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That s really all you need to know to run a company I would have been so much better off if the manager of the Central Square McDonald s had been on my board, because at least he would have understood how to do accounting The guys on my Board had been employees all of their lives You can t turn an employee into a businessman The employee only cares about making his boss happy The customer might be unhappy and the shareholders are taking a beating, but if the boss is happy, the employee gets a raise By contrast, the businessman cares about getting a customer, taking his money, not spending too much serving that customer, and then selling something more to the same customer These are totally different psychologies The VCs found a CEO for the company, and I was like, OK, great! Finally, I can relax.

I get people who say, This is unbelievable, you should charge more for it, but then I get a lot of people who say, I would love to buy it, but it s expensive So I think that price just seems to be right on Smolin: So you ve been doing so it s been out there for six years Have you raised the price in that time Carlton: No All I ve done is created two more versions, so there s an $89, a $129, and a $259 version The one in the middle, the $129, is probably the best-selling one But that one has invoicing, where the standard version doesn t So anybody that is seriously considering selling, it forces them to buy that version Smolin: OK so your pricing model is single-user license If they want to put on two boxes .

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This guy was a very smooth talker He had been the COO-type at a software consulting firm, Cambridge Technology Partners, which is a pretty.

bad company, actually. They never had a really good product, and I don t think their customers were very well served. If you are going to get a manager, it s probably better to get somebody from GE Jet Engines because, at the end of the day, the customer who buys a GE jet engine gets value. It s a high-quality product. They at least have that kind of culture of building something reasonable for the customer.

Livingston: Did you like and approve the hire of this new CEO Greenspun: I liked this guy reasonably well, but a lot of it was desperation.

I really didn t like what my job had become Until the company had about 40 people, it was a lot of fun I felt like work was getting done that I would have done if I d had more time It was being done in my style and to my quality standards It was like being pushed along by this tide of helpers But at the time of the VC investment, we had 80 people, and I thought, Things are beginning to get done that I wouldn t have done Some of my cofounders and more experienced folks were also stretched pretty thin because of the growth I thought, We just need the insta-manager solution Which, in retrospect, is ridiculous.

well, you let them put it on a second machine, but if they want another one, then they gotta buy another license Carlton: Um no If it s there, if they have three computers, and they are using the program, it s just them, I ll give them a third I ll give them a fourth or fifth Per user But I m not going to argue with them over the phone if, you know, their sister might be using it or something Again, my concern is more about passing that one CD around to everybody Smolin: So when you sell one of them to a manufacturer, say in Thailand, if they ve got twenty users, they have to buy twenty licenses Carlton: Right Smolin: OK What is your product support policy Carlton: I have full tech support.

How could someone who didn t know anything about the company, the customers, and the software be the CEO Our customers weren t hiring us to be management experts; they wanted a really good programming team to build something of high-quality and deliver it quickly They didn t need anyone to talk smooth to them A lot of the traditional skills of a manager were kind of irrelevant when you only have two or threeperson teams building something So it was almost more like you were better off hiring a process control person or factory quality expert instead of a big executive type They brought in a new executive team very quickly, and I acceded to this because I knew that my skills weren t in management and, in theory, somebody else could have done just as good a job as CEO.

Add a new content pipeline project to your solution by going through the ten steps explained in recipe 4-15. This time, however, you will not need to define your custom processor. All you need to do is define the MapData class, together with an appropriate TypeWriter and TypeReader.

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