anchor.diff:  But there were also many services missing before a Fortune 500 company would consider using it in mission critical software.
   *Technical excellence alone doesn't suffice.*
   
  -Red Hat doesn't just employee the core engineers of an open source project, such as Drools or OptaPlanner.
  +Red Hat doesn't just employ the core engineers of an open source project, such as Drools or OptaPlanner.
   It also builds out a dedicated QA team, support team, consultancy team, security team and productized build/documentation team.
   This enables customers to deploy our Open Source software in large scale production cases confidently.
   In 2013, we started this process, called productization.
  
positive.code: certified it on a lot of environments (including Windows, IBM JDK, OSGi and other notorious technologies) and guess what - they found bugs (and still do on occasion).
  Meanwhile our Product Manager helped organizationally.
  We talked to customers and helped complex use cases succeed: all very satisfying.
  And I got to travel to interesting places around the globe, such as San Fransisco, Boston, Buenos Aires, London, Paris and Tokyo.
  
  Meanwhile, _our_ project also graduated from the Drools project to become a top-level project.
  So we had to http://www.optaplanner.org/community/droolsPlannerRenamed.html[rename] the project again, one last time (I promise), to OptaPlanner.
  
negative.code: 
  Ironically, this was also the period when the project became successful:
  downloads took off, the forum became vibrant, I got to talk at more conferences and the first https://github.com/droolsjbpm/optaplanner/pulls?q=is%3Apr+is%3Aclosed[Pull Request] arrived.
  Due to its success, more bugs surfaced - so I heavily invested in unit tests and integration tests.
  By the end of 2009 I also renamed the project to Drools Planner.
  
  Luckily Red Hat - sponsor of the Drools project - had noticed my steady stream of contributions.
  