Tuesday, August 25, 2009

Joining Openwave Systems



Yes, it's official! I am joining Openwave Systems as of this week. While this post is going to be light on detail until I start to get into the thick of things, here are a few thoughts on how this came to be.

In the early days of Aeroprise, I worked with Openwave as a technology partner between 2002 and 2005. One of our early product efforts was building an enterprise app. on top of the UP "Push" SDK (back when the company was called Phone.com and its product lines began with UP, standing for Unwired Planet). That is also how I met Dan Nguyen who ran the developer program back then. Since then, Openwave (self-admittedly) got caught in the WAP backlash and lost the developer focus. Over this period though, the products continued to be deployed at most of the major operator networks, creating strong customer incumbency globally and establishing a tradition of being first and innovating.

The current executive team, led by CEO Ken Denman gets that. However, instead of fighting yesterday's problems the focus is on addressing the effects of the 'data tsunami' caused by the explosion of data usage by smartphones, netbooks, laptop dongles and the like and helping operators manage their networks (without them keeling over under the effects of sudden as well as sustained traffic demands) while leveraging the effects of the developer ecosystem.

I am excited to be a part of and to be working with this team. My role will be to build out Openwave's 'ecosystem infrastructure' products which take advantage of and expose the incumbency with 70+ global telecom operators, products that process over 1.7 trillion transactions a day (at a single customer site) and power 140 million mobile inboxes (plus the company's new plays in operator analytics and location) to developers and the 'off-deck' mobile ecosystem. More details coming... stay tuned and thanks for the support!

Tuesday, June 30, 2009

Indee.TV - an alternate destination to discover content

According to IMDB, over 21,000 films (legit enough to get a listing on IMDB) were made in 2006. Of these less than 2% received any type of distribution. Ever wondered where those amazing shorts, film festival darlings and cult-favorites go away after their limited half-life?

There are several new offerings that attempt to deal with this problem and a need for an alternative market for launching, promoting and distributing indie content. Some examples are IndieGoGo (which was founded by my friends Danae Ringelmann and Slava Rubin and of which I am an early and happy customer), The Auteurs (which Edward King, a friend of mine works for), Jaman etc.

Indee.TV is a cool new entrant in this space, that is founded by my friend Sharan Reddy. I joined the board as an independent director some months ago. Since launching in February, the site has 500+ short and independently made features uploaded or embedded on the site.

The value to filmmakers is three-fold:

- Drive community around their work. Users "rave" for their films and this bubbles their film to the top, not unlike what Digg does for news.

- Finding talent and collaborators for future projects. Think IMDBPro meets Facebook, where you can network with the editor or cameraman of another film you see, and interact directly.

- Getting your film screened. The second such special screening of shorts happened at SWIG in San francisco this past weekend, in conjunction with Natalie Portman's company MakingOf, IndieGoGo and TheAuteurs.

As someone with a technology background interested in digital filmmaking, it's great to see these brave new companies make hard-to-find content accessible, curate them and deliver it (mostly for free) to consumers.

There have been interesting companies which were all Generation 1.0 services for content creators - JumpCut (since discontinued by yahoo), WithoutABox (THE definitive film festival submission tool), Rotten Tomatoes and IMDB come to mind. Should be interesting to see how these Generation 2.0 companies evolve and how this impacts consumers' overall movie-going experience!

UPDATE: Feedback from those who read this... other companies that were successful Gen 1.0 services include iFilm (acquired by MTV), CinemaNow (now part of Sonic Solutions), AtomFilms (also owned by MTV/Comedy Central), MovieLink (since acquired by Blockbuster) and the Morgan Freeman promoted ClickStar.

Saturday, June 20, 2009

Rajeev Motwani - In Memoriam

It's not an overstatement to say that I get most of my news from Twitter these days! Admittedly some of those "scoops" turn out to be rumors, and not to be taken seriously. That is how I initially reacted to the update that spread like wildfire on June 5th that Stanford Professor and well known Valley investor and advisor Rajeev Motwani passed away quite suddenly - especially since just 3 days back, he had (like numerous times before) introduced me to someone who he believed I should meet.

It has been days since the incident happened, but still feels like a shock. A lot has been said about Rajeev's razor-sharp intellect, his ability to pick winners and back them (like Google, Jareva, Flarion, Kaboodle, Green Border and many others). As Sergey Brin appropriately put it:

Today, whenever you use a piece of technology, there is a good chance a little bit of Rajeev Motwani is behind it.
During the early days of starting Aeroprise, Rajeev was one of the first people I was introduced to (when folks heard that we were a bunch of students with a technology background thinking of starting a company). We were then still in stealth mode, and did not want the name to give away too much regarding what we were upto! Rajeev got the significance of lying low, and focusing on having a product before trying to build a business around it. The numerous brainstorms at University Coffee Cafe are still fresh in my mind, where he would put his finger on the most critical issues within 30 seconds, and yet have the patience and grace to let you describe your entire problem before flashing his smile. Of course, you knew at that point that something was wrong... but Rajeev was too nice to laugh at any entrepreneur's dreams, especially those of his students!

During one of these conversations, we brought up our name (then called Kwaish an Urdu word for Dream) and mentioned to Rajeev that several people thought we should change it. We asked if that should be a priority for us at all. Rajeev replied - "Just focus on succeeding. When you go public, people will learn how to say Kwaish!"

Rajeev leaves behind a generation of aspiring entrepreneurs he inspired, who will I am sure carry forward his generosity with his time and resources and his support for entrepreneurship! Silicon Valley will miss his dignity, intellect and grace, and University Coffee Cafe will never be the same again.

Thursday, April 16, 2009

PnP's "Entrepreneur Brunch" Series





Pleased to announce that I'm putting together (in partnership with the Plug and Play Tech Center, Palo Alto) a series of monthly early-stage entrepreneur focused events - "Entrepreneur Brunch" - which provides an open and honest forum for founders and geeks to interface with their peers, learn best practices and exchange entrepreneurial ideas and strategies to build their businesses to the next level. It's on the first Saturday of each month. What's more, we'll make mimosas and have brunch at the end of each event, giving everyone a chance to mingle.

I love entrepreneurship, so this is an honor to work with some of the valley's coolest early stage startups. The first event is on May 2, 2009. If you'd like to attend this or a future event in this series, leave a comment!

Thursday, March 12, 2009

Producers' Guild of America, ToH wins excellence award, ReelSurfer

It's again been a little while since I blogged, so I wanted to share a few updates:

Producers Guild of America: Just this week I got an email inviting me to join the Producers' Guild of America. After a vetting process that took roughly three months, I learned that I am accepted to join the New Media Council. If their first monthly meeting is any indication, it's one of the most intimate and best organized gatherings I've been to. Excited about contributing to and being a part of this amazing group!


ReelSurfer: I also recently accepted an offer to join the ReelSurfer board as independent director. ReelSurfer takes user interaction with media to the next level, and combines speech to text with information from subtitles or closed captioning to provide a truly unique video search experience. USC Film School has been an early adopter, and it's an honor to work with the founders Neil Joglekar and Christian Yang as it is to leverage advisors like Bill Fay of Legendary Pictures and Carl Rosendahl of PDI/Dreamworks to build the company and its products. Read a recent conversation Mike Bonifer and I had as part of the ReelSurfer newsletter regarding current and future trends in media discovery and consumption.

ToH wins at Honolulu International Festival: Tapestries of Hope won its first award - an 'excellence in filmmaking' award at the 2009 Honolulu International Film Festival. The documentary is currently in post-production. Follow the project through its Facebook fan page. Also, a big round of applause to the Stanford Global Entrepreneurial Marketing class team who volunteered to spruce up our web presence this quarter. Thanks guys!

Love to hear what you're upto and look forward to sharing more news in the coming weeks and months. Oh, and if you'd like to stay on top of these projects, follow Michaelene Risley (ToH's director) and ReelSurfer on Twitter.

Friday, January 30, 2009

FROM ETHICS TO TRUTHINESS

I had decided to take an early flight from Mumbai to Chennai for meetings during my trip earlier this year to India. I had no idea what kind of shocker lay in store for me and over a billion other Indians as I picked up the day's newspaper at the airport - Ramalinga Raju, CEO of Satyam Computer Services, one of India's best-known IT companies, 'unburdened his conscience' revealing a multi-year, 7136 crore ($1.45B) fraud within Satyam that he had been party to and had helped engineer along with his close circle of inside men.


The irony was not lost on anyone who spoke one of 10+ Indian languages - in each one of them, Satyam meant truth. Besides, the name was an indirect reference to the national motto of India - truth alone triumphs! In other words, it was a metaphor for the values that the country and its rising crop of successful businesses believed in, and reflected a legacy that had been built since these words were connected with the newly formed Indian Republic in 1950.


As someone who had built a technology business during the "IT nuclear winter", it brought back memories of a few "bad apples" who had hastened the collapse of the U.S. economy in the afternath of the dot-com collapse in 2001. Memories of the $157 billion collapse of Worldcom, the bankruptcy of the once Fortune 500 company Enron (and its accountant Anderson Consulting) and closer to home for me, the collapse of Peregrine Systems (Nasdaq: PRGN) - a then close partner of Aeroprise, the company I co-founded - came back to mind. And more recently, the financial accounting scandal and subsequent collapse of two of the so-called pillars of the Government sponsored enterprises (GSEs) - Freddie Mac and Fannie Mae.

The malaise is not just within large businesses. Scandal looms large everywhere from the auctioning off of empty governor seats, to politicians' misuse of everything from airport toilets to pages working for them and our exposure to Ponzi schemes disguised as respectable financial institutions. It seems like even Major League Baseball and the Catholic Church do not escape being on the scandal train! (Sidebar: do not miss Enron: Smartest Guys in the Room and Deliver Us from Evil both great documentaries on these topics, if you have not seen them!)

Seriously though, something larger than millions of ordinary people's life savings has been lost in the process -our faith in organizations that were supposedly created to be surrogates for and something larger than ourselves. And who is to blame?

The collective finger-pointing has been towards those in charge, and rightly so. Satyam's key management has been put in prison and the board replaced by a team of government-approved representatives who bring credibility from running some of the largest corporations in India. Bernie Ebbers, CEO of Worldcom, has received a 25-year prison sentence. But blaming the ceo and key management alone for these scandals is like saying that Al Gore invented the Internet. Distancing ourselves from these entrepreneurs and ceos when they are disgraced and not getting inside the head of the entrepreneur to understand what led to this in the first place would be to fix the symptoms while the cause would remain unaddressed.

When all our collective outrage dies down eventually about the class of 2009 scandals, we may not learn much more about the cause and temptations that lead to these scandals - particularly, why some of it might lie in our own everyday expectations from our leaders (business or otherwise).

Most business leaders (simplifying the issue for now to just why business leaders are involved in scandals, but the principles apply across the board) come with a basic ambition, a cultivated "can-do" attitude that has been given direction through a grounding at one of the top global business schools. One of my friends is a graduate of one of the top business schools and a rising star in the corporate world. Not surprised by the extreme steps taken by leaders to make their companies succeed, she blames this behavior on the basic urge of ambitious people, fueled by the MBA stint and its associated peer pressure to "succeed at all costs" - the implication being that representing the truth to investors or owning up to business realities in the face of industry or market changes as opposed to manufactured growth is an act of weakness.
As simple as it sounds, this seems to stem from a deep lack of ethics training at that level of seniority which helps distinguish not only strategic initiatives from undifferentiated but also good from bad.

Does our entrepreneurship education system teach that long-term success (not just moral but bottom-line) lies in creating and preserving trust? I know that legal safegaurds (like Sarbannes-Oaxley) are in place in recent years but can they be a surrogate for personal responsibility? Speaking of long-term, it's unfair to expect business leaders to react any differently from the way they do when they get rewarded only for creating quarterly results and short term up-swings in stock prices - not long-term value. Companies like Berkshire Hathaway and Google shying from providing financial guidance is a right step in that direction.

A World Bank Study commissioned in the aftermath of the 2002 scandals recommended that an incentive-based system as opposed to a deterrent-based system would enable more reliable financial reporting.

Since they became private companies, Fannie Mae and Freddie Mac are the only two Fortune 500 companies that are not required to inform the public about any financial difficulties that they may be having. In the event that there was a financial collapse within either of these companies, U.S. taxpayers could be held responsible for hundreds of billions of dollars in outstanding debts. I would wager that there was a time (when trust in our leaders trumped the need for legal oversight and detractive laws) when quality products, customer trust and employee benefits ranked higher than stock price and quarterly results alone.
Or as Charlie Munger would say, "building a bad company is similar to building a bad bridge. Folks know the consequences of building a bad bridge, but what about the consequences of building a bad company?" Detraction through laws and collective outrage alone cannot replace what systematic changes in entrepreneurship education and a re-focus on values driven leadership can. Several role model companies exist around us that exemplify them. If only we chose to build the companies we start or run based on them.

Saturday, November 29, 2008

In Memoriam!

This one goes out to all the innocent Mumbai citizens, who went about their day making the city what it is - only to be killed, wounded or taken hostage. Having born and spent countless summers in the city that never sleeps, this one goes out to those individuals and families. We feel your pain!

9/11... the Tsunami in Sri Lanka and so many other countries... Katrina... now this! The incidents may fade but the memory will remain forever.

Separately, just heard that Kevin Wall and team, as a testimony to the victims, have canceled Live Earth India. Having heard how excited they were from Mike, Prem and the team and the effort leading up to it, I am sad to hear that. It's the right thing to do though and hope that they can bring the cause of climate change awareness to India soon. Here's an excerpt from their wire statement:

Due to circumstances far beyond our control, we are saddened to announce that Live Earth India has been canceled. We will continue to work for solutions to the climate crisis for the good of the people of India and around the world. But for now, our thoughts and our prayers are with the victims of this terrible attack, with the bereaved, with the people of Mumbai and with everyone in India.

Wednesday, November 26, 2008

Cowboy Bob (the story that almost got away!)

This is a heart-felt personal story of Mike Bonifer, a good friend and Chief Game Changer at Game Changers. It is in response to a question on how entrepreneurs can survive and thrive in a down economy! Re-published with permission and carries Mike's unique and individual style of writing. Read on...

Since one thread of this conversation is 'Overcoming Depression' I'm going to tell you the most depressing story I know, and how the depressed climbed out of their hole.

My father grew up in the middle of The Great Depression. In the 1930s, his father, my grandfather, lost his job as a Cadillac mechanic in Louisville. When my dad was thirteen, they moved from the glamour of movie theaters and racetracks (they lived three blocks from Churchill Downs, where the Kentucky Derby is run) to the quiet and unglamorous little town of Ireland, Indiana, no movie theaters, no racetracks, where my grandfather opened a small garage and machine repair shop.

It could have been depressing for him, I guess, but my father clung to his love of movie cowboys and horses, and got to be known to the people in his new hometown as 'Cowboy Bob'. They moved to a farm. He got a horse. This was the beginning of my family's nightmare.

He claimed that 'horse aroma' was the first thing he smelled when they brought him home from the hospital as a baby, and whether that was true or not, what's true for sure is that my dad was intoxicated by horses, drunk on them, and my mom and my five brothers and sisters and I became his co-dependents.

We grew up on a small 200-acre farm, and all the while I was growing up, my dad would arrive home from some business trip on one of the many jobs he held down off the farm, hauling a horse he'd acquired that someone was otherwise going to sell as pet food and glue. A horse with one lung, A horse with one leg shorter than the other three, who ran like an out-of-balance washing machine. A blind mule. Biters and kickers and malcontents. He had some fabulous horses, too. Arabs and Quarter Horses and Tennesse Walkers and Thoroughbreds. But these got to be out-numbered by the bad ones. Regardless, Cowboy Bob loved them all indiscriminately and gave them all a home. At one point, when I was growing up, we owned as many as 40 of these horses. It was like we were running a rescue shelter for horses. And if you think this was a nightmare, it was at times a nightmare for me, but it was not the nightmare that I'm talking about.

Then, in a move that only my father would make, we opened our farm to the public, as a kind of outdoor recreation facility centered around a riding stable and a half-mile track we'd built. And let me tell you, there's nothing funnier than a dozen or so members of the riding public trying to control horses with the kinds of issues our horses had. A fat lady bouncing around on the washing machine, whose name was Queen. The horse with one lung, whose name was Old Grey, who, on the rare occasions she could be coaxed into a run, made a sound like a saw going through wood. We had this little half-pony, half Tennessee Walker named Duke. His best friend was a gigantic half-Morgan, half Quarter-Horse named Tony. Little Duke would walk so fast, and big Tony would walk so slow, that Duke would have to turn in circles every ten yards or so to let Tony keep up. And this is how they had to be ridden. Duke's rider turning in circles while Tony ambled straight ahead in slow motion, like he was pulling a plow.

Every now and then something bad would happen. A girl got thrown from her horse and got a concussion. Old Grey's saddle would come off mid-ride causing her rider to slide sideways and under her belly with it. Queen would wade into our lake with a rider on board and refuse to come out. These were depressing events, and I began to want to move away from all this madness. But none of it was anywhere near as depressing as what happened after I did move away.

When he was 19, my younger brother, Brian, quit music school and moved back home to the farm, to go into business with my dad. Their 'start-up' was thoroughbred horses. Brian became the Trainer. My dad was the Owner. It was a real Don Quixote/Sancho Panza situation, let me tell you, because the horses in their stable weren't much faster than Sancho's burro. My father did a terrible thing to my brother. He inflicted his dreams on Brian. Cowboy Bob wanted a sidekick, someone who'd inhabit the same singing cowboy fantasy world he did, in which burros had wings and would win the Kentucky Derby someday. They fought one night over Christmas holidays, my father slapped Brian and it was bad and there were lots of loud voices and lots of tears and wounds were opened that would never fully heal. It hurt us all to experience it, but the hurt was nothing, a paper cut, compared to what were yet to experience.

My brother finally started seeing things his own way when it came to the horses, quit listening to my dad, snapped out of it, began keeping his own counsel, and trained and fed their most promising colt, a smallish horse with a biggish heart name Denny’s Gold. He won a race, the first race of his career. The horse was 40-to-1. And while I, Mr. Hollywood cynic, wondered if some kind of fix might have been in, and had visions of the other jockeys in the race cashing their own 40-to1 tickets on Denny's Gold, I was happy for Brian.

A month later Brian was dead. He drowned in the lake on our farm while swimming with a horse. My sister who was there and could swim tried to save him and almost drowned herself...my mother who was there and could not swim had to scream at my sister to let him go and then ran for help as my sister crawled out of the water and screamed as she watched our brother's hand sink below the water for the last time.

This was the nightmare. The most depressing thing I've every known. Anyone who has lost a sibling or a child can tell you that it does not get any worse. And as bad as it was for my brothers and sisters and me, it was much, much worse for my parents. They didn't sleep, and would walk the country roads all night by the light of a flashlight, just to keep moving, because to keep moving was the only way they could know for sure they were still alive. They sold or gave away all their horses, and for the first time in my lifetime, there were no horses on our farm.

In the spring after the summer my brother had died, the farm was weeks away from getting foreclosed. And then one day my father disappeared. The child of the depression, the father of the depression...we wondered if it had been too much, if the hole had finally gotten too deep, feared he'd taken his own life. He had threatened it once. My sister had found him one day sitting at a picnic table under what we called the shade trees, staring at a loaded rifle on the table in front of him. He did not own a rifle. So we wondered. And we worried.

But no, he did not take his own life. And this was the first hand-hold out of the depression, the dark hole of nothingness in which we were all living. Three days after he'd disappeared, he showed up back on the farm with a couple of guys driving a truck loaded with heavy equipment. They drove it back to the lake where my brother had drowned, unloaded the equipment, and began drilling for oil.

Three days later, they hit oil.

I happened to be there on the day it happened. I kid you not, it was Easter Sunday. My father was back there at the lake wearing a red nylon Indiana University Basketball jacket, standing at the well-head, filling quart jars with the oil that was bubbling up from the ground and handing them out to friends and neighbors as souvenirs. Unbeknownst to any of us, he'd gotten several of the neighbors to invest in the well. And so it became a kind of party. All of a sudden things were not so depressing any more. My mother and sister came back to the lake for the first time since the day my brother had drowned. And my sister, who had not shown any kind of emotion since that day, cried.

It was not a gusher by any stretch of the imagination. Well, except for my dad's, I mean. I am sure Cowboy Bob saw it as the scene from Giant, where James Dean stands in the shower of oil coming from the gushing well and screams with joy. He walked up to where I was standing, threw an oily arm around my shoulder and said happily, 'Well, we're oil people now!”

What could I do but laugh with joy at the idea that Cowboy Bob was back in the saddle again? From that instant on, everything turned around. The oil from that well paid off the last of our student loans, and there was enough left over for my father to buy a couple of questionable thoroughbreds, you know, the kind only he could see the beauty in. We were back. And all because my father remembered who he was, and acted on that. He was a dreamer, a cowboy, a horse lover, a rider-to-the-rescue. He was oil people. At least, in the movie, it's oil. In life, it's love we drill for and re-discover. Only love can remind us that no matter how rough the ride or how sad the horses may be, our best day is somewhere on the trail ahead of us.

Sunday, November 23, 2008

Life expands or shrinks in proportion to one's courage...

As promised, here is a brief compilation of some of the resources I received in response to a note to several entrepreneurs who have built companies and started new ones during a downturn or a stagnant environment for new purchases. These are to understand the downturn, identify what to focus on and some perspectives about keeping the faith during this time.

Here are links under several topics:

Perspectives about the downturn:

Articles / Perspectives about surviving and executing in this economy:

Resources:

  • Get Feedback on your ideas on Increo Solutions' Backboard.

I wanted to also quote verbatim, one perspective about believing during a downturn:

DEBORAH STEPHENS,
FORMER CONSULTING PROFESSOR AT STANFORD, SUCCESSFUL WRITER
At the risk of sounding old (and I am not!) this is the 8th recession I have experienced. During difficult times I think back to an interview I conducted with one of America's greatest entrepreneurs. We were talking about Wall Street and his words are appropriate for today. He said Wall Street is a psychological game run by greed and fear and fed by uncertainty. Right now I believe that Wall Street and our country, are feeding upon fear and running from uncertainty. Greed, to some extent, can be controlled and regulated but fear and uncertainty can only be contained and controlled by leadership.

Starting Monday, I will be purchasing stock in some of America's best companies. Why? There are great bargains to be had and I believe in the long term that these companies will bounce back. Also, I will be making stock purchases because I believe in this country, its innovation and its workforce and I am drawing a line in the sand against fear. I would urge you to do the same, even if it is 50 or 100 dollars at a time.

Fear is a contagion and fear more than economic indicators are driving our markets right now. Fear is also driving our employees and they will look to us for direction. The best leaders, in these times, over communicate, become very visible, assure people and listen to ideas from employees at all levels for cost cutting, implementation, new products, etc.

Finally I have learned that during such times it is best to keep focused, keep positive, and remember that "life shrinks or expands in proportion to one's courage."
Feel free to share your own personal perspective.

Pic credit: Energy Tribune magazine.

Friday, October 31, 2008

Weekend reading list...

I have been meaning to assemble a list of resources that several company founders and entrepreneurs sent back about surviving (and even thriving) in a downturn. This is in response to an email I had sent out to a number of friends, asking the question:

What would each of us do to make this a little less gloomy period and make things a little more positive in our business and friend circles?
That post, which has evolved from this specific question to a more general set of thoughts / resources, is coming soon. I am psyched about the responses, because most are coming from folks' experiences from actually building and managing through past downturns. Leave a comment if you would like to get in the loop on that discussion.

In the meantime here are some interesting links to (re) read this weekend:

- Tim Draper on the next big successful company being a mobile applications company.

- Marc Andreessen's truly insightful article on hiring and managing key executives and employees (part of a series of posts guiding young startups).

- Amr's article on his lessons learned from 8+ years of building products and managing teams at Yahoo!

- Mike Bonifer's piece (taking off from his comment on this blog...) on farming the downturn.

- IDA's list of Top 25 documentaries. Interestingly, Hoop Dreams, which is at the top of this list was never nominated for an Oscar because of the rule that feature documentaries should consist of mostly original footage.

- Steve Blank's "Customer Development Model" presentation TiE (which was hosted by Murrali Rangarajan).

- A quick and dirty method to calculate the intrinsic value of any business (for those of you trying to figure out where the bargain stock buys are).

- The concept of Obliquity (first heard of this thru' Rajesh Jain and since then has come up in several conversations in various contexts).

- FORTUNE's feature: Best advice I ever got! (My favorite = Drucker's Cow is in the Ditch tips).

- Paul Graham's popular article: The 18 mistakes that kill startups.

I am at the Web 2.0 Conference next week so let me know if you will be there as well.

Happy Halloween, everyone! Hope your costumes turned out as you had hoped :)