Mark Hoffman’s Fourth Run: Enquisite (Part 6)

SM: What kind of revenue ramp did you see in Commerce One? MH: We were doing about $200 million a quarter during our last big quarter. That was really from software sales, and a minimal amount from transaction revenues.

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Deal Radar 2009: EnterpriseDB

Deal Radar kicks the week off with yet another open source company, but one with rather large aspirations. EnterpriseDB was formed in an attempt to disrupt the three-company (Oracle, IBM, and Microsoft) oligopoly that controls the enterprise database market, of which Oracle owns more than half. The company says that as a result of this

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Mark Hoffman’s Fourth Run: Enquisite (Part 5)

SM: What is the story of Commerce One? How did you get involved there? MH: In 1995 I became the chairman of Sybase. It was a tough time in the market for database people and there were disagreements with the board.

Catching Up On Readings: EJ2 On Kindle

Here is a summary of the posts from this past week, in case you missed them. 

Building Successful Global Teams (Part 1)

By Guest Author Tony Scott In the recent past, in the US, Europe and Asia, there were simply too many companies chasing too few people — resulting in across-the-board shortages of the human capital skills necessary to build and grow technology companies. In the US, working for an Asian or European company was often viewed

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The Virtual Org Chart

By Guest Authors Richard Hooker and Steve Monas [The series, which started with “The Outsourcing Imperative”, continues with a discussion of what needs to be planned before and while working with an outsourcer.] Not only does outsourcing allow entrepreneurs to build full-scale enterprises, building a virtual organization, at least in part, is an absolute requirement to be competitive

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Mark Hoffman’s Fourth Run: Enquisite (Part 4)

SM: What year did you take Sybase public? MH: That happened in 1991. I stayed there until 1995. SM: What was your experience like after Sybase became an established leader? MH: We grew it to 5,000 people. We had operations all over the world and I learned that companies go through phases.

Selling in a Non-objective Environment (Part 2): The Territorial Terrorist

By Guest Author James T. Healy [In his first article Jim set forth strategies for selling in what he calls non-objective environments, where there are unhealthy levels of internal competition and political power plays, and outlined four types of people who thrive in these environments. Today he describes in more detail how the first type,

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