Preface
Anointed in the Elevator
I became the CEO of my first startup in an elevator. I didn’t seize the reins of power in a bloodless coup. There was no passionate discussion or debate. I wasn’t even planning to discuss the topic when it happened. My cofounder merely informed me that we were being stupid as the doors were about to open, and I was going to be the CEO from that moment forward.
When Charles and I first decided to found Ontela, we were unclear about who exactly was going to do what. My background was as a “program manager” and my cofounder’s was as a “developer.” Neither of us had ever managed more than a handful of people. So we decided on what we thought was a perfect compromise: I would be the President, and Charles would be CEO.
Needless to say, neither one of us had any idea how to do these jobs.
But from the start, we had a ridiculous amount of work to do. We knew little about startups—I’d worked at one, but not as a founder; Charles had been a part of Expedia since its inception as a division within Microsoft, but that wasn’t exactly seed-stage territory. Besides doing familiar things like writing specs and code, we had logistical (“Should we rent furniture or buy it?”1), operational (“Which bank should we use?”2), legal (“Should we incorporate in Bermuda? My uncle is a lawyer and says it’ll save on taxes.”3), and other conundrums of startup life to solve.
Charles was an accomplished software developer. I was a marginally competent software dabbler. So I ...
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