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was really an underappreciated asset. They were understaffed and underbudgeted. So we would go in and say, Our job is to make your life easier. You send us the information; we ll take care of it. And we told them discreetly, If anything gets screwed up, we take the bullet. We re here to help you. Then we just kept adding functionality and functionality. And the government helped us too. We had three big breaks with the SEC. The first was in the early 90s when the SEC put out a comfort letter saying alternatives to the printed quarterly report should be considered, including 800-based telephone numbers. That s essentially like the SEC jumping up and saying, Go, go, go! That s about as aggressive as they get. We had asked for a comfort letter because some of the clients were saying, We don t even know what the SEC says about this. And the SEC said, We won t say yes or no, but we think it s an interesting idea. Regulation FD came along in 2000. It had pros and cons, but, for us, it opened things up tremendously. And then, of course, Sarbanes-Oxley came out a few years ago. All of those things basically said that it s much more important to communicate with shareholders uniformly and democratically. Because, believe me, even when I was at Alliant, and in the early 90s, it was very exclusionary who could attend conference calls, for example.

Mark Coker, the founder of BestCalls, played a very important part in breaking that whole thing open. Back before Regulation FD, conference calls were by invitation only, for institutional investors. Unless you had a significant share in a company or were a recognized security analyst, you did not get an invitation to participate in a conference call. Regulation FD changed all that. Basically it said, if you ve got material information as a public company, you ve got to get that out to everybody, including the individual investor that might have a hundred shares. So that opened up the conference calls. And because it wasn t possible to have a conference call with 10,000 people on it, webcasting (fortunately that technology was becoming available) made that possible. At the same time that some people may be talking on the telephone, that conversation was being webcast live to anybody that wanted to listen to it. So that was a major market that opened up to us.

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Smolin: $365 So, it costs you a buck a day to use it J Murphy: Yeah, that s what we tell people A dollar a day, and you ve got software Smolin: Nice The products that brides buy what price range is that in J Murphy: They re actually lower They range from between $20 and about $60 Smolin: OK, and then the high-end stuff J Murphy: The high-end stuff is up in the thousands, $5,000 or so And we knew that was way out of the market for us Smolin: So you sell at a single-user license Take it, use it, perpetual license Do you charge for product support J Murphy: No Smolin: No annual maintenance fee J Murphy: No, and that s one of the things that we looked at when we were pricing it, because one of our competitors .

Livingston: Did you know any of this was going to happen Gruner: No, of course not. In the early 90s, I just felt that there was an opportunity to somehow use technology to find a way to better reach out to shareholders and save money for companies. That was the basic concept. Just like 10 years before that, when I started Alliant, I said, There s this whole new technology, what was called parallel processing. There s been a lot of research on it. If we can commercialize that, it may be a really good business opportunity. That was the core concept of Alliant. That s how we left Data General, how we got started. That s all we knew. So that s how we got started with Shareholder.com, the notion of commercializing technology around shareholder communications. Livingston: Back to when you started Alliant, when the three of you who

Livingston: You said you spent about 4 months putting together a business plan. What kind of things were you doing in that 4 months Were you doing any programming to test any ideas Gruner: No. Livingston: It seems like a long time, by today s standards, I guess. Gruner: Well, it may be by today s standards, but we worked 7 days a week,

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