Originally posted by PlatinumShatinum
I can see there are a lot of jealous people on here.
Most of the rich people started off just as poor as you and me. You too can be rich, if you would stop being jealous, and actually get some
educational and a hard work ethic.
You obviously haven't ever been anywhere near the kinds of people who populate the C-levels of Big Business. My brother and I (and the 11 PLM
superstars that we employed) invented FlexPLM
in 2003, and it's gone on to revolutionize the entire Footwear and Apparel manufacturing industry
by allowing companies like Nike and Timberland and Liz Claiborne (to name only a few of the many, many dozens of name brands that now standardize on
that software platform) to effectively and efficiently control the entire 6 week design, development, and manufacturing product cycle that all
clothing and footwear companies struggle through 4 times each year. The software is designed to create a virtual hub, with spokes reaching out to all
suppliers, customer retail outlets, designers, management, back-up suppliers, financing firms, and as any other partners as it takes (and it can take
a lot of partners per clothing line - with dozens of clothing lines per cycle) to get the line up, developed and through the manufacturing/crisis
process - and in real time. As in minutes of response time versus hours, as it used to be with phone calls and spread sheets and emailed drawings and
all that slow electronic technology.
We invented it, and we got the initial 15% implementation incursion done with the very top brands in the world. And then the Big Business
"professional caste" discovered us, and our line of credit with CitiCorp evaporated without explanation. Then we were tagged by Dun and Bradstreet as
being "unstable" (immediately after CitiCorp decided that they had problems with our lack of concrete assets - we were a software products firm,
which of course isn't about "concrete assets" like a building or machinery, but that was the loophole that CitiCorp used to suddenly - after 7 years
of a good relationship - pull out on us)
. This D&B rating scared the hell out of Nike and Reebok and - well - everyone, and our initial
penetration contracts were put on hold until we could "stabilize", which began a 6 month search for a financial partner to simply present as proof
that we weren't on the verge of bankruptcy. That became almost a "spy versus spy" adventure, and that's when I learned that a company called PTC was
behind the sudden attack on our company.
PTC wanted our software's "guts" to put into their own loser product "PLMLink", since we'd designed ours to complement their flagship product
"Windchill", and they wouldn't have to do a damn thing to shoehorn it in. They spent the next two years tearing us apart, with the help of literally
every bank and PLM vendor company in the industry. They were the biggest player in the industry, and they demanded that we no longer exist. My brother
and I did what we could as our team of 11 geniuses hunkered down and continued to work (and get paid) to make FlexPLM applicable to BioTech, the
Process Industry, Consumer Products development, Pharma, in our own hopes that we could diversify enough to free ourselves from the PLM dominated PTC,
but the banks knew where their bread and butter came from in this specific case, and in the summer of 2005, we sold everything to PTC for less than 2
million - my own cut, as the Marketing Director, was only $36K, since I had only
softened the Footwear and Apparel (F&A) Industry and opened it
up for this revolutionary concept in product development. I hadn't coded the product or done any bubbles and arrows in its development.
The product is so successful that PTC doubled its net revenues during the financial collapse of 2008, and is the only serious PLM player in the entire
F&A business sector. In China, this software is legendary and I was the one who suggested that it be implemented as a pay-per-month Internet space for
those tiny forms that can't afford to take on the costs of a full implementation but still want to get into a supply chain associated with a major
label. That's been bread and butter income worth 10s of millions per month.
And with all of this, my brother and I and our 11 PLM geniuses were not allowed to survive because we weren't part of the Big Business professional
caste, and didn't have moms and dads who were part of that elite business caste of families. We didn't attend the right private schools, the right
prep schools, or the right universities. And we sure as hell didn't join the right fraternities. We just had a brilliant idea and worked hard to build
it and to convince the biggest F&A companies in the world to try it out - and they did, and they loved it, and that was the beginning of the end for
us as a company.
So, save your crap about working hard and smart. This isn't the early 1900s. Things are different now.
edit on 3/5/2013 by NorEaster because: (no reason given)