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Saturday, September 20, 2008

Extreme Bootstrapping - Part 1

I'm a naive idealist, how 'bout you?

In late 2005, my motivations were many to quit a six figure, 25-year, high tech career and launch TRACEe, a venture dedicated to applying technology to tracing lives for good; the good of the individual, society and essentially for eternity. Among the most significant of these motives were to release pent up entrepreneurial energy, to engage in work that kept me closer to home in hopes of shoring up family relationships that had begun to unravel and to produce results with more meaning and direct benefit to society. Little did I know these motivations would draw me into the "underbelly of Austin" narrowly escaping bullets, knives and a family catastrophe.

In early 2006, I thought I was bootstrapping when I joined Bootstrap Austin. But, attending Bootstrap Austin networking meetings does not a bootstrapper make. Submitting a proposal for a Homeland Security SBIR grant doesn't either.

Which makes me wonder...what constitutes real bootstrapping? Does applying for 20 patent claims make you a bootstrapper? How about stumbling on a technology partner willing to lend software for demonstrating your proof of concept - ala "demo/sell/build?" Or leveraging UTA and St. Edwards University internship program resources to validate the business model and design elements of the offering? Or becoming a distribution partner for companies whose products are components within your intended offering? Or freelance consulting in areas aligned with your company direction? Or formulating an advisory board by promising a future equity stake? Or selling the company soul to the Austin Technology Incubator and affiliated VCs hoping to secure "free office space and business mentoring services?" Or volunteering your time to community events hoping to make the right contacts? It turns out that all of these fall short of what I discovered to be real bootstrapping.

Don't get me wrong, many of the aforementioned activities should and are commonly part of a bootstrapper's journey, however, real bootstrapping for me emerged only when faced with an imminent catastrophe in my life: the breakup of my family; my wife of 20 years, 16 year-old daughter and 11 year-old son.

It cut deep to learn that appreciation for the prior 20 years of providing a steady, high standard of living for my family was short-lived as evidenced by my wife's June 2007 ultimatum to "get a real job by year end or divorce will follow." Frankly, this was not unexpected as my wife and our financial situation had been under considerable strain since TRACEe began. What broadsided me, however, was when she relayed my daughter's perspective: "Mom, when are you going to divorce Dad?" POW - a heart punch! You never expect your own child to want you out of their life especially when you've spent the last 16 years loving and nurturing her to young adulthood.

So, what was I to do? Give up on TRACEe and go back to the corporate world fraught with meaningless churn, greed and travel so that my family could return to having all the comforts they had grown accustomed to but at the inevitable expense of a broken family anyway? Or, continue the TRACEe venture that felt like the right path to be on relative to my life, my family and society?

After a few days of contemplation, prayer, counsel with friends & fellow bootstrappers and a coincidental read of The Dip by Seth Godin, the answer was clear: push on, go where most are unwilling to go; survive the dip! After all, how could my friends, family and a person with the moral stature of my wife fault me for doing otherwise? So, push on it was...but how? What could possibly position TRACEe as a viable growth (or at least sustenance) business within a six month window and hold my family together?

That's when the creative entrepreneurial mind coupled with personal spiritual influences kicked in. Without actually realizing it, my subconscious mind, heart and soul were formulating a survival plan. One which surfaced at a most unexpected time - while applying a fresh coat of white paint to our back door on a hot, sunny August day. On that day, at that moment, as that brush stroke spread its film of latex down, with bitter sweet emotion, I surrendered to the core concept of my survival plan - to become homeless via a six month immersion on the streets of Austin, my only companions being the poorest of the poor, my laptop and my cell phone both equipped with mobile, live streaming video, GPS and chat capability. The goals were (1) to explore social networking for the homeless via live interactive streaming of their stories to a global internet audience, (2) drive TRACEe technology development, assets and business partnerships, (3) garner TRACEe recognition and marketing lift, (4) generate modest cash flow and last but not least (5) keep the family in tact. Why not since I was likely to be homeless come December anyway? To quote a friend, "That idea is so crazy, it just might work!"

Somehow this plan incorporated elements of my entire life as if it weren't actually a plan but a destined road map. It leveraged many significant personal, family, educational, work and spiritual experiences whose purpose was now being revealed in tHis "Master Plan," one that had a clear lead up and a promising aftermath for family, company and society assuming I survived!

So, let the real bootstrapping begin!

Please stay tuned for future posts covering how it all played out. Alternatively, please feel free to explore and decipher aspects of it sooner by visiting archived immersion video at my latest alpha site, Homeless Coach. Note: the homeless immersion activity is concentrated within the date range of 3/16/08 to 4/25/08 which can be accessed by clicking the "archive" button that launches a date-based search dialog.

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Wednesday, June 18, 2008

Brazlian Jiu Jitsu for Bootstrappers

There's an admirable purity about a person that will step inside a ring and put it all on the line. I'm a big fan of mma athletes, or ultimate fighters as they are sometimes called. If you watch the UFC, you know that in today's modern world of competitive fighting, you either know Brazilian Jiu Jitsu (BJJ) or you lose. And in BJJ, there's a common saying that is repeated over and over: always face your opponent. I've heard it in boxing as well, but in BJJ, always facing your opponent is law.

BJJ was invented by the Gracie family in Rio De Janeiro, and is similar to wrestling. However, rather than trying to pin your opponent, you try to "submit him" with a submission hold. In wrestling it is common to turn away from your opponent while on the ground. Submitting an opponent in BJJ is typically done by applying a choke or joint hyperextension until the opponent "taps out." If you apply a submission hold and your opponent doesn't tap out you either end up with an unconscious opponent or one with a severely torn joint. In Brazilian Jiu Jitsu, the easiest way to get tapped out is to turn away from your opponent.

I see a lot of similarities between BJJ and starting a business. The easiest way to get tapped out as a business is to turn away from your issues or challenges. As a bootstrapper, you don't have the luxury that investment capital affords. If you don't address your issues, you go out of business and the margin of error is razor thin. The faster you face your challenges, the faster you can address them and move on. If you think your business doesn't have issues, you're probably not looking hard enough

I started a return-on-investment consulting business, Wilson & Company, as a nights-and-weekends side job back in 2001. It was just me (not much of an "& Company") and I created ROI models in Excel and Visual Basic to help sales groups of technology companies sell their products. When your company is just you, it's easy to keep tabs on issues. You are the only tab. In 2005, I started Small World Labs, a social networking platform company that currently employs 27 people and has over 100 customers. When you combine the words "product" along with "employees" and "customers," things get more complex. And when things are more complex, there are more challenges to address.

Over Small World Labs' history we've faced the gamut of challenges as a company - from founder issues to quality control. Anytime I've seen an issue and not faced it, it has come back to bite us in the rear more severely. You only have 24 hours in the day so prioritization is a challenge in itself. However, deprioritizing an issue does not make it go away. Most times, it gets worse and you start to feel submission hold. That's when you absolutely have to face it or tap out.

Sometimes I've found I don't know how to solve an issue at first, but know it exists. Having a good network helps in these situations, from fellow entrepreneurs to business advisors. When you start to share your issues with trusted advisors, you often get a good, honest perspective on how to move forward. However, if you're the CEO, one way or another, it's incumbent on you to make sure your company is facing its opponents and not tapping out. Your employees, customers, partners, and investors depend on it.

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