with GoGrid’s Acceptable Use Policy

A. The following activities are expressly prohibited:
2. Intellectual property infringement, including violations of copyright, trademark, and patent rights, and use or distribution of pirated software.

B. Disruptions & security:
GoGrid may suspend Service in whole or in part if it reasonably suspects an AUP violation. Customer will reimburse GoGrid for any expenses resulting from Customer’s violation of the AUP, including attorneys’ fees. GoGrid may also disable Customer’s service if GoGrid suspects that such service is the target of an attack or in any way interferes with services provided to other customers, even if Customer is not at fault. GoGrid does not issue refunds for terminating service due to any of the causes above.

So if GoGrid gets any sort of DMCA notice, legitimate or not, GoGrid can decide to take company’s website offline without compensation. If an Amplafi user is abusing the service, GoGrid will shutdown our entire service.

This arbitrary exposure to business disruption is unacceptable. If any corporate officer agreed to these terms I would fire them.

GoGrid’s (unacceptable) Terms of Service:

4. Acceptable Use.

(ii) Notwithstanding any provision to the contrary in this Agreement, and without limiting any of GoGrid’s rights or remedies, GoGrid may suspend Service in whole or in part in the event that GoGrid reasonably suspects an AUP violation. Reasonable suspicion pursuant to the preceding sentence includes, without limitation, a third party notice or claim that Customer’s use of the Service infringes on third party rights. GoGrid will make reasonable efforts to notify Customer before any such suspension, unless the AUP violation calls for immediate action to prevent injury or liability, in GoGrid’s opinion and at its sole discretion. Suspension pursuant to this Subsection 4(a)(ii) may continue so long as GoGrid reasonably suspects an AUP violation. GoGrid is not liable for any Service suspension authorized by this Subsection 4(a)(ii), or for any related loss, even if the suspected AUP violation did not occur.

GoGrid will shutdown Amplafi’s website for any reason at all. “Reasonable effort to notify” is not defined and is highly subject to interpretation.

6. Maintenance & Security.
GoGrid is not responsible for providing physical access to or copies of software, data, or content stored on GoGrid’s equipment under any circumstances and is not required to provide network access (i) after any termination or suspension of Customer’s Service or (ii) in the event of hardware failure, abuse by hackers or other third parties, improper administration by Customer, or other interruption of network access.

GoGrid will shutdown an account for arbitrary reasons and then discard all customer data…. if this is a day that ends in a ‘y’.

8. Warranties, Disclaimers, & Limitations of Liability.
(b) GOGRID WILL NOT BE LIABLE FOR ANY CONSEQUENTIAL, INCIDENTAL, INDIRECT, EXEMPLARY, PUNITIVE, OR MULTIPLE DAMAGES, EVEN IF ADVISED IN ADVANCE OF THE POSSIBILITY OF SUCH DAMAGES. GOGRID’S MAXIMUM LIABILITY ARISING OUT OF OR RELATED TO THIS AGREEMENT WILL NOT EXCEED THE TOTAL AMOUNT OF FEES PAID BY CUSTOMER DURING THE 12 MONTHS PRECEDING THE INJURY GIVING RISE TO THE CLAIM.

And you can’t do squat about it.

Sorry! No sale!

We decided to go with Rackspace.

Rackspace (reasonable!) Terms of Service

7. Law/AUP. You agree to use the Services in compliance with applicable law and our AUP, which is incorporated by reference in the Terms of Service. You agree that Rackspace may, in its reasonable commercial judgment consistent with industry standards, amend the AUP from time to time to further detail or describe reasonable restrictions and conditions on your use of the Services. Amendments to the AUP are effective on the earlier of our notice to you that an amendment has been made, or the first day of the next Renewal Term. You agree to cooperate with our reasonable investigation of any suspected violation of the AUP. In the event of a dispute between the parties regarding interpretation of the AUP, our commercially reasonable interpretation of the AUP shall prevail.

Wow! A ToS requires that the Customer be proactively notified!

8. Your Information. You represent and warrant to Rackspace that (i) all information you provide to Rackspace for purposes of establishing and maintaining the Services is accurate; (ii) if you are an individual, you are at least eighteen years of age; (iii) you will not use the Services for the development, design, manufacture, production, stockpiling, or use of nuclear, chemical or biological weapons, weapons of mass destruction, or missiles in any country listed in Country Groups D:4 and D:3 of Supplement No. 1 to Part 740 of the United States Export Administration Regulations, and (iv) you will not provide access to the Services to any person (including a natural person or government or private entity) located in or a national of embargoed or highly restricted country under United States Export Regulations, which include as of June, 2008, Cuba, Iran, Iraq, Libya, North Korea, Sudan, or Syria. You agree that Rackspace may, without notice and without liability to you report to the appropriate governmental authorities any conduct by you or any of your EUs that Rackspace reasonably believes violates applicable law, and provide any information that it has about you and your EUs in response to a formal or informal request from a law enforcement or government agency or in response to a formal request in a civil action that on its face meets the requirements for such a request.

Notice the last line, the request must be official — not just some sort of automated DMCA notice generated by a spambot in Hollywood.

12. Suspension/Termination.
(a) Suspension of Services. You agree that Rackspace may suspend the Services if: (i) Rackspace reasonably believes that the Services are being used in violation of the AUP; (ii) you fail to cooperate with any reasonable investigation of any suspected violation of the AUP; (iii) Rackspace reasonably believes that suspension of the Services is necessary to protect its network or its other customers, (iv) as required by a law enforcement or government agency, or (v) if the Card cannot be charged for payment in accordance with Section 5. You agree to pay a reasonable fee for reinstatement (“Reinstatement Fee”) following any suspension.
(b) Termination by You. The Terms of Service may be terminated by you at any time as long as all Fees then due together with unpaid Recurring Fees for the remainder of the Initial Term or the Renewal Term, as the case may be, are fully paid on the business day following the termination date.
(c) Termination by Rackspace. The Terms of Service may be terminated by Rackspace prior to the expiration of the Initial Term or any Renewal Term without liability as follows: (i) upon seventy-two (72) hours notice if you are overdue on the payment of any Fee; (ii) you materially violate any provision of the Terms of Service or the AUP, and fail to cure the violation within ten (10) days after receipt of a written notice from Rackspace describing the violation in reasonable detail in our sole discretion; (iii) upon twenty-four (24) hours notice if the Services are used in violation of a material term of the AUP more than once, or (iv) upon twenty-four (24) hours notice if you violate Section 8 (Your Information).

Notice the explicit difference between GoGrid’s termination policy and Rackspace. Rackspace says that they will suspend unilaterally. GoGrid goes right to termination. Rackspace explicitly lists out timeframes. Rackspace imposes a 10-day advanced written notification requirement upon themselves. Furthermore, Rackspace requires that the violation be material ( i.e. significant ) and repeated.

14. Confidential Information.
Information that is developed by a party on its own, without reference to the other’s Confidential Information, or that becomes available to a party other than through violation of these Terms of Service or applicable law, shall not be “Confidential Information” of the other party. Each party agrees not to use the other’s Confidential Information except in connection with the performance or use of the Services, as applicable, the exercise of its legal rights under these Terms of Service or the Order Form, or as may be required by law. Each party agrees not to disclose the other party’s Confidential Information to any third person except as follows: to its respective service providers, agents and representatives, provided that such service providers, agents or representatives agree to confidentiality measures that are at least as stringent as those stated in these Terms of Service; to law enforcement or government agency if requested, or if a party reasonably believes that the other party’s conduct may violate applicable criminal law; as required by law;
or in response to a subpoena or other compulsory legal process, provided that the disclosing party must give the other party written notice of at least seven days prior to disclosing Confidential Information under this subsection (or prompt notice in advance of disclosure, if seven days advance notice is not reasonably feasible), unless the law forbids such notice.

Wow, once again a reasonable time to hire legal talent to address a legal issue.

Rackspace Acceptable Use Policy:

Copyrighted Material
You may not use the Rackspace Cloud’s network or Services to download, publish, distribute, or otherwise copy or use in any manner any text, music, software, art, image or other work protected by copyright law unless:
• you have been expressly authorized by the owner of the copyright for the work to copy the work in that manner; or
• you are otherwise permitted by established copyright law to copy the work in that manner.
It is the Rackspace Cloud’s policy to terminate in appropriate circumstances the services of customers who are repeat infringers.

What a difference the lawyers can make! GoGrid’s ToS, AUP, and Beta agreement are completely one sided and read like some free consumer service, not something that should be entrusted with any serious business. Rackspace’s agreement is balanced. Gives everyone an opportunity to seek legal advice. And more importantly, treats the cloud services as running serious business applications.

Its worth noting that under GoGrid’s AUP, ToS and Beta agreement — Facebook, YouTube, and many other popular legitimate services would be shutdown.

No thanks, GoGrid.

Blame. NO. Responsibility. YES!

Sunday, August 16th, 2009

When reaching for the stars, something will go wrong.

Rockets blow-up.
Servers crash.
Regressions happen.

How you handle the setbacks is critical. Blame is a useless response. Blame is negative. After blame has been assigned, the rocket is still in pieces, the server is still down, and the bug still exists.

Hire people that take RESPONSIBILITY for finding SOLUTIONS. Hire people that look to HELP others shoulder the RESPONSIBILITY to fire the problem. Hire people that look for ways to prevent a duplicate of the same problem.

Once the problem is fixed, do you and your company spend time praising the “firefighters” only? Do you spend any time praising the person who caused the fire but was RESPONSIBLE enough to step forward, admit the problem, and help fix it?

Do you take RESPONSIBILITY as a manager to give your people time to build a “sprinkler system” to put out a similar future fire?

The first “fire” might be caused by someone else’s carelessness. But the second fire is YOUR responsibility if you didn’t budget time and money for that “sprinkler system”.

The 100-hour work week myth

Sunday, July 5th, 2009

Chris Yeh calls out workaholism as the stupid choice it is:

If you work 100-hour weeks, no one (investors, co-founders, employees) can blame you if things don’t work out, right?

And I like to think I’ve worked a lot smarter since then [missing dinner with spouse].

The life of an entrepreneur can be rough, but at least it’s a life of your choosing. The same can’t be said for your family. Give then a chance to make their own choice.

In other words, it is the default choice in the valley and in the technology sector. And its a stupid choice. 168 hours in the week. 100 hours at work. Allow 8 hours/day for sleep. Drive-time to/from work of 1 hour. This leaves exactly 13 hours for the employee to do *anything else*.

A few years ago, I had a job with the best work-life balance. This start-up had with only 7 engineers with 30-ish total people. Between November and January, we built a Paypal integration and a major piece of functionality that got the start-up their first bits of solid revenue. Everyone took their normal holiday vacation. Every programmer worked 9-5. No weekend work. We completed the project on-time.

The company is LinkedIn. We achieved this because Jean-Luc Vaillant was fanatically about knowing exactly what was to be built and automated tests so he knew exactly where the code was. Those tests had to pass each and every night. No new work was to be done until all the previous night’s failed tests were fixed.

Every later employer had to live up to this reasonable bar. Sadly most fail and most projects are late.

They fail because the managers listen to the siren song singing the lies:

  • that says that automatic tests are optional;
  • “trusting” the developer to adequately test by hand is good enough;
  • that there is more time to do-it-again than to do it right
  • that documentation is optional and it better to have team members figure out anothers work than it is to demand that the creator document;
  • and that long hours are better than sane hours

While Chris does touch on the work-life balance with his wife, he misses some key points. If the team is working 100-hours/week:

  • the team has no reserve capacity – if a short-term sprint is needed to wrap up a project – forget it
  • the team starts to waste time at work: web surfing and game-playing. So while physically there, they are neither productive nor getting a break from the work environment.
  • as soon as there is any corporate setback – moral collapses. When it looks like the company is going to be the next Google, employees will justify to themselves that working ridiculous hours will pay-off. This illusion is dispelled at the first severe setback.
  • someone outside of work is always telling the employee how stupid they are to work such long hours. The wife, the husband, the kids, the mother, or just the friends who are going up for that most excellent ski trip to Lake Tahoe.

So my advice to employers:

  • Get rid of the game room. Make employees have fun outside of the building.
  • Cut the power to the employees computers at midnight. Make them sleep so they can think and not make silly mistakes.
  • Do a postmortem on every crisis. Without blame and with automation ONLY, look for ways to make sure that the crisis can never, ever repeat. Working “harder” or requiring greater “perfection” is NOT the answer.
  • Reward employees – not for working harder, freeing up ‘capacity’. Did some developer, IT person, or janitor do something or automate something that freed up 20 minutes/person/week? In a 30-person startup, those 20 minutes saved is the same as hiring a full-time person for 3 months! Get everyone to look for these “small” time-savers. Work now becomes less onerous, more enjoyable, and your headcount stays down.

Expanding on the last point with some examples:

  • Automatic tests — avoids developers acting like monkeys do manual tests.
  • Buy the absolute fastest machines. My latest machine took me from 15 minutes builds to 1m30second builds. I started running the tests all the time!
  • Virtual assistants to handle the random shit that an employee might have to do during the day
  • Every 6 weeks, a mobile oil change service so that no one needs to run to Jiffy Lube
  • Outsourcing human resource issues

Spend the time to discover those “small, annoying” things that seem to petty to complain about — but that impact a significant percentage of the company.

Remember for a small 30-person startup saving 1hr20m/person/week ( i.e. 16min/person/day ) is the same as hiring another person. And in the process, enables everyone to step back from the brink.

Google has their famous 20% “free” time to work on new projects. Every startup should have 20% “free-up” time to make existing projects less painful.

While I am working hard at amplafi I am working even hard on making sure that my family knows I much rather be with them than coding.

Also read Steve Blank’s post on the Lies told Entrepreneurs.


Update ( 27 July 2009 ) My response to Paul Jozefak, a German VC, guest blog post:

Strongly, strongly agree with:

Ask me what I see lacking most in startups in Europe and I’ll say hunger, drive, and lofty goals.

For me my hunger and drive come directly from wanting to change the world for my children.

So I equally strongly DISagree with:

worked four jobs for the money to launch their venture, without giving a second thought to “quality of life” or “spending time with the kids.”

For me sacrificing the hours between 6:30-9:30pm that I spend with my kids is a false choice. I sacrifice that time only when absolutely necessary and never more than 2 days in a row. Once I have those 3 hours with family, I am emotionally recharged and able to focus completely on building my company, Amplafi.

I am not alone in this. Chris Yeh and Steve Blank : Lies Entrepreneurs Tell Themselves share my feelings.

My personal reality is the least successful company demanded the worse and longest hours. And the most successful startup asked the most reasonable hours. We work from 9-5. No weekends. No missed holidays. You might have hear of it. Its called Jean-Luc Vaillant did his job and managed his people well.

Shitty long hours is not a badge of honor. Its a sign of bad prioritization and resource management. Sure some times the long hours are necessary… just like a sprint is necessary at the end of a marathon. But you don’t sprint the entire length of the marathon. And unlike a marathon in a startup, there is no rest after crossing the first finish line – just another finish line in the distance.

A startup that is sprinting constantly better hope that they get bought before exhaustion sets in. Otherwise their competitors that have paced themselves better will pass them up and their best people will burned out and quit. Any little stumble, any sign that success and glory are a few months away… and the startup starts spending time looking for fresh blood.

Open Letter to Virtual currency companies: “universal” is not a feature

Friday, July 3rd, 2009

Interesting post from Lisa Rutherford about reaching for a universal currency and some discussion about some problems with that dream.

While the glories of a “universal” currency are appealing, I think this might be a “feature” that is in fact a negative.

First some questions:

  1. Don’t we already have a “universal” virtual currency called the US dollar (and the Euro)?
  2. Europe has been working very hard at the euro. Struggling with dissimilar economies that are only beginning to work together. Some countries had this tendency to spend to solve problems (Italy, Greece, Spain). Others were more conservative in their money printing philosophy (Germany). Working through these issues has been a constant source of tension. How will this be any easier between two different companies with different philosophies about how virtual currencies should be used?

Virtual currency companies should look at casinos and the collectible market instead.

Casinos issue casino chips for very good reasons. If gamblers use bank notes to place their bets then every bet becomes a purchasing decision: “I could place this $20 bill on Red 7, or I could buy a steak dinner”. Chips makes the purchasing decision happen only once. Redeeming chips has a “cost” — the gambler has to find the cashier. The cashier is not near an exit. The gambler then still has to escape the casino with the cash resisting temptation all the way.

Casinos also issue special chips that cannot be redeemed. These chips are billed as “Your first bet is free” chips.

Lastly, some casinos use chips as a branding, souvenir opportunity. A percentage of chips are never exchanged representing free money to the casinos.

Because casinos allow exchange out of their “virtual currency”, they have to spend a lot of time and effort on complying with money laundering regulations. By striving for universality, virtual currency companies will subject themselves to the same regulations.

Virtual currency companies should instead serve the same purpose as casino “first-bet” chips. Non-redeemable, can only be used to have fun, and to not make it obvious to the consumer that they are spending money.

A universal “Linden dollar” or “Lisa dollar” looks and feels too much like a “real” dollar to pay the real rent. The “currency” should stick to “toy/game-like” characteristics: “magic dust”, “gold”.

Virtual currency companies should steer away from “purchasing” words to “barter” words: “trade”, “exchange”, “collect”.

Additionally look at trading card companies like Topps, Upper Deck, and Magic: The Gathering. Very arguably these companies have been profitably exchanging unwanted dollars for valued cardboard for years. Trading cards were a virtual currency long before “virtual currency” was a buzz word. I do know that goplaynetwork.com is working on such a system.

Collectability is the direction that virtual currency companies should head toward — not universality.

Greg Berry also commented on Lisa’s Venture Beat virtual currency post. He touches some of the same themes as this post but he focuses more on the social aspects of virtual currency. He refers to : tuggl , twollars , openmoney and cyclos.

Greg Berry is correct. The social aspects of virtual currency need to be enhanced not the universalness

VCs: stop the false dichotomies

Wednesday, May 27th, 2009

What is with VCs and their false dichotomy when giving feedback about a company asking for funding:

  • Say nothing about the team
  • Be an asshole about how worthless the team is and their mothers should have had an abortion.

VCs seem to be a sound system with two settings for volume: “mute” or “max (a-hole)”. We live in an analog world. Lets try a little moderation.

How about this VCs? If you perceive the problem as the team, give feedback that is:

  • specific
  • actionable
  • non-personal (not impersonal)

Example dialog:

VC:

I like the concept. However, I don’t have confidence that the team as it exists can execute successful. My reasons are because:

  1. executing requires a deeper knowledge of neurosurgery. I need founders or a board of advisers with this expertise
  2. the team seems to be overweighted with business-types and underweighted in technology
  3. in order to sell into the companies you are targeting you will need a C-level person with the needed credibility
  4. you were disorganized for this meeting which makes me question your ability to manage a company.

If these barriers change, we may be interested in this company.

Possible response from the entrepreneur:

Thank you for this feedback.

  1. We have felt that is gap in neurosurgery is not as significant as you apparently do because we have 20 surgeons in other specialities. Perhaps if we refocused our product away from the neurosurgery aspects, it would be a better match to our skills? Perhaps you have some suggestion about who we should approach?
  2. We agree. Joe and Paul are helping us get started but they plan on returning to school once their time is no longer needed. Currently we are using all the help we can get.
  3. Perhaps. Right now, we have not yet found that person. My goal is to grow with the company. I have discussed this with the team. The agreement we have is that if I cannot get 1 customer within 6 months, the CEO role will be transitioned to another. Currently we are actively looking for advisers and a COO person that could act as a potential replacement support for me. However, who could imagine that Bill Gates or Mark Zuckerburg could manage the responsibilities that they now have?
  4. Thank you for that feedback. I did not realize that I gave that impression. If you talk to the rest of the team I think you would find that their opinion is different. Would be willing to do that?

Notice that the entrepreneur is not just agreeing with the VC. And the VC may be unsatisfied with the entrepreneur’s response. The VC may not wish to proceed further no matter what. But at least the feedback is out there in a cordial matter.

Email/Calendar : Missing features

Sunday, May 17th, 2009

Continuing my “broken” series of things that everyone uses but no one fixes. Many of these missing features are email and calendar integration.

Email. Much maligned. These are the key “broken”/ missing features. For some reason, not one major email provider nor any mail program ( that I know of ) has provided these missing features. Without these features, email is “broken”.

This list is in ranked preference.

  1. Easy calendar linking
  2. Deadline handling
  3. Delayed processing
  4. Notes
  5. Emphasis
  6. Quote management
  7. Cross linking
  8. Task integration
  9. Countdown

Easy calendar linking

Gmail makes a half-ass attempt at this but it has never worked for me.

Furthermore it looks like Gmail is only expecting 1 event per message. Most email newsletters have multiple events announced.

Properly done, this feature would allow users to select from the email body:

  • date/time information
  • location information
  • registration urls
  • deadline (early bird for example)

A floating, AJAX-y div that would allow users to select each bit of information separately until all needed information has been submitted.

Furthermore, the user should be able to create multiple events from a single email.

All created events are linked to the original email.

Deadline handling

This would support GTD methodology. An email comes in referencing an event (see above) or a request (“I need the financials by Thursday for the Friday morning C-level meeting” ). The recipient does not want to act on this request right away but they certainly don’t want to forget either.

Deadline handling makes sure the deadline is not forgotten and the email is removed (optionally) from the visible inbox( Inbox is distracting, “did I open this email .. oh yeah I did”).

With deadline handling, the user selects a series of dates that would trigger reminder notes to the user as the deadline approaches. The user also may create a task that indicates how much time the task will take. The deadline reminders would be increasingly color-coded based on how much time remains from the end of the task to the calendar item (“green”, “yellow”, “red” ).

Using the request example,

I need the financials by Thursday for the Friday morning C-level meeting

The user would create a deadline for Thursday 5pm. The task will take 2 hours and the user wants alarms on Thursday. The “red” alarm would be at 3pm on Thursday ( because the financials take 2 hours and must be done by 5pm ).

The email would then be archived so it is not there to distract the user. And the user will not accidentally forget the request because it got buried in the inbox.

Since one email may contain multiple requests, this feature would need to support multiple requests.

Delayed processing

This extends deadline processing to some degree, but is used more for the “softer” deadlines. Many messages have an implicit “sell-by” date. For example, emails about organizing or announcing an event. Once the event has happened, the back-and-forth messages can be deleted/archived. But until the event happens the messages should not be touched.

This allows easy handling of messages where the user doesn’t want to instantly delete the message but wants the message gone after a delay.

This feature would be immensely valuable to me personally. My inbox is cluttered with email chains planning events in 2004. Being able to attach a self-destruct would clean over 50% of my email.

[enhancement: if I don't open this email again in the next 30 days, delete it - kind of like spam processing for non-spam messages.]

Notes

What it says. I want to be able to attach a private note to an email. If I forward or reply to the email, the note is not included.

Some use cases: The email results in a phone conversation or chat. I want to be able to attach the phone notes or chat log to the email.

Why is this missing???

Emphasis

A big email, with lots of “stuff” that is not important. But one set of information that I do care about. I want to be able to select that text for special emphasis. Conversely, I want to selectively diminish other parts of the email.

This would allow the important data to easily be re-found and for unimportant parts to be collapse from view.

Quote management

In a long email back and forth, I want to be able to collapse levels of the quoted previous messages in the thread.

Cross linking

2+ emails are related (for me) I want to connect two messages with no obvious connection. These messages are not in teh same email thread and have no obvious computable connection. Different senders, different email threads but the content happens to be related.

Task integration

A bunch of messages are all related to a certain task. Allow the user to connect those emails to a task. When the task is completed, the messages are archived (or deleted). Since a single email may relate to multiple tasks, the email is only deleted/archived when all the tasks have been completed.

The text corresponding to completed tasks is “deemphasized” ( see “Emphasis” missing feature )

Countdown

Reminders are transitory alarms. For some reminders, a countdown clock to the event is better.
This avoids the need to set multiple reminder alarms.
This wouldn’t work for SMS reminders but would work if it was part of the calendar / email display.

Question :How to get and manage non-strategic multiple customer investment?

Saturday, May 16th, 2009

I am looking for people who have had success in converting customers into angel investors. I am *not* referring to strategic investors like Cisco.

Background:
I have a pitch that works very well when talking to customers. Prospects get and understand Amplafi and can’t wait to use it. VCs and other techno-philes types (who are *not* our target customers) hear the same pitch, their eyes glaze over and they tune out. Clearly a bad match if the investor does not understanding the customers!

I am seeking angel level investment ( > $1M ) and would really like to turn a set of happy customers into investors.

My ideal situation would be 20 customers investing $10K each. So a customer council with skin in the game. These customers would be non-traditional angel investors. ( not the Ron Conways of the world )

Obviously, I would be then taking on a investor expectations management project. But compared to managing a traditional investor’s lack of understanding of my target market, how can it be any worse — at least they are customers!

[Update: also posted to LinkedIn]