May 29, 2014
Uncommon Sense – Advice for entrepreneurs from Derek Sivers.
Lessons learned from starting, building, and selling CD Baby. A 47-minute talk in 8 parts of about 6 minutes a piece or so.
The thing I like about Derek is that he’s such a nice guy who clearly wants to help people (I’ve never met him in person but being reader of his blog and follower of him online, it’s obvious). And when he sold CD Baby — for a hefty sum — he donated the proceeds. (Not that there would have been anything wrong with keeping what he rightfully earned.) In this short video series, he shares some nice nuggets from his journey. I enjoyed it. Perhaps you will too.
An excellent post by Brian Cervino about how he supports Fog Creek Software’s Trell four million strong user base:
As we pass four million Trello members I thought it would be a good time to share with other small software development teams the fact that providing high quality support doesn’t have to be expensive or impossible. This includes a one business day initial response window for all newly created cases and making sure to follow through on all open cases until resolution. With just a few tools and some dedicated time, it is possible for even just one person like myself to support our entire member base.
Julie Lynem, for The Tribune, writes:
In the beginning, it was Borgsmiller and one airplane, and he launched the business with financial help from family and credit cards.
“There was no money,” he said. “I was just starting cold turkey and had no real resources. I had to keep expenses to a bare minimum. You can go a long way on $500 a month if you live in your office.”
And, more recently:
Five years ago, ACI had 46 employees. Now, it boasts 85, with the majority of new hires in highly skilled positions such as pilots, mechanics and line-service specialists (employees who perform a range of tasks from refueling planes to towing them), Robillard said.
The company declined to disclose financial data but noted that revenues have grown more than 50 percent since 2009. Its growth facilitated the need to build a 36,000-square-foot hangar and maintenance facility, which opened in December 2012. The company spent $7 million on the maintenance hangar and site M ramp — the concrete parking area for planes in front of the hangar — and invested an additional $500,000 on maintenance equipment and tooling.
Rebecca Juretic for SanLuisObispo.com gets into how regional/local art galleries are reinventing themselves to remain viable and, hopefully, thrive:
The improving economy is partly behind the revitalization of the local art scene, but it’s not the only thing driving it. Local galleries are reinventing themselves, delving into new markets and accessing art buyers in ways that old-school galleries never imagined.
Patrick McKenzie has a nice piece posted for the open source software community (and technologists in general, really) on what can be learned from the massive and timely efforts that needed to be coordinated to avoid serious problems worldwide. Ultimately, it came down to communicating the problem well.
This makes marketing an engineering discipline. We have to get good at it, or we will fail ourselves, our stakeholders, our community, and the wider world.