steve___

Ideally full time. We work with a few really awesome contractors now. But these devs need features and bugs spec'd out. We're hoping to find someone to share the workload with.

  Technical Project Manager
  Location - Guelph, Ontario
  http://zsw.ca

  Overview/Qualifications
  Project management, development monitoring, outsourcing
  Comfortable in a casual, hands-on, be-yourself environment
  Enjoy working in a small group
  Familiar with the Linux environment (eg cli, vim, git)
  Familiarity with any of python, php, javascript, css, magento or web2py is a plus
  Willingness to take ownership and responsibility of projects and tasks
  Possess exceptional organizational skills
  A bit of an extrovert
  A generalist/jack of all trades

You're misunderstanding what he is saying. As well you're not understanding how rm (unlinking) works.

http://en.wikipedia.org/wiki/Unlink_(Unix)

The message should show up on screen when installing the package. If many packages are upgraded at once, a user could miss it. The output is also sent to /var/log/pacman.log

All that said I'd recommend to anyone new to subscribe to the 'Latest News' RSS feed: http://www.archlinux.org/feeds/news/

re: kvm - this might be of help: http://blog.falconindy.com/articles/build-a-virtual-army.htm...

We use the Newark data center and monitor our server with Nagios. In the past 90 days I have not received an alert because the connection was down.

tesseract is a cli OCR program. In the Archlinux community repo there is also, ocrad, cuneiform and gocr. I have not used these.

I used Terminus for many years. About 18 months ago I switched to gohufont -- http://font.gohu.eu/

A person can't fit quite as much on the screen but I find the extra spacing makes it much easier to read (eg emails).

Try adding this to your .inputrc file

  $if Bash
    Space: magic-space
  $endif

For me an ideal fit would be someone who is like-minded with a constrasting skill set.

What makes you say this? Do you feel co-founders are analogous to a marriage?

There are many ways to skin a cat. Assuming the equity amongst the co-founders is equal, I think the methods used to resolve conflicts are mainly dependent on the co-founders dispositions.

For me personally, I believe there has to be a willingness from the founders to put the customers' needs first. If I truly believe I'm working with my equals, then their opposing views are just as important as my own.

Assuming there are four founders and there is a conflict then I'd suggest the founders get in the same room and talk about the problem first. Make sure everyone agrees on what the exact problem is. Assuming there is still a conflict then brainstorm on possible solutions. At this point if there is still a conflict and the vote is 2-2 then I'd suggest flipping a coin. Trying one of the solutions is more valuable than both ideas combined. The insights the founders will receive from attempting the solution should make it obvious which solution is best.

Lastly if conflicts are cropping up on a consistent basis, if the general mood of the group is negative, if people are going off on their own and/or if there is a strong belief in the group that not everyone has the customer needs as the primary focus, then quit. Use a shot-gun[1] clause to resolve the issue of how to buy out a partner and move on. It is easier said than done.

[1] http://en.wikipedia.org/wiki/Shotgun_clause

At least the comment was original.

what!?! this! ;)

it was 8 away

29 away ;)

Although not totally related to the article, I wonder if the writer sees a direct benefit of biking on his business. I started a fitness program a few years back and I've noticed several benefits: increased energy, clear thinking and team building.

While developing my first company physical fitness was a low priority. I told myself there wasn't time, I had to devote every minute to the startup. Worse I ate convenient foods (pizza, subs, fast food) to help save time. I put on body fat so fast that I got stretch marks on the side of my stomach. I'm not sure what my body fat percentage was back then but my body weight was 215lbs and I'm 6'0"/180cm tall.

To loose some weight, I started to get active, and I noticed benefits in my work. My mood was better, I could think clearer, and I had more energy. I began a weight program and started playing Ultimate Frisbee regularly.

My friend and I are in the midst of starting another company (http://igeejo.com) and I hope to build the cardio and weights right into our schedules. Getting the group out for a game of Ultimate, assuming there are no pressing needs for the startup of course, has a lot of upsides. It's great for team building, a great cardio workout, and a chance to socialize a bit with other friends and significant others.

Like anything in life, I think it has to be sustainable. I think setting aside 3 hours per week will pay huge dividends in the future.

We had a six month earn out. It ended on July 15, 2009. We took slightly less money to get out sooner.

re: adding the above info to the about page - I agree. I will do this.

Yeah, it is difficult to know exactly how to go about it. As Jim said above we ran into the problem of too much noise when we presented the idea locally.

No one wants to be excluded. On the same breath, when I started out I had many preconceived notions about the best way to run a company based on what I thought was common sense. Only by trying things and tracking the results was I able to see that the right approach wasn't always intuitive. I understand things now that I couldn't have known without the actual experience of starting the company and taking it through to the exit. I'd prefer to start the next venture with people already at that stage, if possible.

All that said, we're really most interested in people who are good friends; who have worked closely together and understand each other very well.

I started the business as a hobby in 1995 while I completed high school. In 1999 I met Jim and became much more focused. I didn't have the 'startup' concept until 2005 when I read Paul Graham's essay, "How to Make Wealth". In hindsight we should have exited the company somewhere between 2003 and 2005.

re: not something VCs are interested in - we didn't require VC money. I do not think VC money is always necessary in starting a company. If anything I believe it adds a layer of complexity which could hurt founders especially with their first go at it.

re: laid back - I guess this is relative. I do know things were much more stressful and frantic in 2001. I also know we are more focused today and complete far more in 10 hours now than we did back then.

We recently sold our company. Our goal now is to try and meet up with a group of two or three founders, people in a situation similar to ours, who have have worked together and founded a successful startup in the past. It's our hope to work together on a new startup.

I agree with much of what is said, especially 'Lesson 1'. I'm surprised how many people just starting a company have expectations of landing millions in VC money, or talk as it such a large sum is a necessity.

http://igeejo.com

The mistake with business plans is the tendency to focus on the wrong objective.

I think creating a written plan for any goal of a startup is a must. It allows everyone involved to review the plan and point out any holes in your thinking. It also presents a complete communication of your ideas. Just winging it, for example, using a conscious stream of thought to explain all the details of a proposed plan is difficult for both the speaker and the listener.

The problem with business plans is they tend to focus on demonstrating how the startup intends to make money. Revenue should never be the goal of a startup. Revenue is a by-product. It's a measuring stick which co-founders can use an indicator of whether or not they are succeeding in solving the end-user's problem. The overall goal of a startup should always be to solve a specific end-user problem.

http://www.igeejo.com

I would definitely agree with this. I'd say the most important element of maximizing flow are the co-founders. Co-founders have a mindset such that they are willing to contribute wherever needed. By sharing the trivial, non-flow inducing tasks, everyone will be able to set aside blocks of time for tasks that do induce flow.

http://www.igeejo.com/blog/default/qnas/18#disqus_thread

As I just commented on over here[1]

Just before our exit, we ran our company from a condo. Here are some pictures under 'Environment'[2]. One major upside for us working in residential space was the cost. Electricity, rent/condo fees, parking, and internet fees are all less expensive than commercial rates. As well owning residential space is far less expensive than owning commercial space.

[1] http://news.ycombinator.com/item?id=972838 [2] http://www.igeejo.com/blog/default/photos

I agree. It would have been interesting if they would have explained why they thought this.

Just before our exit, we ran our company from a condo. Here are some pictures under 'Environment'[1]. One major upside for us working in residential space was the cost. Electricity, rent/condo fees, parking, and internet fees are all less expensive than commercial rates. As well owning residential space is far less expensive than owning commercial space.

[1] http://www.igeejo.com/blog/default/photos

They have a great return policy, so you could just try it and see.

I use linux on two poweredge860 without any problem.