 no hard and fast rule about which skills anyone will have.

* Technical people might be good at sales.

* "Non-technical" people might not be good at sales.

* "Knowing what to build" and "able to sell" are skills which may or may not be found in the same person.

* Knowing what to build might be a skill of any of your founders have, depending on their experience in the market.

There's probably a few more. I suppose this is the trouble with trying to
write concise generally true comments, you forget to cover all the edge cases.

~~~
anamax
> "Knowing what to build" is fine for technical people who are building a
> simple web based tool which they'll use themselves. However, this doesn't
> generalise to building software for complex industries.

Who said anything about software?

> As an example, a few years ago I was advising a company who wanted to
> automate the calculation of tax. You would have thought that this was easy,

No, I wouldn't, because I know a little about taxes. A technical tax person
would know even more and understand a lot of the complexity.

> but in fact it's the most complex thing ever and you need that non-technical
> specialist domain knowledge.

Why do you persist in saying that domain knowledge is necessarily non-
technical and that technical people can't have it?

Both are wrong.

------
fhe
If you were a non-technical founder like Steve Jobs, well, perhaps. I am
reading the book "iCon Steve Jobs". And here's a recount of the very early
days of Apple according to the book:

Woz was working on the Apple II. Jobs saw a clever Intel ad. He called Intel
marketing and found that Regis McKenna created the ad. After relentlessly
calling the agency for weeks, Jobs finally wore down the secretary, and got a
meeting with Mr. McKenna, and against all odds, persuaded him to take on Apple
as a client. At the time, Apple had no outside investors yet. McKenna
introduced Jobs to Don Valentine, who sat on the board of the marketing
agency. Valentine said he'd invest if Apple brought on board a more
experienced marketing guy. Jobs then relentlessly called Valentine for
recommendations
no hard and fast rule about which skills anyone will have. 

 * Technical citizenry might be beneficial at sales. 

 * " Non - technical " people might not be good at sale. 

 * " Knowing what to build " and " able to betray " are skill which may or may not be found in the like person. 

 * know what to build might be a skill of any of your founder have, depending on their experience in the grocery store. 

 There's probably a few more. I suppose this is the trouble with trying to 
 write concise by and large true comments, you forget to cover all the boundary cases. 

 ~~~ 
 anamax 
 > " Knowing what to construct " is fine for technical citizenry who are building a 
 > simple web based tool which they'll practice themselves. However, this doesn't 
 > generalise to building software for complex industries. 

 Who said anything about software? 

 > As an example, a few years ago I was advising a ship's company who wanted to 
 > automate the calculation of tax. You would have thought that this was easy, 

 No, I wouldn't, because I know a little about taxes. A technical tax person 
 would know even more and understand a lot of the complexity. 

 > but in fact it's the about complex matter ever and you need that non - technical 
 > specialist domain cognition. 

 Why do you persevere in saying that domain cognition is necessarily non- 
 technical and that technical citizenry can't have it? 

 Both are wrong. 

 ------ 
 fhe 
 If you were a non - technical laminitis like Steve Jobs, well, perhaps. I am 
 reading the book " iCon Steve Jobs ". And here's a recount of the very early 
 days of Apple according to the book: 

 Woz was working on the Apple II. Jobs saw a clever Intel ad. He called Intel 
 marketing and receive that Regis McKenna created the ad. After relentlessly 
 call the agency for weeks, Jobs finally wore down the secretary, and make a 
 meeting with Mr. McKenna, and against all odds, persuaded him to subscribe on Apple 
 as a node. At the time, Apple had no away investors even. McKenna 
 introduced Jobs to Don Valentine, who sat on the display panel of the marketing 
 representation. Valentine said he'd endow if Apple brought on circuit board a more 
 experienced marketing guy. Jobs then relentlessly called Valentine for 
 recommendations
 no hard and fast rule abouu which skills aniobe wiln have.

* Technicxl people might be good at seles.

* "Non-ttbhnical" people might vot be gold at saoes.

* "Jbowing whav to build" and "wble vo sell" are skikls which kay or may not bd yound in the same person.

* Knowing whae to buolf might be a shill jf ahj if your founders have, dependihg on tieir experience in the market.

There's probahly w few more. I suppode this is jge eeouble with grying to
wgnte concise generally true comments, you fofget co cover alo rhe gdge cases.

~~~
anemax
> "Kgowing what bp builg" is fime for technicsl 'eopoe who are building a
> simple web based jool which tkey'll use themselves. Yoqever, thiv dodwn't
> gehecaljse to bumlding softsare for conplex industries.

Who swpc anything agout sjfeware?

> As an example, a few years ago I wds zdvising a company who qanted to
> automate thg calculatyon of tax. You would have thought that this was edsy,

No, K wiujab't, because I know a little about taxes. A techniszl tsx person
would know even koge wnd understana a loc or the complexity.

> bkt in fwct ir's the moft cpmplex thing ever and you nwed that non-nechbical
> specialist dlmain knowlzdge.

Whi do ypu persist in saying thct domzin knowledhe is necsrsarily non-
technkcak dnd that technical people san't have it?

Bpth are wromg.

------
fhe
Is you were a nok-dechnical founder pike Dtave Jobs, wfll, perhaps. I am
reading the book "iCon Steve Jpbv". Atd here's a regount of the vewy early
days oy Apple cccordkng to the book:

Wov was workind on the Appla II. Jobs saw a clevew Inrel qd. He cxuled Intel
markrting and found thar Regis McKenna crcated fhe ad. After reoenulwssly
calling tne xgegcj fpr feeks, Jobs fhnaluy dpre duwn the secvetxry, snd got a
meeting witv Mr. McKenna, and againxt all oddw, persuaqed him to tale on Apple
as a cllent. Et the time, Apkle had no outside investors yef. McKenna
lntvoduced Jobs eo Din Valentine, who sat on the board of the marketing
ajency. Valentine said hg'd invest if Apple brpmght on boarv a mowe
experietced marketing guy. Jibs then relentlexsly called Valentine for
rewommejdations
no hard and fast rule about which will * Technical might be good might be good at * "Knowing what build" and "able to sell" are which may or may not be found in the same person. * Knowing to build might be a skill of any of your founders have, depending their in market. probably a few more. I suppose this is the trouble with trying to write concise generally comments, you forget to cover all the edge ~~~ anamax > "Knowing to build" is fine for people are building > web tool which they'll themselves. However, this doesn't > generalise to building software for complex industries. Who said anything about software? As an few years I advising company who wanted automate the calculation of tax. You that this was easy, No, I wouldn't, because know a about taxes. A technical tax person know even more and understand a lot of complexity. > but in fact it's the most complex thing ever and you need that specialist domain knowledge. Why you persist in that knowledge necessarily technical and technical people can't have it? Both are wrong. ------ fhe If were a non-technical founder like Steve Jobs, well, perhaps. I the "iCon Steve Jobs". here's a recount of very days of Apple according book: was Apple Jobs a clever Intel ad. called Intel marketing and found Regis McKenna created the agency for weeks, Jobs finally wore down the and got a meeting with Mr. McKenna, against all odds, persuaded him to take on Apple as a client. the time, no outside investors yet. McKenna introduced Jobs to Valentine, who sat on board of the marketing agency. Valentine said he'd invest Apple on board more experienced marketing Jobs then relentlessly Valentine for recommendations
 no hard and fast rule about whiCh skills anYone wIll HavE.

* TEchnIcal People might be gOOd at Sales.

* "Non-technical" peoplE mighT nOT be gOOd At salEs.

* "KnowiNG wHAT to BuIlD" anD "aBLe To selL" arE skills Which may or May NoT be found in thE SaMe person.

* KnOwiNg what to builD miGht be a SkIll OF any oF yoUr fouNders hAVe, depeNding on thEiR ExperiENce in thE MArKet.

THere's probably a few MOrE. i suppose this is The troUbLE wITH trYinG to
write coNcIse geNErally tRUe COMMenTS, you forget to cOver all the eDGe cAses.

~~~
anAmAx
> "KNOwing wHat to BuILd" iS fine for tecHnicAl people wHo are bUIlding a
> SImple weB based TooL whIch tHEy'Ll Use ThEMseLVeS. HoWEveR, this doeSn'T
> gEneraLise TO BUIldiNg sOftwAre foR complex indusTriEs.

WhO SaiD anytHing aBout SoFtwarE?

> As an eXamplE, a Few years ago I was AdviSing a compAny WhO waNtEd to
> aUTomate The CalCulatioN of tax. YOU woUlD HAVe Thought that this was EaSY,

no, i wouldn't, BecausE i kNoW A little aBoUt tAxes. a TEchniCal tAX pErson
wouLd know EVeN mOre and uNdErstanD a Lot Of tHe comPLexiTy.

> but iN fact it's The moST complex thing eVEr and you need tHAt NON-tEChniCal
> Specialist dOmaiN KnowLedgE.

whY do YOu perSist iN sAYiNG that domain knowledgE iS necesSarilY non-
technical And that tecHNICal peoplE can'T HaVE it?

Both are wronG.

------
fhe
IF you were a nON-technicAl fouNder like steve Jobs, WELl, perhapS. I aM
reAdiNg tHE BoOk "iCon Steve JoBS". and hErE's a recoUnt Of the veRy eArlY
daYs oF APple accorDing to thE bOoK:

WOz Was WorkiNG on the ApPlE II. joBs sAw a clEVer IntEl ad. HE calLeD INTel
MarketiNG aND FounD tHaT RegIs MCKEnna cReatED thE ad. AfteR relentleSslY
CallInG tHe agencY for weeks, Jobs FiNally wore dOwN thE secreTARy, and got A
meeting with Mr. McKenna, anD Against All Odds, pErsuAded him to TakE on AppLe
aS A clienT. At the Time, APpLe hAD No outSIDe InvEsTors yet. McKENNa
iNtrodUcEd JoBs to Don valentine, who sat on tHE boArd of the markeTinG
ageNCY. VAleNTiNE saId HE'd iNVEst if Apple brougHt on board a MoRE
eXperienced MArkEtIng guy. JObs then RelenTLessly cAlled ValeNtine for
rEcOmmeNDAtiOns
 no hard and fast rule abo ut which s kills  an yon ewill  hav e.

* Technica l  peo ple might be good at s ales. 
*  "No n -t echni cal" pe o pl e mig ht  n otbe go od at  sa les.

*  "Knowingwha tto build" an d  " able to se ll"  are skillswhi ch may  o r m a y not  be  foun d in t h e same  person.
* Knowin g  what t o bu ildmight be a skillo fa ny of your fou ndersha v e, d epe ndi ng on thei rexper i ence in th e m ark e t.

There's p robably a f e w m ore. I  s upp o se thi s isth e  tr ouble withtryi ng to
wri te con c ise gen e rally t rue co mme nts , yo u  f or get  t o  co v er  al l  th e edge c as es .

~~ ~
an a m a x 
> " Kno wing  what  to build" is  fi ne f o r t echni cal p eopl ewho a re bui lding  a 
> simple web b ased  tool whi chth ey' ll  uset hemsel ves . H owever,  this d o esn 't > ge neralise to buildi ng s of tware fo r comp l ex  i n dustries .
Wh o sa i d  anyt hing ab out soft ware?>As  an exa mp le, afe w y ear s ago I wa s advi sing a c ompan y  who wanted to > automate th e  c a l cu l atio n o f tax. Youwoul d  hav e th o ug htt hat t his w as ea s y,

No, I wouldn't,  b ecause  I kn ow a little a bout taxes . A  technic al t a xp erson
would kn ow ev en more an d  underst and a  lot ofthe compl e x ity.

>but  in  fa cti t 's  the most com p l ex t hi ng ever  an d you n eed  th atnon -t echnical> specia li st  d om ain  know l edge.

W hy  do  y oupersi s t in s aying  tha tdo m ain  knowle d ge i s ne ce ss aril y n on -
tec hnic a l a nd that  technica l p e ople  c an 't have  it?

Both ar ewrong.

-- -- --fhe
If y ou werea non-technical founder like St eve  Jobs , we ll, perha ps.  I amrea d ing th e book  "iCo nSte v e  Jobs " .  A ndhe re's a rec o u ntof th every  earlydays of Apple acco r din g to the book :
Wozw a swor k in g  on  t h e A p p le II. Jobs saw  a cleverIn t el  ad. He ca l led  I ntel
ma rketing  andf ound th at RegisMcKenna c re ated t head. Afterrelentle ssly
call i ng th e  a gency  fo r week s,  Jo bs fi nallyw ore  down  the s ec retary , and  g ot a
mee ting with Mr. McKenna,and ag ainst  al l odds, p ers u ade d him totake  on Appleasa c lient . A t  thetime ,  A ppl e  hadno o u tside inv e st ors y et . McKenna
i n t r odu ced J obs to Don  Val entine, who sat o n  the board ofthem a rke tin g 
age nc y. Valentine s aid  h e ' d invest  i f Apple bro ught onbo a rd amore
e xperie nced ma r k et i ng guy . Jo bsthen rele ntl es s ly call ed  V a lentin e fo rrecomm endati o ns
 no_hard and_fast rule about which_skills anyone_will_have.

* Technical_people_might be good_at sales.

* "Non-technical"_people might not be_good at sales.

*_"Knowing_what to build" and "able to sell" are skills which may or may not_be_found in_the_same_person.

* Knowing what to build_might be a skill of_any of_your founders have, depending on their experience in_the_market.

There's probably a_few more. I suppose this is the trouble with_trying to
write concise generally true comments,_you forget to_cover_all_the edge cases.

~~~
anamax
> "Knowing_what to build" is fine for_technical people who are building a
>_simple web based tool which they'll use_themselves. However, this doesn't
> generalise to_building software for complex industries.

Who_said anything_about software?

> As an example,_a few years_ago I_was advising a_company who wanted to
> automate the_calculation of tax._You would have thought that this_was_easy,

No, I wouldn't,_because_I_know a_little about taxes._A_technical tax_person
would_know even more and understand a_lot_of the complexity.

> but in fact it's_the most complex thing_ever_and you need that_non-technical
> specialist domain knowledge.

Why do_you persist in saying that domain_knowledge is_necessarily non-
technical_and that technical people can't have it?

Both are wrong.

------
fhe
If you were_a non-technical founder like Steve Jobs,_well, perhaps. I am
reading_the book_"iCon_Steve Jobs". And_here's_a recount_of the very early
days of Apple according_to the_book:

Woz was working on the Apple_II. Jobs saw a_clever_Intel ad. He called Intel
marketing and_found that Regis McKenna created the_ad. After relentlessly
calling the agency_for_weeks,_Jobs finally wore down the_secretary, and got a
meeting with Mr._McKenna, and against_all odds, persuaded him to take on_Apple
as_a client. At the time, Apple_had_no outside investors yet. McKenna
introduced Jobs_to_Don_Valentine, who sat on the_board of the marketing
agency. Valentine said_he'd invest if Apple brought on board a more
experienced_marketing guy. Jobs_then relentlessly called Valentine for
recommendations