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They have no choice So it came down to making a decision What were we going to do with the company and how were we going to transition it I was in disagreement I was saying, Let s take the slower, more methodical approach over time, and we can work it out The other approach was, No Let s change the architecture of the computer, move into the newer technologies quickly, etc You can argue either one So I left the company I left the board of directors I was chief executive for 10 years I basically got fired when it came down to saying, I can t live with this strategy because I think it s wrong They said, We understand that; we respect you; but you can t stay So I left And, unfortunately, it didn t work out A year later, the company was bankrupt.

gameData.Time += (float)gameTime.ElapsedGameTime.TotalSeconds; base.Update(gameTime); } Once the Guide has been closed by the user, the FindStorageDevice method is called. This method in return calls the SaveData or LoadData method, depending on the identity of the asynchronous call. You can find this FindStorageDevice method entirely in the previous code; only the SaveGame method is missing: private void SaveGame(StorageDevice storageDevice) { StorageContainer container = storageDevice.OpenContainer("BookCodeWin"); string fileName = Path.Combine(container.Path, "save0001.sav"); FileStream saveFile = File.Open(fileName, FileMode.Create); XmlSerializer xmlSerializer = new XmlSerializer(typeof(GameData)); xmlSerializer.Serialize(saveFile, gameData); saveFile.Close(); log.Add("Game data saved!"); }

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Certainly, at the point that I d left, I d left a lot of problems for them to clean up The company was not healthy; it was headed in the wrong direction So I share a good deal of that responsibility But then I was at the stage of, What am I going to do next Here I was, in my early 40s, and clearly the computer designer in hardware development was a dying breed Back in the 60s and 70s, there were lots of people designing computers, mainframes and minicomputers, and all kinds of things because they were all built out of parts But with microprocessors, there s only one Intel and a few other smaller firms like AMD You only need a few dozen designers So that went away I said, I ve got to change careers I had to think about what I wanted to do.

I had some offers to join venture capital firms, which I thought about There s always the role of corporate consultant But I decided I really enjoyed being an entrepreneur, and I wanted to go off and do it again..

Murphy: And in that one, we have about a total of hardware/software costs of about ten grand, between the two products we sell Smolin: OK What do you do about copy protection.

Gruner: I had a couple of very clear criteria in my mind I wanted to build a business that had a recurring revenue stream At Data General and Alliant even more so, because it sold computers that were in the half million to one million dollar range to large defense companies, universities, and the government, who had very sophisticated purchasing agents we typically generated 80 percent of our revenue the last 2 weeks of the quarter People don t believe this today, but it s true And we were a public company So if we had to make $15 million in revenue in a quarter, we d be 2 weeks from the end of the quarter and we might have $3 million on the books We were fairly confident we d close the other $12 million, but it was horrible.

I remember one time we got a call on a Friday, the last day of the quarter The call was from a very large defense contractor located in Sunnyvale, California It was a purchasing agent saying, Well, it s 5 o clock in Boston right now, isn t it I said, Yes, sir, it sure is He says, It s the last day of the quarter, isn t it I said, Yes, sir, it is He said, Well, let s negotiate So we went into extended negotiations with this guy for a couple of hours, until 7 pm our time, until he signed the contract and faxed it to us Having been through that, I said, I really want to build a strategy that has a recurring revenue stream.

The second thing was, having been chief executive at Alliant for 10 years, about halfway through that process I realized, As the boss, I m spending 40 percent of my time on things that don t directly contribute to getting computers out to customers In other words, raising money, dealing with investors, dealing with lawyers, those kinds of issues So I said, In the next company I do, I want to be able to spend 98 percent of my time focused on the customer and only 2 percent on secondary factors that lead to that I said, I want to start a company that I can bootstrap up from a small amount of capital that gives us an opportunity of being a big fish in a small pond Because I can t be in a big pond if I m going to take just a small amount of money.

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