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How is it realistic to say that you ll go from 17 to 1 or 2 in a year It s crazy, but the company rallied around it I m surprised really pleasantly by the ability of people when challenged to rise to the occasion So I guess the last lesson is that people make all the difference in the world Everybody says that people matter most, but boy, I ve never worked with a finer group of people They just were inspired Venture capitalists, with the exception of people like Don Valentine, would tell you that they d rather fund a great team than a great idea The reason is that if they have a bad idea, great teams can figure out a better one Mediocre people even with a great idea can screw it up in its execution.

Accepting terms from a buyer means having accounts receivable the most onerous part of running a business You simply cannot wait idly for payment Your account receivable is their account payable Knowing a bit about how these systems work can make it easier for you to get to the right person and to talk their language In my experience, at least half the time something goes wrong, and your payment doesn t arrive Payables systems are set up 1) to avoid making erroneous payment, and 2) to avoid making payments OK, perhaps I am being a bit cynical here But on more than one occasion, I have called up the payables department after thirty days, looking for my check, only to be told that I m not scheduled for payment, but I can talk to the payables manager when she returns from vacation, or sick leave, or maternity leave.

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Or if they have a bad idea, then they aren t going to be in a position to think about how to change it They re just going to pursue it blindly..

Livingston: What important lessons did you learn at Excite that you are carry-

Kraus: One is hiring slowly and more carefully. Another is be cheap, cheap,

cheap. Also, get the legs of the business underneath it before you run terribly fast. We were always playing catch-up at Excite and I never liked that feeling. You always felt like the traffic, the momentum, the deals were all ahead of where the business naturally was. You want to be ahead of where it naturally is, but you don t want to be two times ahead of it. So, I think really taking the time to understand the dynamics of the business, so we can scale it, is important, along with being cheap and hiring well.

Actually, one of the biggest problems with software, especially software delivered electronically, is the receiver problem To pay a vendor s invoice, a payables clerk must have at least 1) the PO, 2) the invoice, and 3) some kind of receiving document showing that the goods were actually delivered and received I used to have payments sit in limbo because there was no receiver I delivered the software by hand or by e-mail Or, even if mailed to the user, it never went through receiving Getting a bill through Congress is easier than getting that receiver generated after the fact I have also known controllers who, in times of cash flow problems, simply reset all payment terms to Net 45 or Net 60 By the time you straighten out the problem, 45 or 60 days have gone by Oh well.

int i = 0; for (int z = 0; z < height; z++) for (int x = 0; x < width; x++) array1D[i++] = array2D[x, z]; return array1D; } This generic method accepts a 2D array of a type T (VertexPositionNormalTexture in your case), finds its size, and copies its contents into a 1D array.

Dan Bricklin and his friend Bob Frankston founded Software Arts in 1979 to produce VisiCalc, the first electronic spreadsheet. Spreadsheets used to be made on paper. As a student at Harvard Business School, Bricklin thought how convenient it would be if they could be made on desktop computers instead. He wrote a prototype in Basic over a weekend, and then he and Frankston set about turning it into a product. When their first release shipped in October 1979, it ignited the personal computer software revolution. VisiCalc was the killer app for personal computers: Photo by Louis Fabian Bachrach businesses bought Apple IIs just to use it. Unfortunately, VisiCalc was not produced by a company organized like a modern startup. VisiCalc was developed by Software Arts, but distributed by Daniel Fylstra s Personal Software (later renamed VisiCorp), which paid royalties to Software Arts. Friction between the two culminated in a lawsuit in September 1983 just as Lotus 1-2-3 hit the market. The distraction proved fatal. As a business, Software Arts s fall was as fast as its rise, but it had more influence than many longer-lived companies. Bricklin and Frankston s ideas live on in all the software we use today.

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