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No Talent, No Problem: Become a Big Company Bureaucrat

Everyone working or doing business with large enterprises at some point have run against the frustrating bureaucracy reigning in those environments. This type of bureaucracy is an inherent aspect of big organizations but I’ve also been surprised of encountering a few startups launched by people with big company background which amazingly presents the same frustrating levels of bureaucracy.

Seeing that phenomenon has made me realize how much bureaucracy is not only a product or big company environments but also a consequence of hiring people with “bureaucratic DNA” ;)   At the end of the day, a lot of times bureaucracy is a mechanism created by people with no real talent in order to survive in a company environment.

How to spot a big company bureaucrat?

If you are working in a big company you already know who those guys are. If not, just look around for some of the following characteristics:

  • They want control but have no idea what to do with it: Bureaucrats demand and fight for control all the time because it makes them feel important. However, when granted control over a specific situation, they have no idea how to make effective decisions.
  • They have no real talent: You wonder who these people bribed to get to their position ;) Big company bureaucrats bring little or no marketable talent and instrument complex processes to hide that fact in the eyes of their colleagues.
  • They manage by fear: When in management positions, big company bureaucrats constantly inspire fear to their subordinates. This is just about the only way they know how to manage a team because fear is the only thing that makes them feel in control.
  • They can’t make a decision without calling a meeting: Making decisions entails taking risks and big company bureaucrats are adverse to risks; so what do they do? They call meetings to make other people responsible for the decision.
  • They call meetings for everything: Big company bureaucrats not only call meetings to get consensus about decisions but they call meetings for everything. Meetings makes bureaucrats appear busy in the eyes of their colleagues and, at the end, they have nothing better to do.
  • Everything is a crisis: Big company bureaucrats feel comfortable in crisis environments because they don’t know how to discriminate real important decisions from average ones. Besides, crisis offers bureaucrats the feeling of being in control that they so desperately need.

What do you think? Do you live surrounded by big company bureaucrats?

 
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Posted by on March 26, 2013 in Uncategorized

 

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The Most Undervalued Quality of an Entrepreneur: Courage

When we think about successful entrepreneurs and companies we often talk about a number of qualities that, we think, have been the cornerstone to their success. Talent, passion, work ethics, resiliency, confidence are just me of the common characteristics that are often cited at the core DNA of great entrepreneurs, teams and companies. Even though all those qualities are definitely required in order to build a great company, I feel that quite often we (I’ve been guilty about this as well) tend to undermine one the most important qualities of any successful entrepreneur: courage.

When I was a teenager, I came across what has become my all-time favorite quote about courage and one that I think has been present at any important moment in my life. The great Greek philosopher Aristotle once said:

“Courage is the first of human qualities because it is the quality which guarantees the others.”

Think about it, when hiring people, we tend to get obsessed trying to find great talent, passion, honesty and, sometimes, we don’t realize that most of those qualities never surfaced in important situation unless they are driven by a courageous act.

Honesty and transparency are some of the noblest qualities you can nurture in your team or company but most people will have a hard time staying honest when that honesty can cost them their job, their marriage, a friendship. Leadership and passion can be the cornerstone of any successful company; however, most people will have a difficult time leading when they know that any mistakes can destroy the entire company. Convictions and values will certainly shape the culture of the company but it takes true courage to stay loyal to your values when the entire world is telling you you are wrong. Without courage, most of the other qualities in your team r company will only surface during the “better times”.

As a founder CEO, my advice is to value and nurture courage as one of the main qualities of your team. When interviewing people for leadership positions, try to identify how they will react in difficult situations. Test them out, are they going to panic ? are they going to paralyze and be unable to make any important decisions ? or are they going to stay calm and be a hero? ;)

To wrap it up, I will leave you with another one of my favorite quotes about courage:

“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition.” Steve Jobs

 
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Posted by on June 27, 2012 in Uncategorized

 

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Some Thoughts on Employer Employee Relationships

People are a key element of the success or failure of a software startup. Great people can build great things while ordinary people couldn’t differentiate a great thing from an average one. This is why aspects such as the hiring practices, culture, values and, ultimately, the employer-employee relationship should be the most precious relics of any startup.

Despite many challenges, I believe that we have done a great job at Tellago Studios and Tellago when comes to hiring and attracting talent. Up to this point, we can’t say we have had any hard time finding great engineers and we’ve managed to organically grow a very unique culture that contributes to the general happiness of our team. However, we also have learned a lot of lessons in terms of employer-employee dynamics that I think are worth writing about.

Value Loyalty

In 1885, Louis Pasteur used his knowledge of inoculation to save the life of a nine-year-old boy named Joseph Meister, who had been bitten by a rabid dog. When the Nazis captured Paris fifty-five years later (in 1940), Meister, working as the gatekeeper of the Pasteur Institute, was ordered by a Nazi officer to open Pasteur’s crypt. Rather than do so, he killed himself.

For Employees

Startups present a unique opportunity to build a loyal relationship with the founders and with the company in general. Being loyal is not only important because it helps you navigate through the tough times together but because it builds up dreams, relationships and principles that last an entire lifetime. If you feel that you are working on a startup that is not worth your loyalty then you should probably look for a different job. At the same time, you should expect loyalty from the founders as well.

For Founders

Like any other great gift in life, loyalty needs to be earned. As a founder, you should be extremely loyal to your employees. You should care about their career paths and work intensely to provide an environment on which they can put their talents to work for the best of the company. Without that level of loyalty, it is almost impossible to build any type of culture or environment that will inspire people to work for your company.

Make Everybody Better

Los Angeles Lakers guard Rod Hundley once roomed with Elgin Baylor, one of the greatest scorers in the history of the NBA. One night in New York, Baylor set a team record, scoring seventy-one points in a single game.

As they got into a cab to ride back to their hotel, Hundley put an arm around his teammate: “What a night we had, buddy!” he trumpeted. “Seventy-three points between us!”

For Employees

Software startup environments provide a unique opportunity to work with people that share your same vision, passions and, if the founders of the company are doing a decent job, even talent around certain technologies. Given the craziness of software startups, you are very likely to spend more time with your colleagues than with your friends and family. Every day, put forth your best effort to contribute to making your colleagues better and, in the same manner, take the time to learn from them.

For Founders

Building an environment that stimulates constant learning and improving is something that should be part of the core DNA of a startup. Most of the time, it comes easier if the founders share a passion and practice for learning and exploring new things.

At Tellago and Tellago Studios, Elizabeth and I, working together with the team, have managed to build a culture in which it is almost impossible to not learn new technologies on a weekly basis. Even if you try to not learn on purpose you will get bombarded with so many discussions, debates, and challenges that you will find it very hard to accomplish your mission. We complement that by hiring people that share our passion for learning and mastering new things.

Avoid Job Hopers

For Employees

If you are the type of person always looking for a bigger payday and incapable of committing to a company, then you shouldn’t work for a startup regardless of how much you like the company. You, most likely, belong in bigger and more structured corporations that can offer clear financial benefits without dealing with the challenges of a startup environment.

If you are decently talented, you can always find another company that pays more for your services. What you are going to have a hard time finding, are companies that offer you the pride and thrill that you experience when you are building something bigger than yourself.

For Founders

As a general practice, I tend to not read too much into a resume. In my experience, most resumes, and even your profile in a professional network like LinkedIn, is not an accurate representation of your skillsets. When I scan through a resume I look for aspects that help me understand the talent and character of the candidate. One of the aspects I pay attention to is the number of jobs a candidate has had in recent years. Generally (there are exceptions) I could be a little predisposed to not hire “job hopers”.

As a founder, I would recommend avoiding hiring “job hopers” unless you have a good reason to do so. Definitely avoid building an entire team of “job hopers” just because they bring some talent to the team.

Work With People You Admire

Christian Bale was delighted to play the villain opposite Samuel L. Jackson in Shaft. “It was a real honor,” he later remarked, “to be called ‘motherf—er’ by Sam Jackson!”

For Employees

If you are planning to join for a startup, make sure you believe in the founders as much as you believe in the vision of the company. Startup environments will bring long hours, tight deadlines and other challenges into your life.  Make sure that, at least, you take that journey with people you admire and believe in.  If you don’t feel admiration or respect for the talent, passion or vision of the founders of your company, then you are better off going somewhere else.

For Founders

Starting a company goes beyond having a decent idea and the resources to execute on it. Ultimately, companies reflect the talent, passion and character of the founders and the team. Make sure that, at every step of the way, you honor, protect and work very hard to improve that image. Make sure you surround yourself with people you respect and admire and that believe in you but, at the same token, do everything you can to improve every day as a founder and grow those beliefs onto dreams and passions.

Remember that your most talented employees will always care more about passion, talent and vision than about control. Great companies, big or small, get to be bigger than any individual and that applies for the founders as well. If, at any point, you feel you don’t have the talent, strength or passion to take your company to the next level either avoid taking that step or step aside and let other people lead the way.

Be a Fighter

When J.K. Rowling wrote the first Harry Potter book in 1995, it was rejected by twelve different publishers. Even Bloomsbury, the small publishing house that finally purchased Rowling’s manuscript, told the author to “get a day job.”

At the time when Rowling was writing the original Harry Potter book, her life was a self-described mess. She was going through a divorce and living in a tiny flat with her daughter. Rowling was surviving on government subsidies, and her mother had just passed away from multiple sclerosis. J.K. turned these negatives into a positive by devoting most of her free time to the Harry Potter series. She also drew from her bad personal experiences when writing. The result is a brand name currently worth nearly $15 billion.

For Employees

Being part of a startup entails way more than building new products and working on small teams. Startups also bring with them uncertainty, instability, growing pains and other challenges that will test your beliefs in the company and founders. Particularly if you are going after a big opportunity, most of the time it is not sufficient to execute flawlessly, sometimes you have to fight very hard to accomplish your goals.

For Founders

As part of your hiring practices, make sure you can clearly identify “the fighters” within your team. When facing difficult times, you need the right combination of talent and fighting passion to pull through them. Additionally, as a founder, you owe it to your employees to fight to accomplish the vision and preserve culture and principles of your company every step of the way.

Wear Multiple Hats

For Employees

During the initial phases of a company, you will be asked to perform multiple functions some of which won’t be aligned with your expectations. While this should be an exception rather than the rule, be aware than versatility and flexibility are sometimes as important as mastery in the early stages of a company.

For Founders

Plain and simple, hire technology and business generalists into your team. Let’s be clear,  being a generalist doesn’t mean that you are haven’t mastered any particular skill. Instead, it means that you have the skillset of playing different roles effectively in order to make your team better. Additionally, as a founder, be aware that many times you are going to sacrifice working on some of the areas that you truly love in order to perform other necessary functions.

Master Something

The virtuoso violinist Niccolo Paganini often played using fewer than four strings. “One evening a rich gentleman begged… Paganini and [a guitarist named] Lea, together with a cellist named Zeffrini, to serenade his lady-love… Before beginning to play Paganini quietly tied an open penknife to his right arm. Then they commenced. Soon the E string snapped. ‘That is owing to the damp air,’ said the violinist, and kept on playing on the other three strings.

“A few moments later the ‘A’ broke… but he went on playing. Finally the ‘D’ snapped, and the love-sick swain began to be fearful for the success of his serenade. For what could Paganini do with only one string on his violin. But Paganini simply smiled and went on with the music with the same facility and strength of tone that he had previously used on all four cords.”

For Employees

As part of your professional career in the software industry, take the time to master a particular skill. Whether it is a programming language, a specific technology or a general technology segment, try to become one of the best in that specific area.  Even if you don’t get to utilize that specific skill your entire career, the abilities you acquired when mastering a specific subject will take your learning skills to a completely different level and, most likely, will help you to master many other skills. Contrary to popular belief, becoming one of the best in the world in a particular technology subject is not as hard as it sounds.

For Founders

During the interview processes at Tellago and Tellago Studios, I always try to find out whether the candidate has either mastered a particular skill or has the ability to do so. Whether big or small, the ability of mastering a specific skillset is a testament of intelligence, will, hard work and having the capacity to improve. As a founder, I am sure you can use all those skills on differ

 
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Posted by on August 15, 2011 in entrepreneurship, startups

 

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Enterprise Software Sucks but it Doesn’t Have To

Very frequently we hear IT professionals complain about the poor quality and experience of enterprise software packages when compared to the simplicity and always growing innovation of consumer software, and rightfully so!

Enterprise software is, for the most part, archaic, boring, expensive and rarely innovative. As a result, IT environments keep distancing themselves from modern social and consumer dynamics to a point that they almost seem like two different worlds.

Most people will blame the big enterprise software vendors for the lack of innovation in the space but I think the truth is slightly different. Having thought about this problem for a while and having even started two companies to try to address it, I firmly believe that enterprises are more responsible for the lack of innovation in enterprise software than enterprise software vendors.

Here are some of the aspects of IT initiatives that, in my opinion, have consistently  harm the evolution of enterprise software.

Relying on Big Budgets

For 20-30 years, IT has developed a big spending mindset. We’ve all witnessed ERP implementations or J2EE “modernization” efforts that range in the multi-hundred million dollar price mark. While it is great to see organizations spend big capital in their IT infrastructure, I firmly believe that those big-budget, multi-year IT efforts have caused more harm than benefit to IT organizations.

The argument here is pretty simple, most IT organizations rarely invest that big capital in their R&D efforts and, instead, spend to adopt the old and well-established enterprise technologies which, in turn, puts very little pressure on the enterprise vendors to innovate. Seriously, why would SAP, IBM or Oracle bother to innovate in their technologies while we keep paying hundreds of millions for the same painful technology packages they developed 10 years ago?

Business Focused Not User Focused

A good software technology makes good Xs, a game-changer software technology makes great users of X!

For years, organizations have adopted enterprise software solely focused on business centric functionalities and have paid little attention to the user experience of the technology itself. This seems almost ridiculous once we realize that users are the key element to bridge software technology and business processes. Making enterprise users more productive is very often the fastest path to make your business more productive.

The thing to realize here is that, regardless of what industry you are in, most business concepts like HR or Sales are boring in nature and very slow evolving compared to technology concepts. By always focusing on business and not users, we have created the perfect recipe for designing boring, archaic software.


Forty Years of Neglecting Open Source

What is the last disruptive enterprise software technology that you‘ve seen from Microsoft, Oracle, IBM or SAP? Nothing comes to mind? You might have to go back 11 years to the release of the Microsoft .NET Framework which, arguably, is not an enterprise technology. On the other hand, the open source world as seen a non-stop revolution of software technologies. Ruby on Rails, NoSQL databases, Node.js, Android, Hadoop are just some of recent open source technologies that have changed the way we build software applications in recent years.

For decades, lots of large enterprises have been fearful to adopt open source technologies and, instead, have focused on embracing commercial software from big enterprise vendors. Consequently, those organizations have missed the opportunity to embrace various waves of innovation in the open source world that would have helped enable new types of business agility.

By neglecting open source, enterprises has closed the doors to a lot of fresh, new and innovative enterprise software solutions that could have drastically improved their organizations.

Risk Averse Mindsets

Let’s face it, most IT organizations are really afraid of change. Haven’t you heard that “nobody ever got fired for buying IBM”? Well, maybe people should get fired from “buying IBM” from time to time. By only adopting IBM, Oracle, SAP we are fomenting a culture of safety, a culture of fear of risk, a culture afraid of change and innovation. Innovation doesn’t happen without taking risks and without a few failures.

By always “buying from IBM” we are giving the IBMs of the world the perfect excuse to keep building crappy software.

Always Cutting Costs

Investment in IT is, very often, not very high in the priorities of organizations. Very often, IT initiatives are subjected to drastic cost cuts due in order to prioritize other business initiatives. Budgetary constraints tend to more routinely affect areas like infrastructure systems which don’t directly deliver business value but they are instrumental in order to enable business applications. This type of mindset has caused IT organizations to rarely focus on innovation and, instead, prioritize other business focused initiatives. As a result, those IT organizations keep constantly falling behind the times in the technology cycles and losing the passion for building great applications.

It is important to realize that innovation requires systematic investment and is not something that you solve by exclusively throwing money at it. Innovation requires more than financial resources. It requires talent, passion, knowledge and having a solid infrastructure to build upon.

Long, Big Technology Adoption Cycles

Most IT organizations still have the same long technology adoption cycle of the 1980 -1990s when enterprise software was almost seen as a luxury. Given the fast pace of technology, these long cycles have caused organizations stay behind the technology curve. Additionally, taking long periods of time to adopt enterprise software technologies significantly affects the capability or organizations to innovate and to stay youthful.

Things are Changing

Despite all of this, it is important to mention that I don’t consider enterprise software a lost cause. On the contrary, I see enterprise software as one of the biggest opportunities to drive change to the business world. If you think about it, companies invest 2 trillion dollars every year in enterprise software. The US Federal Government alone spends around 80 billion dollars in IT. That’s significantly more that most consumer markets.

Every day companies like Atlassian, Thoughtworks Studios, Box, Yammer, Jive, Tellago Studios and dozens of others go to work trying to bring innovation to the enterprise space. Although we have to battle a lot of the circumstances examined in the previous sections, there are a few elements that are bringing a new wave of change to enterprise software.

Generational Changes

As new generations come into the workforce, companies will be forced to embrace new communication, social and learning patterns that are more tailored to newer generations. Hopefully, those generational changes will start driving more simplicity and better usability to enterprise software packages and to businesses itself.

Cloud Platforms

The emergence of cloud computing platforms has opened the door for massive waves of innovation in enterprise software.   Whether we are talking about platform, infrastructure or software as a service, we have to realize that these platforms are playing a key role in democratizing technology and infrastructure. Nowadays, startups have the same technology at their disposal than the big enterprise vendors.

Social Computing

Social networks are part of our everyday life and it’s just a matter of time before they become mainstream in the enterprise. Companies like Yammer and Jive are leading a movement that will, inevitably, end up making social computing a key component of any enterprise software package. By introducing social computing aspects in enterprise applications we will implicitly start changing those software packages to be simpler and better suited for collaboration.

Mobile

I will argue that most enterprise applications in the upcoming year should have a mobile component. Mobile interfaces will inevitably drive simplicity to enterprise software packages. Fortunately, as powerful as some of the big enterprise vendors are, they can’t change the size of the screen or the touch interface of an IPhone. In that sense, enterprise software technology will be forced to adapt to the new world in which mobility is an essential component of how we conduct business.

What do you think?

Does enterprise software sucks?

 Can we change it?

 
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Posted by on July 7, 2011 in entrepreneurship, startups

 

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Selecting the right idea

If you are any good in your space, whether you are a programmer, artist or any other profession, you are going to have a lot of ideas about how to improve that space. As an entrepreneur, you need to discriminate the ideas that are worth pursuing from the ones that might not be so good. The answer sometimes is far from as trivial as it seems.

Doubt Yourself

Most of the time, people will tell you to trust yourself and your ideas. I am advocating the opposite; doubt and question your ideas every step of the way. Doubting and questioning the viability of a specific idea is not only the responsible thing to do in terms of the people that depend on you but it will keep you incredibly sharp and innovating. The trick is to NEVER LET THE DOUBTS PARALIZE YOU but, instead, use them as a way to refine and improve your ideas.

Believe in your Idea

Always try to pick an idea that you believe in. Sometimes being passionate about an idea is more important in the long run than the idea itself.  Building disruptive companies is a painful journey. You are going to face a lot of skepticism, criticism, and disappointments. The he worst part is that those challenges will extend to your loved ones as well. At any point, your passion and belief in your ideas will keep you going.

Walt Disney would occasionally present some unbelievable, extensive dream he was entertaining. Almost without exception, the members of his board would gulp, blink, and stare back at him in disbelief, resisting even the thought of such a thing. But unless every member resisted the idea, Disney usually didn’t pursue it. The challenge wasn’t big enough to merit his time and creative energy unless they were unanimously in disagreement!

Take Criticisms

I am very blunt about this one, PEOPLE WHO CAN’T TAKE CRITICISMS OR ARE VERY SLOW ASSIMILATING THEM WILL NEVER MAKE GOOD ENTREPENEURS. If you are over sensitive about criticisms you won’t be able to improve and you will let emotions get in the way of your company’s success. My advice here is to trust the intention of the people criticizing your idea, filter the smart criticisms from the stupid ones and MOVE ON.

When Michelangelo was finishing The David, along came Piero Soderini, the town mayor or boss, to have a look. Michelangelo had put a canvas around the scaffolding so no one could watch him work. Piero Soderini put on the show of the art connoisseur, walking around under the huge figure. “It’s coming along wonderfully,” said Piero Soderini. “But do you know what? The nose is too thick.”

He knew that from where Soderini was standing it was impossible to judge whether the nose or anything else was right. “Well, we’ll fix that right now,” he said; and quickly grabbing a hammer and chisel, climbed up the scaffold like a monkey. Clink, clink—Soderini heard the hammer against the chisel and saw marble dust fall. Clink some more. “How’s that?” Michelangelo called down from the scaffold. Of course he hadn’t touched the figure at all but only pretended to be altering the nose.
“Oh, that’s much better!” exclaimed the mayor. “Now you’ve really put life into it.”

Be Knowledgeable

I cannot stress this enough, having deep knowledge about the industry you are playing in, the history of companies in the space, and the market in general, will be key to making the right strategic decisions about your product. I will go a bit further to say that your knowledge of history, science, philosophy, art, or social dynamics will also shape the way your company evolves. In my experience, exceptional entrepreneurs are very often knowledgeable in a lot of these subjects and are able to incorporate ideas and drive inspiration from those subjects into their products.

Larry Ellison is a great admirer and a deep connoisseur of Japanese history and culture. That passion has influenced a lot of aspects of Oracle like aggressive sales and acquisition tactics and the permanent goal of achieving 100% market domination.

If You Like Your Idea, Try To Break It

If you think you have a great idea then try to break it. Spend time and energy exploring every possible reason that could make your product fail and set the passions aside. My business partner spends long hours firing everything at some of our products and, most of the time; we find something that makes us refine our strategies around them.

Evaluate the Risk

Ultimately, you need to evaluate the risk of failing to come up with some strategies to recover from failure if it happens. There are some ideas that are worth trying simply because there are minimum risks in case of a failure.

When the podcasting company Odeo realized that they had little chance against ITunes, Jack Dorsey presented an idea to the team that could help reinvent the company. The idea didn’t have the best reception but, realizing that they had little to lose; Evan Williams gave Jack and Biz Stone two weeks to work on it. Have you heard about Twitter…..? J

Make Others Believe

The degree to which your core team believes in your vision, dreams and capability will directly impact the type of company you are building. Software startups can’t be seen as a factory anymore in which the bosses dictate and the developers follow well defined recipes. Disruptive products need vision, passion, team-collaboration and are typically painfully hard to build. If you are able to inspire your team to share your dreams and passion, they will make your company, product and team better every day.

Can You Execute?

Your capacity to execute is as important as the quality of the idea. As an entrepreneur you should obsess about the execution of your team, you need to spend less time doing the fun stuff and more taking on the painful things and making others execute better.

The French invasion of Russia in 1812 was considered a great idea from any military standpoint but Napoleon totally underestimated their capability to survive the crude Russian winter. If the Russian campaign turned out to be successful, it would have been the end of years of European wars and would have granted France one of the biggest empires in human history. Instead, the failure of the execution forced the French troops to retire from Russia in December 1812 marking the beginning of the decline of the Napoleonic empire.

Stop Sketching and Start Executing

Execution is the best way to validate and improve your ideas. Don’t try to answer every question before you start executing. Most likely, you won’t be able to. Without executing on an idea you are unlikely to find out its true potential. Remember that failure is rarely the worse outcome, mediocrity is.

 
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Posted by on June 27, 2011 in entrepreneurship, startups

 

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Welcome

Hello there…Thanks for stopping by…

My name is Jesus Rodriguez. I am a co-founder of Tellago (http://tellago.com/) and Tellago Studios(http://tellagostudios.com/). I started Tellago with Elizabeth Redding three years with the mission of revolutionizing the enterprise application development landscape. For three years,Tellago has delivered on its promise and has reported a 300% growth every year. Last year, we launched Tellago Studios, a software company focused on building innovative enterprise software that challenges the myth that “enterprise software sucks”.

In addition to my work at Tellago and Tellago Studios, I serve as a advisor to various software companies including Microsoft and Oracle.  I currently hold the Microsoft MVP and Oracle ACE awards. I also travel the world speaking at conferences and have authored over a hundred industry publications.

So what else?

For 8 years, I have been blogging about Microsoft technologies at http://weblogs.asp.net/gsusx/ . With the rapid growth of Tellago and Tellago Studios I thought it was a good idea to start a separate blog that focuses of entrepreneurship, the software industry and my experiences with Tellago and Tellago Studios. I don’t have a specific blogging agenda to follow this year but my ultimate goal is that some of the ideas expressed in this blog help other people  passionate about entrepreneurship and software to build great companies and make this world a better place.

 
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Posted by on June 20, 2011 in Uncategorized

 

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