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And be an equal partner in the design, not just a coder I wanted to grow people into being able to do that, and I thought, Let s try to make these people true professionals in the sense that lawyers and doctors and real engineers like civil engineers are professionals Livingston: What would that mean Greenspun: They would have to develop the skill of starting from the problem They would invest some time in writing up their results I was very careful about trying to encourage these people to have an independent professional reputation, so there s code that had their name on it and that they took responsibility for, documentation that explained what problem they were trying to solve, what alternatives they considered, what the strengths and limitations of this particular implementation that they were releasing were, maybe a white paper on what lessons they learned from a project.

I tried to get the programmers to write, which they didn t want to do People don t like to write It s hard The people who were really good software engineers were usually great writers; they had tremendous ability to organize their thoughts and communicate The people who were sort of average-quality programmers and had trouble thinking about the larger picture were the ones who couldn t write Livingston: You had a different atmosphere, such as encouraging your people to be part of the process Didn t you also have educational sessions Greenspun: Yeah, and we had very strict code reviews Basically the whole idea was to grow the company by having apprentices We would bring in some people, and then the handful of people who were already there would work.

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with them and review their code and show them how to do things more cleanly how to use features of the toolkit instead of writing extra software The idea was that, once they had done two or three projects for customers, they could take on an apprentice and mentor that person We had younger people, and we had more women than other firms We had Eve Anderson and Tracy Adams two of the most senior people at the company were female, which was kind of unusual We never wanted to have more than two or three people on a project The consequence of that was sometimes they would have to work pretty hard But my model of the world was MIT biology grad school When they re young, people need to work pretty long hours to build experience and get things done.

And I have some bead shops But most of it, I would say 80 percent, I sell directly through the Internet People find me through advertising, word of mouth, or just searches, searches on the Internet Smolin: What discount do you give your dealers Carlton: They get 45 percent Smolin: So is it single-user Multiuser Carlton: Single Smolin: Single-user Is it front end, back end Carlton: Yeah, it could be installed on a network, you know, because it is the front and back end But I didn t do anything to it and I m not going to support any networking issues But I explain to people how to set it up that way Smolin: So your license would cover the site Carlton: No, no, it s just single-user Smolin: Single-user license and Carlton: Yeah, and again it s not for business; it s per user Smolin: Per user, OK.

But the benefit was that then they get a big chunk of the project, and they are able to say, I built half of the site for the customer They put their name on something, instead of their r sum just saying that they were part of a 20-person team You never really know what most programmers have accomplished There are a handful of people that you can say that about Linus Torvalds built the Linux kernel, but it s hard to say what the average programmer working at a big company has ever accomplished Maybe he or she knows, but, from the outside, the projects are so big and their contributions were so small I wanted them to have a real professional r sum In the end, the project was a failure because the industry trends moved away from that.

People don t want programmers to be professionals; they want programmers to be cheap They want them to be using inefficient tools like C and Java They just want to get them in India and pay as little as possible But I think part of the hostility of industrial managers toward programmers comes from the fact that programmers never had been professionals Programmers have not been professionals because they haven t really cared about quality How many programmers have you asked, Is this the right way to do things Is this going to be good for the users They reply, I don t know and I don t care I get paid, I have my cubicle, and the air-conditioning is set at the right temperature I m happy as long as the paycheck comes in.

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