41–50 of 59 posts
Hey, you have "email me" in your profile info, but a feature of this site is that the email box in your profile only shows up to administrators. So you need to write your email address again in your about me.
In 96 I did my first startup, based on an algorithmic way of sorting links. Basically somewhere in between Google and del.icio.us. Me and my partner thought that Altavista, which at the time was the best search engine out there, fell short. We secured seed founding in the amount of ca. $100.000 and developed a working prototype of the technology. After this we needed venture capital to create and promote the product. This proved impossible to get. We talked to every VC out there, but the result was the same: "nobody needs another search engine", and "you can't make money on that" I was, however, convinced that the idea was sound so I carried on for almost 1½ years after funding ran out. In the end I had to give up.
It seems to me like you are in a similar situation.
Based on my experience what I think you should do is assess the situation seriously, and have someone you trust help you do this. When you're in the middle of it it is really hard to see the pitfalls and shortcomings of an idea. Look at what alternatives you have, try and write them down with pros and cons of each. Then take a decision. And do it.
Most important: Once you've made the decision don't look back.
Earlier quoted context omitted.
You've made the mistake of believing an idea has value. It doesn't. An idea plus a good execution of it has value. If you can't convince a developer that you bring needed value to the execution of that idea, and you can't pay developers to work on your idea, then you have nothing. In six years you could have learned to program well enough to build a kickass demo--the fact that you haven't makes it pretty clear to dev…
> You've made the mistake of believing an idea has value. > It doesn't. I didn't put much credibility in this line of reasoning before, and now that I found out that major companies are putting millions into just reasearching this idea, I put even less. Crap executed brilliantly is still crap. > and you can't pay developers to work on your idea Actually, the money's not the problem. I can raise the money but I'd like…
If your idea is really good, and you are significantly more knowledgeable about the field, you should be able to at least give a broad picture of what this is about. What field, who are the customers, what expertise is required?
The feedback everybody gave you is really awesome. The community here is one of a kind, but everybody still has their own interest. How would anybody know if they're willing to pitch in until you at least let them know what you want to do?
I've gotten emails from fellow readers who share similar interests. But as of yet, nobody knows what you're doing.
Earlier quoted context omitted.
You've made the mistake of believing an idea has value. It doesn't. An idea plus a good execution of it has value. If you can't convince a developer that you bring needed value to the execution of that idea, and you can't pay developers to work on your idea, then you have nothing. In six years you could have learned to program well enough to build a kickass demo--the fact that you haven't makes it pretty clear to dev…
> You've made the mistake of believing an idea has value. > It doesn't. I didn't put much credibility in this line of reasoning before, and now that I found out that major companies are putting millions into just reasearching this idea, I put even less. Crap executed brilliantly is still crap. > and you can't pay developers to work on your idea Actually, the money's not the problem. I can raise the money but I'd like…
1) You have to work on your attitude. I've noticed that you tend to look at the negative in a post and respond to it - this thread is a good example. People aren't trying to put you down, they're trying to help. And doing it for free in their sparetime. You should appreciate this. In the things I've been involved in I've been the glue that holds together the biz guys and the developers, so I can see it from both sides of the fence. And most developers don't like personal attacks. The way to handle engineers is to show them that you appreciate their work, are interested in their field, show themm that you have the capabilities and intent to carry through, and show them that they can trust you. Which you don't do by attacking them.
2) An idea isn't worth anything. I know from other threads that you have discussed this point before, but notice how most engineers stick to this point. I've had lots of people wanting to start something with me - and as soon as I hear "I've got a great idea, you just have to do xxxx)" I back away. What I need to hear is "I've done some serious research/business planning/budgetting/talking to customers/whatever and I would like you to be my partner. I basically need to see some footwork, and this needs to include some proof of concept - not a pie in the sky project.
Hope it helps :-)
Earlier quoted context omitted.
You've made the mistake of believing an idea has value. It doesn't. An idea plus a good execution of it has value. If you can't convince a developer that you bring needed value to the execution of that idea, and you can't pay developers to work on your idea, then you have nothing. In six years you could have learned to program well enough to build a kickass demo--the fact that you haven't makes it pretty clear to dev…
> You've made the mistake of believing an idea has value. > It doesn't. I didn't put much credibility in this line of reasoning before, and now that I found out that major companies are putting millions into just reasearching this idea, I put even less. Crap executed brilliantly is still crap. > and you can't pay developers to work on your idea Actually, the money's not the problem. I can raise the money but I'd like…
If what you know is as important as you say it is, then either (a) IBM should be happy to pay you a handsome sum for it, possibly without needing you to commit an endless day job, or (b) you will be able to raise money and finally get that startup off the ground, provided that you can convince investors of your personal ability to start the company. Both of these options are better than what you had on your plate before IBM joined the fray, so I am puzzled by the attitude that comes across in your writing. You sound like you're sulking, which is not only very unattractive to any would-be co-founders or investors, but also contradictory to a rational account of your situation: didn't you just "win"?
* Also, talking to IBM need not imply agreeing to what they want. Find out what they'd offer for your expertise, and what kind of commitment you'd have to make. If it sounds good, take it. If not, do it yourself. You don't lose any of your advantage until you actually spill the beans. Certainly don't use threatening language. Simply based on how you've written this posting and responded to comments, I already have a strong gut-based bias against working with you.
Earlier quoted context omitted.
You've made the mistake of believing an idea has value. It doesn't. An idea plus a good execution of it has value. If you can't convince a developer that you bring needed value to the execution of that idea, and you can't pay developers to work on your idea, then you have nothing. In six years you could have learned to program well enough to build a kickass demo--the fact that you haven't makes it pretty clear to dev…
> You've made the mistake of believing an idea has value. > It doesn't. I didn't put much credibility in this line of reasoning before, and now that I found out that major companies are putting millions into just reasearching this idea, I put even less. Crap executed brilliantly is still crap. > and you can't pay developers to work on your idea Actually, the money's not the problem. I can raise the money but I'd like…
"Well, where to start. First, considering all the crap on the internet, I'd say having a really cool idea is a good start."
Sure. Problem is, since you can't or won't execute on the idea yourself, you have to convince someone else that your idea is worth more than the dozen ideas they already have brewing. Engineers don't have a shortage of ideas...they have a shortage of time in which to implement those ideas, and sometimes a shortage of patience for the boring crap that surrounds making a business of those ideas. Convince a good engineer that you are capable of managing the boring crap, and have a good idea, and you might get them to sign on.
"As for the "for free" part, see above. As for the "and share the results with me." part ... well, I'll tell you what. I'll keep my idea and financial contacts to myself, and you can keep all the results you get from not working with me on this idea all to yourself while I keep looking for other people. That way you make all the big bucks all by yourself. Don't spend it all in one place ..."
You've got yourself a deal.
What's your idea?
How does that make a difference? Let's just say it's something that I know more about than however many PhDs they have looking into it and no matter how smart they are or what their budget is, it will be impossible to replicate the conditions that led to the insights I've gained about why things developed as they did and how to apply it to the business world. Not saying it's because I'm smarter or anything, it's just…
Then why not reveal the idea? I'm curious...
Earlier quoted context omitted.
If I give up and sell out, at least I'll have a comfy position at a respectable company where people smarter than me would respect what I have to offer because I have 6 years worth of thinking about the problem on them. No they won't. You'll be a part of a dispirited bureauacracy, and nobody will care. They probably won't even finish the project. Your best bet is to get a bunch of young college age programmers to wor…
> our best bet is to get a bunch of young college age > programmers to work with you. Columbia couldn't seem to care less, and the entire NYU structure has so far gotten ... hold your breath ... 2 resumes. Only one of which was remotely relevant, but not experienced enough to take initiative on this. And since I'm not a programmer, I don't have the experience to provide guidance in that department. I don't know why,…
Get a job and continue to work on this in your spare time. Fund development and be smart about making what you build as generally-useful as possible (an enabling technology rather than a solution). If the market pans out for this other company, there will be opportunities for you... assuming you executed.