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Right around the same time a friend of mine, Elsa Dorfman, the photographer, asked if I knew anyone who would rent her house. I said, How would you feel about renting it to a little group of programmers, and we ll use it as a company office She agreed. So we moved into Elsa s house, and once you ve gotten an office and you have customers, things kind of take on a life of their own. The toolkit got more and more popular, and we amazed the customers. Most computer programmers don t listen to what the customer wants. They have their own ideas of what would be cool, so they spend a lot of time building stuff that the customer doesn t want. They don t have an investment in the user experience. A friend of mine was just telling me the other day that his company offshored a product design to India, and said, These programmers in India, they did exactly what we told them, no matter how ridiculous! Most programmers don t think about the user experience. They get a spec book, and they say, Well, I m going to meet this spec to make the customer happy. That s not really enough; you have to make something good for the user if you want to call yourself an engineer. The third element is just meeting the deadlines. If we d said we were going to do something by a certain date, we did it, and the customers were stunned.

How They Did It:An Interview with Jewelry Designer, Software Developer, and Entrepreneur Barbara Carlton

Livingston: How many of you were there when you first started Greenspun: About five, and then we grew pretty quickly to ten. There was so much repeat business because customers would be amazed that we delivered on time and that it was more or less what they wanted and actually usable for the end user. Livingston: When you started, it sort of grew out of your own interest in

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weren t really interested in photo.net, but they had decided to adopt our software toolkit. In some cases, they d heard from Edward Tufte in his lectures. People would ask, What s good on the Web and he d say, Nothing s good on the Web, and they d say, C mon, give us two good websites. And one of the ones he d mention would be photo.net as an example with good design. But most of the business was because we d released free open source software. The 15-year-olds would just use it, and the big companies would decide that, since they had so much money and I guess not enough good programmers, it made sense for them to pay us to help them out with it.

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Livingston: What was unique about ArsDigita Greenspun: We tried to help each programmer develop an independent, pro-

fessional reputation. We had this idea that programmers could be professionals, like doctors or lawyers, and, to that end, we wanted the programmers to be real engineers to sit down face to face with the customer, find out what was needed, come up with some suggestions or changes based on the programmer s experience with similar services, and then take a lot of responsibility for making it happen.

Barbara Carlton runs a one-woman shop Bejeweled Software Company in Poway, California Her flagship product, the Jewelry Designer Manager, can be seen at wwwJewelryDesignerManagercom She didn t start out to be a software entrepreneur Hers is the classic story of someone who started with a low-tech hobby and a home-grown program for her own use and ended up with a successful software package Her sagest piece of advice Test, test, and test Smolin: Barbara Carlton, president, chief operating officer, chief cook, and bottle washer of Carlton: Bejeweled Software Company Smolin: Bejeweled Software Company So tell me a little bit about the product that you designed and are marketing What does it do Carlton: It s a program for jewelry designers to help them price their jewelry and keep track of inventory, their parts inventory, and their finished product inventory.

We pushed the profit-and-loss responsibility down to individual teams. For example, if there were two or three programmers working for HewlettPackard, then those guys would be solely responsible for the project and making sure that it got delivered on time and that the customer was happy. They d get a big bonus if they did a good job and the customer was happy and the thing was profitable. Implicit in that was that, if it didn t go well, we d know whom to blame.

Livingston: What were some of the biggest turning points Greenspun: One big turning point was getting Levi Strauss as a customer. They

had acquired a small company that made custom-cut khaki pants, and they wanted a web front end for this new factory that they were building that could take your measurements and sew you a pair of khakis to your specs They asked around MIT, Who s really an expert on building this kind of thing They came to us and it was a happy coincidence, because they were happy to pay for lots of software and infrastructure and tools and let us keep the rights to it all That was one good thing about working for non-technical companies If you worked for IBM, they make their money by owning technologies, so if you build a technology for them, they want to own it Whereas publishers or clothing companies, they make their money by having a brand or unique content.

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