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But apparently nobody could do quite as good a job at making the engineering decisions on the toolkit Jin and I and a few other experienced engineers we knew what worked, we knew what didn t work we should be concentrating on the product The CEO was a guy who had never been a CEO of any organization before, and he brought in his friend to be CFO His buddy didn t have an accounting degree and he was really bad with numbers He couldn t think with numbers, he couldn t do a spreadsheet model accurately That generated a lot of acrimony at the board meetings I would say, Things are going badly And he d say, Look at this beautiful spreadsheet Look at these numbers; it s going great.

In 5 minutes I had found ten fundamental errors in the assumptions of this spreadsheet, so I didn t think it would be wise to use it to make business decisions But they couldn t see it None of the other people on the board were engineers, so they thought, Well, he s the CFO, so let s rely on his numbers Having inaccurate numbers kept people from making good decisions They just thought I was a nasty and unpleasant person, criticizing this guy s numbers, because they couldn t see the errors From an MIT School of Engineering standpoint, they were all innumerate..

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Livingston: What about your board Greenspun: We were supposed to have two outside board members to break this kind of deadlock They were subject to the venture capitalists approval, and they wouldn t approve anyone I d say, What about this MIT professor And they d say, No, he s not qualified What about this person who s started and run a $100 million company Not qualified They never proposed anyone themselves, and whoever I proposed, they shot down Basically, with their CEO that they brought in, they had a three-to-two board majority no matter what And they said, We re going to run this company We re going to make all the decisions, and you re just going to be a figurehead I got very upset It was a difficult time for me I didn t have enough perspective to realize .

I try to encourage them to use e-mail instead of calling me on the phone, but some people prefer calling on the phone Actually, I would say the majority of the questions have absolutely nothing to do with my program It s because people don t know how to use their computer, which can be kind of frustrating But if I don t help them with their computer, then they can t use my program Smolin: Do you charge for support Carlton: No, I don t really have a way of doing that Smolin: Do you find that 5 percent of your users account for 95 percent of your calls.

A couple of my friends, John Gage and Bill Joy, the founders of Sun I know John, and I don t think he d be upset if I told this story he would scream and yell about the direction that Sun was taking and how bad it was, and Bill Joy would say, C mon, John, calm down, it s only a company Which is the right perspective to have, but I didn t have that distance If I had been on the board of somebody else s company and the same kind of thing was going on, I could have probably contributed in a more positive manner just by having less emotional stake in the matter Remember, I d financed the company and I owned most of it, so it was a big asset for me It was my only asset, basically It was just too personal.

So after about 6 months, because they had no management experience, no P&L experience, no engineering experience, and no numbers experience, they couldn t see that what I was telling them was right and that they were headed for some serious financial and customer losses They just thought I was injuring their self-esteem that s what they said They basically fired me and all but one of my cofounders They pushed them out of the company within a month or two I d been fired 2 months after they came in; I just didn t know that I d been fired I was still getting a paycheck, but nobody was listening to me They were telling people, Don t listen to him; he doesn t have any power I was chairman of the board.

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