For WinFax, it was OEMd .. computer companies bought a “lite” version and then we would sell upgrades to full version.

one technique I used was to pore through sell through reports from CDW and other LARs and retailers. I’d look for recognizable names of big companies who only bought a few copies: “ they need more!”

I’d call the purchaser and offer a free training session: I’d create a letterhead with their logo, showed them how to set up calling cards ( no internet yet) to call out from hotels. I’d ask that they bring a manager to see it for their team. Rooms were packed.

amoco had 5– based on this session I had a 2,500 seat opportunity … but we required use of a sticker with a serial number… it was nearly impossible to control them.

I went back to my management and we worked out an enterprise license that allowed up to 10% growth no charge, and no serial numbers. In return, I asked for $250,000. Bingo. COGS:$2.50

Another deal was to Chrysler. They wanted 2500 copies but felt the price was high… I learned they also needed a dial up program ( common in 90s). We had a product, WinComm that wasn’t selling for us.

I suggested: I’ll give you wincomm for free ( I didn’t want to do anything to erode the WinFax price so left it at proposed price.) one condition: I wanted the deal before year end. He said “done.”

Just after Christmas I checked I . He had all he needed… was slammed. Week passed, it’s New Year’s Eve, and no word. I had made my number but was disappointed. 6pm ct (7et where Chrysler was) so I started to head up stairs.

The phone rings ( cool desk phone)… “paul, sorry I’m late… fax for order was on the way…”…it came in. I said Thanks and called my boss … who gets senior VP on and Lou asks, “great. What have you sold for me lately?” Fun.

When Windows 95 came out we were asked to participate in the launch. Stores like Best Buy were open at midnight so people could buy the new operating system. Geek consumerism.

We make a hasty get away when ray, remember my fse? Asks me to stop for a test room. “No time, use the old Mountain Dew bottle… he begrudgingly agrees… minor wrinkle: he’s busy as I pull into toll booth…

we get to the airport but no tine to return so I left car at curb wig pop bottle full… I called hertz and told them where to find the car… (this was before more secure).

Road warriors were stretched for time… but often a management policy woujd cone firm: “ we will now use off airport rentals”… that would add 90 minutes x to renting a car. After getting no sympathy, I took a vp on a trip with me and I insisted he cone with me: after long bus ride and wait in line… policy changed at the first chance he had to use a phone.

at the time, screen savors. — excuse ne, desktop art, was a part of Delrina marketed mostly in retail. In the days of green screen the saved would protect against screen burn. However, it wasn’t an issue with modern crts… so we sold it as “entertainment”

but they helped me learn an simportant fact: when the client says, “no budget” it just means the client isn’t ready to buy —-,I’ve seen two large entities scurry to cut a check.

• I visited a large natural gas company and I knew they had 5 copies of Bill the cat screen saver—they weren’t going forward with FormFlow— and on the way out I noticed the screen saver running on many PCs. I mentioned to my host that it appeared they were in violation… things got frosty… I mentioned the software publishing bureau organization and I would contact them unless I got an order. I be walked out and faked a long phone call…looking back and gesturing to point out the building. My contact watched me from inside. Next day I got a check for $40k. No budget.. pbbbbt
• at a large healthcare concern in MN, I got a call from an it manager… they were trying to update some 250 users to latest version but we’re having problems. The issue was they had some in maint but not all… and we’re trying to use 250 PCs not licensed. I shared this along with cost of getting licensed:,he scoffed. I responded that in 24 hours I’d make 3 calls : first to CIO, then software publishing bureau, and then their general council. Next day, check for over $100k was sent. No budget indeed.
• one last screen saver story: we had one fir a film version of the Flintstones: but the product arrived two weeks after the opening… but the movie was a flop so was already out of the theatres… No market for our product. My boss kept a truck with returns away from the loading dock.
  
• Scott Adams of Dilbert fame visited us. We had a product that included games and screen saver. It was pretty cool. Ben and I believe he got the phrase “woo woo” from Ben.

there is a Business Forms Management Association and we participated… but fir some reason we had invoked their ire. So marketing suggested that myself and another region manager from the east named Brad Pitt host a hospitality suite. We had a special drink, the blue Delrina. To “help” boost attendance, I created a sign that said: “come meet Brad Pitt”. Now there happened to be a new actor out … very handsome. Now the real brad was a nice enough guy, a bit shorter etc… the room was packed as bfna members squeezed in to get a closer look….and I heard one say to another, “he doesn’t look anything like in the movies….” Man was I Iaughing. On the way out I made a point to have them find the fold up sign: petersen, you jerk. 🙂

I was in the same city as a major brewer. I had a proposal in front of them for $500k. I knew I was a consultative sakes man because I became a trusted advisor to them:

• Selling high: I called the CIO—- most Reps go into their pitch: I took a different tack. I shared that his team and mine were working on this soon— what did he hope to hear from us. He told me “anything that improved their process for sharing production based data and saved time.” I used that info with the project manager — she was amazed as she had never spoken to the CIO. That morning he sent her a directive to work with me. You have to tailor your conversation to your audience.
• Understanding the business: Based on hanan’s ROI I was able to help them build the case…and was subsequently invited to a capital expenditure board sub committee to review the results. We got the ok.
• what would you do for a deal?: the Purchasing manager wants to celebrate so we head to two bars: at the last one it’s late … he asks for a drink and a stack of singles for the dancers. He then fades into the darkness whine I sip a beer….bar is closing and no sign of my guest. Lights come on, he’s not there so I head to hotel. In the morning I go to his office to pick up the signed paperwork. He’s not there. I wait. I tell his assistant that he had paperwork to be signed today … could we check his desk.,, sure enough there it is. I tell her, “ the execs were expecting this and that I could walk it over. She said she’d wait and off I went. I get to exec floor..told admin that it was awaiting signature … she nodded and took it in to ABIII … who signed it. She came out with it, gave me my copy…and I quickly took papers back to purchasing. I never heard from the purchasing manager … and as I sat dii down in the bar at the airport the bartender asked me what would I have? I replied:”I’ll have a Bud.” I drink Budweiser to this day. A manager said that I seemed to know more about their purchasing process than he did… I was invited to the Christmas party that year.

I was on the road 4 days a week: Houston where we were working with a major bank and 7 oil and gas companies. We even had an apartment as my tech rep was on site. We’d then go to AZ,CA,Seattle for aviation deals. We were winning big deals and we were way over quota.

one success factor was we operated as a team (today they’d call it a pod). The quota was for the team. I had an inside rep who was very good. I told her to close anything she could… if she needed help she could ask me… even if small deal. I worked larger deals but asked her to keep in touch with our original point of contact. Id schedule trips for anchor prospects… and then call on as many other prospects in the area. I used this: I’d say I was in town for xyz Corp (name dropping)… could I stop and introduce myself? Just a few minutes in their lobby… to make it informal. Thus approach worked well as prospect would chat with me, I’d ask a few questions about why they were interested, who’s be involved. I would make a good impression and it made phone selling easier after I left. It was territory management. And we were knocking deals down.

At a sales kick off meeting, I happened to be seated near the projector… I was a little bored so I fashioned a cut out that matched the three space travelers in Mystery Science Theatre …

Slowly it would go up….

Made club. Symantec took care of its sakes team: fair plan paid quickly; company car, home office allowance, weekly product updates. (Easter egg: The eventual CMO of VMWare is part of this group).

I was about to close a 7 figure deal with state of Wisconsin.in fact, I was in Madison to go over document set when it was announced we were being spun out and sold to a competitor. I was in shock.

I was a top rep… but new owners didn’t think it worth reaching out. I sat for days: no call.

I resigned: I should’ve stayed, but the lure of a couple of start ups was strong.

let’s go get rich!

I worked for the incredibly smart Tm Baker — our sense of humor was the same weird and punny. His favorite line about me was “he was a cunning ____” —- absolutely subtle and filthy. Dm me for answer….

By dayhardworking and by night we’d have a few beers and play Galaga in Illinois center waiting to get on our bus to Union Station — listening to Fleetwood Mac Tusk and Hall-n- Oates bc and Toto.

At a local deli we went to — Blackies — you’d order your sandwich and Bob would say, “Walk down…!”

First time i heard it, i took steps but much like John Cleese i couched a little with each step till i was squatting on the floor — Bob couldn’t see where i went till he leaned over: the restaurant was silent — and Baker spit out his corned beef and we laughed so hard tears ran down our faces. It became a tradition and we always laughed.

A group of us fished, families got together for picnics, holidays. GE was very good to me…and it was a blast being downtown.

I was recruited by a client. What? Again?

I was in law school and working. A new client was a startup by a very successful international trademark attorney. He had the idea to build a database and application to manage all the time critical tasks associated with registering and protecting trademarks in the 160 jurisdictions that recognized the rights.

The database would track renewal dates and other required filings. The geisco network would allow a client to find and engage with local agents. It was currently done by telex. This was 1982.

He paid for PSO and I was a tester etc. he asked me to join and I thought it would be a great way to leverage my technical expertise and my legal aspirations.

Our office was in the financial district. He was well connected. I took over the application to run for clients. I’d also join him on sales calls and meeting gs with investors. Abbot labs, sc Johnson, Beatrice foods, Coca Cola were all clients of his firm and were eager to try it.

Up till now, these attorneys dictated the filings and had legal secretaries complete the paperwork. It was labor intensive and lucrative as it was billed at hourly rates.

The new system, however, accomplished the bulk of the work for a few dollars. He found himself in the awkward position of funding a system that undermined his billings.

It was common to transfer to a client so when Allied called asking me to manage the project, my partner was supportive.

The network side was coming together so time to address the productivity. Issues.

Programmer productivity was harder. Each cube had four programmers and one crt on a turntable… and each cube had various start tines.

The CFO had read an article that programmers only needed a terminal 25% of day as rest of time was Coding, desk checking, etc. so he only approved one terminal per 4: but while 25% might be true, it had to be accessible throughout the day… not in continuous blocks. I had more terminals installed and poof back log starts to disappear.

I had a UNIX programmer who wanted a terminal at home so he could help with his daughter (circa 1985)… I made the case that this guy loves to code… he’ll work late: he gets flexibility, we get greater productivity and engagement. Sometimes taking a risk pays off big.

For the reports, we had a good 4gl but only one developer who was trained. This one was easy: get training for analysts in the end user departments and let them write their reports. We managed database and provided info on how data was collected. Let the end user set their priorities. We just give them the tools and understanding. I wanted a culture of service to out users — not old school control.

As to the trucks, drivers would phone in their location… but we wanted info on exact location, miles per day…I worked with a developer with gps devices. We installed in trucks and mysteriously they all broken on first trip….whoops… not happening. This would have to wait but at least we ran a prototype.

I gave speeches for tymnet, att. Looking back I wish I had been more gracious: while we had struggles with each, we all knew the goal. I feel I missed an opportunity to share the good with the challenges. It’s not that you won’t have things go bump in the night, it’s how the vendor responds that is key. Hopefully the audience saw some of that from my candid unabashed report.

In the Audience at the att event ( we had installed one of the first commercial uses of UNIX) was the CIO of McDonalds… The invisible hand brings a new opportunity. he’d heard of my work on store systems and UNIX. He referred me to a unit set up to roll out att Unix Pos systems.

I’m not sure why I left Allied… it was a great job, we did important work, and I loved the team: still see two of them. But as John Kay sings:

https://open.spotify.com/playlist/0OyrK7U8GaPW3EvqfSYQnh?si=tzEP0mSWRxCYoAHJpdyZ5g

Here are some of the early technologies I used

Where did I get the money for all this stuff? 😉

From a former boss on my blog: “Paul, this is a great read with some great insights. To keep Goldmine relevant in the world of SF.COM, MS Products, Sugar, and others is a credit to you and your team”

“relevant”: that’s the mission.

i have spent almost a third of my life working on GoldMine… and earning money, traveling, multiple roles , weathering change.

I flew in at the end of every quarter —- to sit in the orders area and be available to address exceptions or errors. Some quarter end bits:

• I’d buy lunch — but it’s not about the money: I’d take the orders, call it in, pick it up. Gratitude is something you do…shows respect
• we’d meet for wings and drinks at least one night at Back East
• one year end, we noticed that there weren’t many orders — then discovered that the fax machine was out of paper…
• On New Year’s Eve I stayed at home. We’d go to dinner and at a table of doctors, it was me as the one on call.
• one quarter a partner promised an order.. but decided to go home and take a nap—, I called and reminded him of his promise, told him to get off the couch and get me the order. I had him take pictures if the order and fedex way bill and of him dropping it off…our CFO accepted it.
• we had a theme song;

This chapter isn’t finished… there is lots to share about marketing and product management. frankly, if I add GoldMine After Dark it’s a separate volume.

Today, I am General Manager. I run the business as an intrapreneurship e.g., a company within a company. I help the team set development priorities, manage customer escalations, deliver marketing, manage our channel relationships.
when is an intrapreneurship appropriate?

• when it is a business that is not a synergistic fit with the main product line
• little or no synergies in marketing, development, or other aspects of go-to-market
• Success requires:
• P&L accountability
• independent decision making
• use of company systems to avoid duplication
• follow corp policies on most business policies
• allow team to focus on their customers
• separate sales/marketing

My day is spent fighting to win deals, delivering product releases and communications to retain users.

I estimate by some napkin projections I have managed over $150 million.
I focused our messaging to support the brand. We are authentic, responsive, and provide a great value.

My 24 years have been wonderful: so many business decisions, so many great people, so much fun.

our successes were because of all who helped us, who cheered us on. Any missteps are on me.

We will keep on keepin on.