KAAZING

KAAZING INTRODUCTIONMartin: Hey today we are in San Jose with Kaazing and John. John, who are you and what do you do?John: My name is John Fallows and I am the CTO and co-founder here at Kaazing.Martin: Great. What did you do before you started this company?John: Well, prior to Kaazing I was working at Oracle Corporation. I was one of the architects that were responsible for webifying many of Oracle’s applications in their E-business, so during that time our whole team became very familiar with the challenges of building modern web application software at the time. That was around the time that Ajax was incredibly popular and we were responsible for building technologies that made it easier for application developers to take advantage of Ajax without getting caught up in all the technical challenges that that presented.Martin: And how did you make the move from being an employee at Oracle to start your own company? And how did you find your team members?John: So at the time my colleague an d I, Jonas Jacobi who later became my co-founder, we had written a book about the technology that I had been working on. And so by writing this book, we were able to travel the globe, talking at many different developer conferences about technology and so we built up a fairly strong personal brand, the two of us. Being well renowned in the industry for things related to Ajax and other technologies, at the time called Comet that we were responsible for pushing information towards the browser, almost sending information in the wrong direction. So gaining personal brand was very helpful in transitioning to the next phase of creating a corporate brand. So when Jonas and I founded Kaazing, we continued down this path of attending developer conferences and continued to talk about the challenges that were still present in web architecture and many of the solutions that we were able to bring to the table with Kaazing. And the personal brand that we had already build up, pretty much just tra nslated over into Kaazing directly. And this is also a great mechanism to reach the community at large and find people who were interested in joining our mission.Martin: Did you find this idea of Kaazing while you were working at Oracle or, I mean, part time? Or did it just happen when you left Oracle and then said, ‘This is some interesting problem that we should work on’.John: Yeah so actually, we took a little bit of a break in between working in Oracle and starting Kaazing, even spend another brief time at another company in between, both of us. So, this is something that was stemming from this idea of pushing information almost in the wrong direction into browsers and at the time we were getting such a compelling response to attending the various talks that we were providing in these conferences that we felt that the market was having some demand. We even had on several occasions, someone come up to us after our presentation where we would do demos and they would say, ‘I would like to buy your demo’ and of course it’s just demo so you don’t really want to sell it, but it gives you an indication of how compelling this was and how interesting it was to other people.Martin: Did you bootstrapp until some specific point or did you raise external funding for the building the company?John: We raised money from angel investors in the early days to help us get started. And then we used that to continue to fund the company, to build up product line and then to segway into institutional funding afterwards. So now, NEA is a investor in the company, CNTP is an investor in the company and we get a lot of guidance from them from the board membership that they have and helping us steer the company forward.BUSINESS MODELMartin: John, let’s talk about the business model. So can you give us a brief overview in terms of what customers are you serving, what type of value proposition, and what is the pricing structure behind it?John: Certainly. So fundamentally, when we started the company we were about making the web much more interactive, much moreâ€"we’d say real time back then, real time web fully interactive. And so various different markets have different needs in that space. The market that we got interested in tapping early on was the financial services industry. So, they have a requirement to build training applications and so they needed a better latency over the web, they needed the centralized deployment so they needed to use web technology and they were able to use our solution to achieve that. Now, financial services companies, banks and so forth are especially back then, very keen on the perpetual license. And here we were we were a new company, we were providing revolutionary technology and we knew that we wanted to do the subscription model approach but we found it very challenging to break into the financial services with subscription. So in the early days we actually moved to change our approach, our original thinking a nd we moved to perpetual for the early days and that allowed us to land us some fairly sizable accounts in financial accounts in financial services but it was perpetual license with maintenance and upgrades and yearly maintenance after that. So if you fast forward a little bit to more recent times, we found it easier to transition into the subscription model which is incredibly valuable to our company health, corporate health. And it also allows people to try and not necessarilyâ€"they can try things out and see how much they want to buy into and automatically scale up, pay more instantly, things like that. So our subscription model still applies to own premise, it also applies to the cloud like Amazon where elastic scalability is so important for our demand scaling. We have also found that it’s important from an investment thesis standpoint, valuation of a company is deemed more valuable, the more recurring revenue you have that you don’t have to spend more money to get the sam e amount of return the following years, so that’s valuable as well.Martin: So you started with a financial industry and then you added other verticalsJohn: Yeah, so we found that beyond financial services whoâ€"they have a large volume and rate of information to deal with weve certainly being highly relevant to other spaces that are parallel to that such as: online gaming or online betting is very popular in Europe; and also transportation and logistics for information that is highly relevant in the moment, whether it’s gate changes or whether it’s tracking assets like trucks delivering packages, knowing where the trucks are and knowing where the packages are, rerouting the trucks, things like that. These are all recurring style used cases that we found many customers want to use.Martin: And what does your software really do? Imagine, I am logistic company and you come to me, pitch and tell me what is your software solving?John: So, the simplest way to put it I would say is, we’re getting the web out of the way. So if you look back, and I mentioned early where we came from in terms of the architecture strategies that are in place, we are making the web feel more interactive, feel more real time. A lot of energy typically gets put into building prototypes for web applications and whenever the prototypes are finished there are necessary additional steps to go beyond the prototype to get to high availability, disaster recovery, scaling out across the globe for example. With traditional style architecture as you go from one step to the other, you typically are invalidating some design choices that you made in the previous step, so it becomes increasingly more complicated. So what we are really doing is we’re taking advantage of all the pain that we’ve already felt and understood and we’ve moved a lot of the complexities involved kind of underneath the line. So when you finish developing your prototype, the incremental effort to go all the way to hig h availability, disaster recovery, and global scale out, these are all very large benefit’s but small steps in terms of effort because of where you started, so it becomes much easier in terms of value proposition. And what we what found is that that’s all very easy to do and the reason why people want to do it is because what they end up with is simpler more cost-effective architectures that can do more than what they can do before. So we see that, applications that people are building, you hear a lot about things like internet of things, internet of everything, but what it really comes down to is that we are living in a much more connected world. And just as in real life, we are reacting to one another with stimulus, just as you are asking me a question, I am providing you an answer and this is continuing, this is how the applications are evolving. So applications in general, they are becoming more closely modeled to real life because they are interacting with us more and more and the information that they provide that allows us to make good decisions or interact with the world we live in, needs to be done in a more timely way. And there are no rules about what direction the information needs to go in so the concept of a client or a server is very blurred. This concept of only getting a response when you make a request is a little updated now to be able to satisfy the need of that. So, we make all of this interaction very possible. And the other part about these architecture is that they are spread out over the web at large. So they are very geographically distributed, the pieces of the architecture are spread out; the people are spread out; the things are spread out, the data centers, the services inside the data services, they are all spread out from one another. So typically, the web is in the way for some number of these connections that are present in the logical flow of information. So what we are really doing then is we’re getting the web out of the way so that it’s just as easy to architect those kinds of solution as it would be if you are running every inside of your own data center whether there is no web in line.Martin: Imagine, I am a developer of a website or a specific mobile program. I totally understand that once I have developed this and used this service that I can scale more easily without changing very much on the code that I have written. Is there anything else? Because this is something like a server company who is providing some kind of addition backend structure which helps me scale.John: Well, a lot of times people are building applications that when it’s time to scale and the solution is just more hardware added. What we are really talking about is getting more out of the underlying hardware. So, we are eliminating parts of the architecture where people would write application code to glue two of the layers together. Those are the places where the scalability is challenged typically, so we are address ing that eliminating the need for the glue code and creating a fabric that permeate everywhere. That allows us to optimize all the pieces where the is no need to have true application code as they used to and just have the services on the edges and the application user experience on the edges and everything is interacting in a very efficient way. So, if I am building new application then I need to think about it in a different way, I can’t just think about it as a go make a request and I get a response. That type of thinking comes from the days in which the web was born. The web was born as a way to share research papers between university professors and there were much slower networks back then and so there was a heavy emphasis of caching to not waste the network and make it unbearably slow and the rate of change of that information is quite slow, so compared to today’s standard. So as you fast forward and continue to try to use that same tool for the job it has it’s very str ong strengths related to being able to fetch documents and cache them effectively but it may not as be as well suited for these new styles of interaction pattern that we need.CORPORATE STRATEGYMartin: Let’s talk about corporate strategy. What do you perceive Kaazing’s competitive advantage?John: As we compare ourselves in the market place, the way we think about solving these technical challenges is that we tend to divide the product up into layers. So just like good engineering we use the right tool for the job, we put the solution in the right layer of the architecture, having this all layered out nicely gives us unexpected benefits whenever we find that we can out these layers together in new and interesting way. And so I think our competitive advantage on the product line is, we have a high emphasis on performance and scalability and security, starting out in financial services that is not the easiest market to break into. We had a real value to real pain point that they nee ded a solution for but being successful in there really forces you to have a very strong performance scalability, have a very strong security story. And so, starting in that market was difficult but coming from there and coming into other markets we are very naturally strong by definition of where we came from. So, that’s a good competitive edge for us in the market place. The way we think about this stuff, making it possible to put in layers together in different way is also very powerful. For example, we have a feature that we call enterprise shield and that lets us shut down all the firewall ports between the DMZ and the internal trusted network so that no inbound communication is permitted. Now, there are many ways you could try to approach that technically but what we’ve done is we’ve really just changed what’s happening in the lower most layer where connectivity is being established and everything on top is blissfully unaware that that has happened underneath. So this is what I mean by, we are solving it in a layered way but we don’t require, this reaching in across the layers to solve these problems in an efficient manner, we have isolated it to the right layers. That’s from a product standpoint. But I also think that from a philosophical standpoint, the way that we approach things is that we, we tend to not rush into the simplest shortest term win. We tend to want to always understand where our compass is pointing to know where we will likely end up base on what we know now. And so whenever we make a step forward, we generally do that with the intention of aiming it towards a goal that may be 5 or 6 steps farther ahead. Now at the same time, as you make these steps you don’t know what you are going to learn until you’ve try them. And so, whenever we’re moving forward we are also very keen to iterate on learning on what we’ve done and see if it affects where we want to end up. So it’s based on what we’ve learnt and the sum of all of our knowledge so far which is including the experience on the journey towards where we had planned to go. So that’s baked into the DNA of Kaazing and also I would say that within the organization, whenever we talk about things, we don’t come out of a perspective that it’s right or wrong because of who says it. It is very much a way of thinking about things out loud, it’s a safe environment to disagree but it is very important that when you disagree you are able to articulate why. And that gives the conversation an opportunity to spiral upwards towards a common solution that everyone can get behind and not only that but it’s justified and so now we have a very clear understanding of where we are going and why and now it’s clearer how to take the first step and why.Martin: So rational decision-making.John: Yeah, absolutely.Martin: Like we learned it at the universityJohn: Absolutely, absolutely. I applied it in the business context and you know I’ve been in other sit uations where that doesn’t get applied because you can take the logic all the way up to the finish line and say, ‘Well actually we’re going to do something else based on other criteria. And I think it’s very valuable to sort of fold that into the decision-making process and then trust the outcome.MARKET DEVELOPMENTMartin: When you think about the market development, related to what you call glue, so it’s something that has some kind of scalability but it’s not directly connected to the server and what trends can you identify? Can you give us some sort of overview of how the market works, in terms of growth and size as well?John: Well I think, there is these reports about 60 billion connected devices by 2020 and that is talking about the internet of things. But the thing that will make internet of things a reality are the applications that can be built to connect all of those pieces together and so if developers want to move quickly and they want to be able to create thes e new breeds of applications, they need stuff that’s not going to get in their way when they are trying to tie it all together. So that’s why we think that this concept of glue code is really something that really needs to go away and naturally falls away. It’s good to be able to think of architecture in a simpler way. When we talk about those kind of applications, there’s also more modern trends about how to describe the nature of those applications so we tend to think about these applications now as what we call reactive applications, there’s even a reactive manifesto that’s out there.Martin: What’s that?John: It’s trying to describe the context in which an application is running; trying to describe the characteristics of an application that is reacting to stimulus and made up of many disparate pieces; it’s likely message-driven so that it’s responding to stimulus and producing stimulus; and this is all distributed, elastically scalable, and so forth. So this i s an interesting way of thinking about application design and application architecture so that you can evolve these applications over time without being able to turn the whole thing off and switch it on again. You need the ability to evolve the pieces independent of the whole. So this all makes a lot of sense but it hasn’t been how web application development have been thought of historically. So we obviously see a lot of value in this direction and we anticipate that it will continue, to be honest it feels a lot like the early days of Ajax at the moment with reactive applications.Martin: Okay, great.ADVICE TO ENTREPRENEURS In San Jose (CA), we meet CTO co-founder of KAAZING, John Fallows. He shares his story how he co-founded this startup and how the current business model works, as well as what the current plans for near future, and some advice for young entrepreneurs.The transcription of the interview is uploaded below.INTRODUCTIONMartin: Hey today we are in San Jose with Kaazing and John. John, who are you and what do you do?John: My name is John Fallows and I am the CTO and co-founder here at Kaazing.Martin: Great. What did you do before you started this company?John: Well, prior to Kaazing I was working at Oracle Corporation. I was one of the architects that were responsible for webifying many of Oracle’s applications in their E-business, so during that time our whole team became very familiar with the challenges of building modern web application software at the time. That was around the time that Ajax was incredibly popular and we were responsible for building technologies that made it easier for application developers to take advantage of Ajax without getting caught up in all the technical challenges that that presented.Martin: And how did you make the move from being an employee at Oracle to start your own company? And how did you find your team members?John: So at the time my colleague and I, Jonas Jacobi who later became my co-founder, we had written a book about the technology that I had been working on. And so by writing this book, we were able to travel the globe, talking at many different developer conferences about technology and so we built up a fairly strong personal brand, the two of us. Being well renowned in the industry for things related to Ajax and other technologies, at the time called Comet that we were responsible for pushing information towards the browser, almost sending information in the wrong direction. So gaining personal brand was very helpful in transitioning to the next phase of creating a corporate brand. So when Jonas and I founded Kaazing , we continued down this path of attending developer conferences and continued to talk about the challenges that were still present in web architecture and many of the solutions that we were able to bring to the table with Kaazing. And the personal brand that we had already build up, pretty much just translated over into Kaazing directly. And this is also a great mechanism to reach the community at large and find people who were interested in joining our mission.Martin: Did you find this idea of Kaazing while you were working at Oracle or, I mean, part time? Or did it just happen when you left Oracle and then said, ‘This is some interesting problem that we should work on’.John: Yeah so actually, we took a little bit of a break in between working in Oracle and starting Kaazing, even spend another brief time at another company in between, both of us. So, this is something that was stemming from this idea of pushing information almost in the wrong direction into browsers and at the time we were getting such a compelling response to attending the various talks that we were providing in these conferences that we felt that the market was having some demand. We even had on several occasions, someone come up to us after our presentation where we would do demos and they would say, ‘I would like to buy your demo’ and of course it’s just demo so you don’t really want to sell it, but it gives you an indication of how compelling this was and how interesting it was to other people.Martin: Did you bootstrapp until some specific point or did you raise external funding for the building the company?John: We raised money from angel investors in the early days to help us get started. And then we used that to continue to fund the company, to build up product line and then to segway into institutional funding afterwards. So now, NEA is a investor in the company, CNTP is an investor in the company and we get a lot of guidance from them from the board membership that they have and helping us steer the company forward.BUSINESS MODELMartin: John, let’s talk about the business model. So can you give us a brief overview in terms of what customers are you serving, what type of value proposition, and what is the pricing structure behind it?John: Certainly. So fundamentally, when we started the company we were about making the web much more interactive, much moreâ€"we’d say real time back then, real time web fully interactive. And so various different markets have different needs in that space. The market that we got interested in tapping early on was the financial services industry. So, they have a requirement to build training applications and so they needed a better latency over the web, they needed the centralized deployment so they needed to use web technology and they were able to use our solution to achieve that. Now, financial services companies, banks and so forth are especially back then, very keen on the perpetual license. And here we were w e were a new company, we were providing revolutionary technology and we knew that we wanted to do the subscription model approach but we found it very challenging to break into the financial services with subscription. So in the early days we actually moved to change our approach, our original thinking and we moved to perpetual for the early days and that allowed us to land us some fairly sizable accounts in financial accounts in financial services but it was perpetual license with maintenance and upgrades and yearly maintenance after that. So if you fast forward a little bit to more recent times, we found it easier to transition into the subscription model which is incredibly valuable to our company health, corporate health. And it also allows people to try and not necessarilyâ€"they can try things out and see how much they want to buy into and automatically scale up, pay more instantly, things like that. So our subscription model still applies to own premise, it also applies to th e cloud like Amazon where elastic scalability is so important for our demand scaling. We have also found that it’s important from an investment thesis standpoint, valuation of a company is deemed more valuable, the more recurring revenue you have that you don’t have to spend more money to get the same amount of return the following years, so that’s valuable as well.Martin: So you started with a financial industry and then you added other verticalsJohn: Yeah, so we found that beyond financial services whoâ€"they have a large volume and rate of information to deal with weve certainly being highly relevant to other spaces that are parallel to that such as: online gaming or online betting is very popular in Europe; and also transportation and logistics for information that is highly relevant in the moment, whether it’s gate changes or whether it’s tracking assets like trucks delivering packages, knowing where the trucks are and knowing where the packages are, rerouting the tr ucks, things like that. These are all recurring style used cases that we found many customers want to use.Martin: And what does your software really do? Imagine, I am logistic company and you come to me, pitch and tell me what is your software solving?John: So, the simplest way to put it I would say is, we’re getting the web out of the way. So if you look back, and I mentioned early where we came from in terms of the architecture strategies that are in place, we are making the web feel more interactive, feel more real time. A lot of energy typically gets put into building prototypes for web applications and whenever the prototypes are finished there are necessary additional steps to go beyond the prototype to get to high availability, disaster recovery, scaling out across the globe for example. With traditional style architecture as you go from one step to the other, you typically are invalidating some design choices that you made in the previous step, so it becomes increasingly m ore complicated. So what we are really doing is we’re taking advantage of all the pain that we’ve already felt and understood and we’ve moved a lot of the complexities involved kind of underneath the line. So when you finish developing your prototype, the incremental effort to go all the way to high availability, disaster recovery, and global scale out, these are all very large benefit’s but small steps in terms of effort because of where you started, so it becomes much easier in terms of value proposition. And what we what found is that that’s all very easy to do and the reason why people want to do it is because what they end up with is simpler more cost-effective architectures that can do more than what they can do before. So we see that, applications that people are building, you hear a lot about things like internet of things, internet of everything, but what it really comes down to is that we are living in a much more connected world. And just as in real life, we are reacting to one another with stimulus, just as you are asking me a question, I am providing you an answer and this is continuing, this is how the applications are evolving. So applications in general, they are becoming more closely modeled to real life because they are interacting with us more and more and the information that they provide that allows us to make good decisions or interact with the world we live in, needs to be done in a more timely way. And there are no rules about what direction the information needs to go in so the concept of a client or a server is very blurred. This concept of only getting a response when you make a request is a little updated now to be able to satisfy the need of that. So, we make all of this interaction very possible. And the other part about these architecture is that they are spread out over the web at large. So they are very geographically distributed, the pieces of the architecture are spread out; the people are spread out; the things are spread out, the data centers, the services inside the data services, they are all spread out from one another. So typically, the web is in the way for some number of these connections that are present in the logical flow of information. So what we are really doing then is we’re getting the web out of the way so that it’s just as easy to architect those kinds of solution as it would be if you are running every inside of your own data center whether there is no web in line.Martin: Imagine, I am a developer of a website or a specific mobile program. I totally understand that once I have developed this and used this service that I can scale more easily without changing very much on the code that I have written. Is there anything else? Because this is something like a server company who is providing some kind of addition backend structure which helps me scale.John: Well, a lot of times people are building applications that when it’s time to scale and the solution is just more hard ware added. What we are really talking about is getting more out of the underlying hardware. So, we are eliminating parts of the architecture where people would write application code to glue two of the layers together. Those are the places where the scalability is challenged typically, so we are addressing that eliminating the need for the glue code and creating a fabric that permeate everywhere. That allows us to optimize all the pieces where the is no need to have true application code as they used to and just have the services on the edges and the application user experience on the edges and everything is interacting in a very efficient way. So, if I am building new application then I need to think about it in a different way, I can’t just think about it as a go make a request and I get a response. That type of thinking comes from the days in which the web was born. The web was born as a way to share research papers between university professors and there were much slower netw orks back then and so there was a heavy emphasis of caching to not waste the network and make it unbearably slow and the rate of change of that information is quite slow, so compared to today’s standard. So as you fast forward and continue to try to use that same tool for the job it has it’s very strong strengths related to being able to fetch documents and cache them effectively but it may not as be as well suited for these new styles of interaction pattern that we need.CORPORATE STRATEGYMartin: Let’s talk about corporate strategy. What do you perceive Kaazing’s competitive advantage?John: As we compare ourselves in the market place, the way we think about solving these technical challenges is that we tend to divide the product up into layers. So just like good engineering we use the right tool for the job, we put the solution in the right layer of the architecture, having this all layered out nicely gives us unexpected benefits whenever we find that we can out these layers together in new and interesting way. And so I think our competitive advantage on the product line is, we have a high emphasis on performance and scalability and security, starting out in financial services that is not the easiest market to break into. We had a real value to real pain point that they needed a solution for but being successful in there really forces you to have a very strong performance scalability, have a very strong security story. And so, starting in that market was difficult but coming from there and coming into other markets we are very naturally strong by definition of where we came from. So, that’s a good competitive edge for us in the market place. The way we think about this stuff, making it possible to put in layers together in different way is also very powerful. For example, we have a feature that we call enterprise shield and that lets us shut down all the firewall ports between the DMZ and the internal trusted network so that no inbound communication is permitted. Now, there are many ways you could try to approach that technically but what we’ve done is we’ve really just changed what’s happening in the lower most layer where connectivity is being established and everything on top is blissfully unaware that that has happened underneath. So this is what I mean by, we are solving it in a layered way but we don’t require, this reaching in across the layers to solve these problems in an efficient manner, we have isolated it to the right layers. That’s from a product standpoint. But I also think that from a philosophical standpoint, the way that we approach things is that we, we tend to not rush into the simplest shortest term win. We tend to want to always understand where our compass is pointing to know where we will likely end up base on what we know now. And so whenever we make a step forward, we generally do that with the intention of aiming it towards a goal that may be 5 or 6 steps farther ahead. Now at the same time, as you make these steps you don’t know what you are going to learn until you’ve try them. And so, whenever we’re moving forward we are also very keen to iterate on learning on what we’ve done and see if it affects where we want to end up. So it’s based on what we’ve learnt and the sum of all of our knowledge so far which is including the experience on the journey towards where we had planned to go. So that’s baked into the DNA of Kaazing and also I would say that within the organization, whenever we talk about things, we don’t come out of a perspective that it’s right or wrong because of who says it. It is very much a way of thinking about things out loud, it’s a safe environment to disagree but it is very important that when you disagree you are able to articulate why. And that gives the conversation an opportunity to spiral upwards towards a common solution that everyone can get behind and not only that but it’s justified and so now we have a very clear unde rstanding of where we are going and why and now it’s clearer how to take the first step and why.Martin: So rational decision-making.John: Yeah, absolutely.Martin: Like we learned it at the universityJohn: Absolutely, absolutely. I applied it in the business context and you know I’ve been in other situations where that doesn’t get applied because you can take the logic all the way up to the finish line and say, ‘Well actually we’re going to do something else based on other criteria. And I think it’s very valuable to sort of fold that into the decision-making process and then trust the outcome.MARKET DEVELOPMENTMartin: When you think about the market development, related to what you call glue, so it’s something that has some kind of scalability but it’s not directly connected to the server and what trends can you identify? Can you give us some sort of overview of how the market works, in terms of growth and size as well?John: Well I think, there is these reports about 60 billion connected devices by 2020 and that is talking about the internet of things. But the thing that will make internet of things a reality are the applications that can be built to connect all of those pieces together and so if developers want to move quickly and they want to be able to create these new breeds of applications, they need stuff that’s not going to get in their way when they are trying to tie it all together. So that’s why we think that this concept of glue code is really something that really needs to go away and naturally falls away. It’s good to be able to think of architecture in a simpler way. When we talk about those kind of applications, there’s also more modern trends about how to describe the nature of those applications so we tend to think about these applications now as what we call reactive applications, there’s even a reactive manifesto that’s out there.Martin: What’s that?John: It’s trying to describe the context in which an applicat ion is running; trying to describe the characteristics of an application that is reacting to stimulus and made up of many disparate pieces; it’s likely message-driven so that it’s responding to stimulus and producing stimulus; and this is all distributed, elastically scalable, and so forth. So this is an interesting way of thinking about application design and application architecture so that you can evolve these applications over time without being able to turn the whole thing off and switch it on again. You need the ability to evolve the pieces independent of the whole. So this all makes a lot of sense but it hasn’t been how web application development have been thought of historically. So we obviously see a lot of value in this direction and we anticipate that it will continue, to be honest it feels a lot like the early days of Ajax at the moment with reactive applications.Martin: Okay, great.ADVICE TO ENTREPRENEURSMartin: John, imagine if a friend comes to you and asks you , ‘John, what should and shouldn’t I do when I start a company?’. What would you recommend to him?John: I think the first thing I would say isâ€"I think it was Guy Kawasaki said this, ‘Scratch your own itch’. So the whole concept of finding something that is a problem for you personally that you really want to solve, so solve for yourself. So in our case, we had been going at these web architectures and constantly fighting against the challenges and the constraints in which success was defined based on those available choices. And we finally said, Let’s challenge the own concept and turn it on it’s head and introduce the new standard that we needed up helping to create called web socket; let’s create full duplex by directional communication over the web; lets use it as a foundational layer to service all the layer above; and really stop adding all these work arounds where we are trying to retrafit old techniques to new problem and space. So I think that would be the first thing as to what to do.What not to do, I think it’s important to have a balanced approach so in the sense that technical innovation is important, your go to market strategy is also important. Some companies may heavily emphasize on one or the other. I think, I would recommend not over extending either one and having a much more balanced approach to knowing how customers are actually going to achieve value from what you are doing. So clearly, there can be technical optimizations in any solution. It is possible to market something very successfully and then possibly not be defensible technically. So I think it’s very important to have a good balance of both of those.Martin: What mistakes have you made over the last 3 ro 4 years and what have you learnt?John: Oh, That could take a long time. Let’s see, I would say early on we did it the hard way. So many companies whenever they approach these opportunities they my create an open source project and they might create a lot of market awareness through that. I think that’s an excellent way to achieve a lot of people being familiar with your approach to things. I also think, we went the route of defining a new standard which has been successful in terms of being picked up by all the major browser vendors; they all have websocket in there now. And so we are very honored to being a part of that process to help create the websocket standard, but that takes a while. So that takes a while in terms of business, in terms of a young company, sustaining themselves while that’s playing out, to put themselves in a strong position for being so highly relevant as that plays out. So there maybe other better ways to do that more efficiently and in a more timely manner. But I think that having come through it and now being on the other side of it obviously, it’s a great place to be now, it just takes some time.Martin: Okay. John, thank you very much for your time. And next time you want to start a company try to res olve your biggest pain because I am pretty sure thousands of other people will have the same problem and might be willing to pay for it. Thank you very much. Thank you, John.John: You’re welcome.

KAAZING

KAAZING INTRODUCTIONMartin: Hey today we are in San Jose with Kaazing and John. John, who are you and what do you do?John: My name is John Fallows and I am the CTO and co-founder here at Kaazing.Martin: Great. What did you do before you started this company?John: Well, prior to Kaazing I was working at Oracle Corporation. I was one of the architects that were responsible for webifying many of Oracle’s applications in their E-business, so during that time our whole team became very familiar with the challenges of building modern web application software at the time. That was around the time that Ajax was incredibly popular and we were responsible for building technologies that made it easier for application developers to take advantage of Ajax without getting caught up in all the technical challenges that that presented.Martin: And how did you make the move from being an employee at Oracle to start your own company? And how did you find your team members?John: So at the time my colleague an d I, Jonas Jacobi who later became my co-founder, we had written a book about the technology that I had been working on. And so by writing this book, we were able to travel the globe, talking at many different developer conferences about technology and so we built up a fairly strong personal brand, the two of us. Being well renowned in the industry for things related to Ajax and other technologies, at the time called Comet that we were responsible for pushing information towards the browser, almost sending information in the wrong direction. So gaining personal brand was very helpful in transitioning to the next phase of creating a corporate brand. So when Jonas and I founded Kaazing, we continued down this path of attending developer conferences and continued to talk about the challenges that were still present in web architecture and many of the solutions that we were able to bring to the table with Kaazing. And the personal brand that we had already build up, pretty much just tra nslated over into Kaazing directly. And this is also a great mechanism to reach the community at large and find people who were interested in joining our mission.Martin: Did you find this idea of Kaazing while you were working at Oracle or, I mean, part time? Or did it just happen when you left Oracle and then said, ‘This is some interesting problem that we should work on’.John: Yeah so actually, we took a little bit of a break in between working in Oracle and starting Kaazing, even spend another brief time at another company in between, both of us. So, this is something that was stemming from this idea of pushing information almost in the wrong direction into browsers and at the time we were getting such a compelling response to attending the various talks that we were providing in these conferences that we felt that the market was having some demand. We even had on several occasions, someone come up to us after our presentation where we would do demos and they would say, ‘I would like to buy your demo’ and of course it’s just demo so you don’t really want to sell it, but it gives you an indication of how compelling this was and how interesting it was to other people.Martin: Did you bootstrapp until some specific point or did you raise external funding for the building the company?John: We raised money from angel investors in the early days to help us get started. And then we used that to continue to fund the company, to build up product line and then to segway into institutional funding afterwards. So now, NEA is a investor in the company, CNTP is an investor in the company and we get a lot of guidance from them from the board membership that they have and helping us steer the company forward.BUSINESS MODELMartin: John, let’s talk about the business model. So can you give us a brief overview in terms of what customers are you serving, what type of value proposition, and what is the pricing structure behind it?John: Certainly. So fundamentally, when we started the company we were about making the web much more interactive, much moreâ€"we’d say real time back then, real time web fully interactive. And so various different markets have different needs in that space. The market that we got interested in tapping early on was the financial services industry. So, they have a requirement to build training applications and so they needed a better latency over the web, they needed the centralized deployment so they needed to use web technology and they were able to use our solution to achieve that. Now, financial services companies, banks and so forth are especially back then, very keen on the perpetual license. And here we were we were a new company, we were providing revolutionary technology and we knew that we wanted to do the subscription model approach but we found it very challenging to break into the financial services with subscription. So in the early days we actually moved to change our approach, our original thinking a nd we moved to perpetual for the early days and that allowed us to land us some fairly sizable accounts in financial accounts in financial services but it was perpetual license with maintenance and upgrades and yearly maintenance after that. So if you fast forward a little bit to more recent times, we found it easier to transition into the subscription model which is incredibly valuable to our company health, corporate health. And it also allows people to try and not necessarilyâ€"they can try things out and see how much they want to buy into and automatically scale up, pay more instantly, things like that. So our subscription model still applies to own premise, it also applies to the cloud like Amazon where elastic scalability is so important for our demand scaling. We have also found that it’s important from an investment thesis standpoint, valuation of a company is deemed more valuable, the more recurring revenue you have that you don’t have to spend more money to get the sam e amount of return the following years, so that’s valuable as well.Martin: So you started with a financial industry and then you added other verticalsJohn: Yeah, so we found that beyond financial services whoâ€"they have a large volume and rate of information to deal with weve certainly being highly relevant to other spaces that are parallel to that such as: online gaming or online betting is very popular in Europe; and also transportation and logistics for information that is highly relevant in the moment, whether it’s gate changes or whether it’s tracking assets like trucks delivering packages, knowing where the trucks are and knowing where the packages are, rerouting the trucks, things like that. These are all recurring style used cases that we found many customers want to use.Martin: And what does your software really do? Imagine, I am logistic company and you come to me, pitch and tell me what is your software solving?John: So, the simplest way to put it I would say is, we’re getting the web out of the way. So if you look back, and I mentioned early where we came from in terms of the architecture strategies that are in place, we are making the web feel more interactive, feel more real time. A lot of energy typically gets put into building prototypes for web applications and whenever the prototypes are finished there are necessary additional steps to go beyond the prototype to get to high availability, disaster recovery, scaling out across the globe for example. With traditional style architecture as you go from one step to the other, you typically are invalidating some design choices that you made in the previous step, so it becomes increasingly more complicated. So what we are really doing is we’re taking advantage of all the pain that we’ve already felt and understood and we’ve moved a lot of the complexities involved kind of underneath the line. So when you finish developing your prototype, the incremental effort to go all the way to hig h availability, disaster recovery, and global scale out, these are all very large benefit’s but small steps in terms of effort because of where you started, so it becomes much easier in terms of value proposition. And what we what found is that that’s all very easy to do and the reason why people want to do it is because what they end up with is simpler more cost-effective architectures that can do more than what they can do before. So we see that, applications that people are building, you hear a lot about things like internet of things, internet of everything, but what it really comes down to is that we are living in a much more connected world. And just as in real life, we are reacting to one another with stimulus, just as you are asking me a question, I am providing you an answer and this is continuing, this is how the applications are evolving. So applications in general, they are becoming more closely modeled to real life because they are interacting with us more and more and the information that they provide that allows us to make good decisions or interact with the world we live in, needs to be done in a more timely way. And there are no rules about what direction the information needs to go in so the concept of a client or a server is very blurred. This concept of only getting a response when you make a request is a little updated now to be able to satisfy the need of that. So, we make all of this interaction very possible. And the other part about these architecture is that they are spread out over the web at large. So they are very geographically distributed, the pieces of the architecture are spread out; the people are spread out; the things are spread out, the data centers, the services inside the data services, they are all spread out from one another. So typically, the web is in the way for some number of these connections that are present in the logical flow of information. So what we are really doing then is we’re getting the web out of the way so that it’s just as easy to architect those kinds of solution as it would be if you are running every inside of your own data center whether there is no web in line.Martin: Imagine, I am a developer of a website or a specific mobile program. I totally understand that once I have developed this and used this service that I can scale more easily without changing very much on the code that I have written. Is there anything else? Because this is something like a server company who is providing some kind of addition backend structure which helps me scale.John: Well, a lot of times people are building applications that when it’s time to scale and the solution is just more hardware added. What we are really talking about is getting more out of the underlying hardware. So, we are eliminating parts of the architecture where people would write application code to glue two of the layers together. Those are the places where the scalability is challenged typically, so we are address ing that eliminating the need for the glue code and creating a fabric that permeate everywhere. That allows us to optimize all the pieces where the is no need to have true application code as they used to and just have the services on the edges and the application user experience on the edges and everything is interacting in a very efficient way. So, if I am building new application then I need to think about it in a different way, I can’t just think about it as a go make a request and I get a response. That type of thinking comes from the days in which the web was born. The web was born as a way to share research papers between university professors and there were much slower networks back then and so there was a heavy emphasis of caching to not waste the network and make it unbearably slow and the rate of change of that information is quite slow, so compared to today’s standard. So as you fast forward and continue to try to use that same tool for the job it has it’s very str ong strengths related to being able to fetch documents and cache them effectively but it may not as be as well suited for these new styles of interaction pattern that we need.CORPORATE STRATEGYMartin: Let’s talk about corporate strategy. What do you perceive Kaazing’s competitive advantage?John: As we compare ourselves in the market place, the way we think about solving these technical challenges is that we tend to divide the product up into layers. So just like good engineering we use the right tool for the job, we put the solution in the right layer of the architecture, having this all layered out nicely gives us unexpected benefits whenever we find that we can out these layers together in new and interesting way. And so I think our competitive advantage on the product line is, we have a high emphasis on performance and scalability and security, starting out in financial services that is not the easiest market to break into. We had a real value to real pain point that they nee ded a solution for but being successful in there really forces you to have a very strong performance scalability, have a very strong security story. And so, starting in that market was difficult but coming from there and coming into other markets we are very naturally strong by definition of where we came from. So, that’s a good competitive edge for us in the market place. The way we think about this stuff, making it possible to put in layers together in different way is also very powerful. For example, we have a feature that we call enterprise shield and that lets us shut down all the firewall ports between the DMZ and the internal trusted network so that no inbound communication is permitted. Now, there are many ways you could try to approach that technically but what we’ve done is we’ve really just changed what’s happening in the lower most layer where connectivity is being established and everything on top is blissfully unaware that that has happened underneath. So this is what I mean by, we are solving it in a layered way but we don’t require, this reaching in across the layers to solve these problems in an efficient manner, we have isolated it to the right layers. That’s from a product standpoint. But I also think that from a philosophical standpoint, the way that we approach things is that we, we tend to not rush into the simplest shortest term win. We tend to want to always understand where our compass is pointing to know where we will likely end up base on what we know now. And so whenever we make a step forward, we generally do that with the intention of aiming it towards a goal that may be 5 or 6 steps farther ahead. Now at the same time, as you make these steps you don’t know what you are going to learn until you’ve try them. And so, whenever we’re moving forward we are also very keen to iterate on learning on what we’ve done and see if it affects where we want to end up. So it’s based on what we’ve learnt and the sum of all of our knowledge so far which is including the experience on the journey towards where we had planned to go. So that’s baked into the DNA of Kaazing and also I would say that within the organization, whenever we talk about things, we don’t come out of a perspective that it’s right or wrong because of who says it. It is very much a way of thinking about things out loud, it’s a safe environment to disagree but it is very important that when you disagree you are able to articulate why. And that gives the conversation an opportunity to spiral upwards towards a common solution that everyone can get behind and not only that but it’s justified and so now we have a very clear understanding of where we are going and why and now it’s clearer how to take the first step and why.Martin: So rational decision-making.John: Yeah, absolutely.Martin: Like we learned it at the universityJohn: Absolutely, absolutely. I applied it in the business context and you know I’ve been in other sit uations where that doesn’t get applied because you can take the logic all the way up to the finish line and say, ‘Well actually we’re going to do something else based on other criteria. And I think it’s very valuable to sort of fold that into the decision-making process and then trust the outcome.MARKET DEVELOPMENTMartin: When you think about the market development, related to what you call glue, so it’s something that has some kind of scalability but it’s not directly connected to the server and what trends can you identify? Can you give us some sort of overview of how the market works, in terms of growth and size as well?John: Well I think, there is these reports about 60 billion connected devices by 2020 and that is talking about the internet of things. But the thing that will make internet of things a reality are the applications that can be built to connect all of those pieces together and so if developers want to move quickly and they want to be able to create thes e new breeds of applications, they need stuff that’s not going to get in their way when they are trying to tie it all together. So that’s why we think that this concept of glue code is really something that really needs to go away and naturally falls away. It’s good to be able to think of architecture in a simpler way. When we talk about those kind of applications, there’s also more modern trends about how to describe the nature of those applications so we tend to think about these applications now as what we call reactive applications, there’s even a reactive manifesto that’s out there.Martin: What’s that?John: It’s trying to describe the context in which an application is running; trying to describe the characteristics of an application that is reacting to stimulus and made up of many disparate pieces; it’s likely message-driven so that it’s responding to stimulus and producing stimulus; and this is all distributed, elastically scalable, and so forth. So this i s an interesting way of thinking about application design and application architecture so that you can evolve these applications over time without being able to turn the whole thing off and switch it on again. You need the ability to evolve the pieces independent of the whole. So this all makes a lot of sense but it hasn’t been how web application development have been thought of historically. So we obviously see a lot of value in this direction and we anticipate that it will continue, to be honest it feels a lot like the early days of Ajax at the moment with reactive applications.Martin: Okay, great.ADVICE TO ENTREPRENEURS In San Jose (CA), we meet CTO co-founder of KAAZING, John Fallows. He shares his story how he co-founded this startup and how the current business model works, as well as what the current plans for near future, and some advice for young entrepreneurs.The transcription of the interview is uploaded below.INTRODUCTIONMartin: Hey today we are in San Jose with Kaazing and John. John, who are you and what do you do?John: My name is John Fallows and I am the CTO and co-founder here at Kaazing.Martin: Great. What did you do before you started this company?John: Well, prior to Kaazing I was working at Oracle Corporation. I was one of the architects that were responsible for webifying many of Oracle’s applications in their E-business, so during that time our whole team became very familiar with the challenges of building modern web application software at the time. That was around the time that Ajax was incredibly popular and we were responsible for building technologies that made it easier for application developers to take advantage of Ajax without getting caught up in all the technical challenges that that presented.Martin: And how did you make the move from being an employee at Oracle to start your own company? And how did you find your team members?John: So at the time my colleague and I, Jonas Jacobi who later became my co-founder, we had written a book about the technology that I had been working on. And so by writing this book, we were able to travel the globe, talking at many different developer conferences about technology and so we built up a fairly strong personal brand, the two of us. Being well renowned in the industry for things related to Ajax and other technologies, at the time called Comet that we were responsible for pushing information towards the browser, almost sending information in the wrong direction. So gaining personal brand was very helpful in transitioning to the next phase of creating a corporate brand. So when Jonas and I founded Kaazing , we continued down this path of attending developer conferences and continued to talk about the challenges that were still present in web architecture and many of the solutions that we were able to bring to the table with Kaazing. And the personal brand that we had already build up, pretty much just translated over into Kaazing directly. And this is also a great mechanism to reach the community at large and find people who were interested in joining our mission.Martin: Did you find this idea of Kaazing while you were working at Oracle or, I mean, part time? Or did it just happen when you left Oracle and then said, ‘This is some interesting problem that we should work on’.John: Yeah so actually, we took a little bit of a break in between working in Oracle and starting Kaazing, even spend another brief time at another company in between, both of us. So, this is something that was stemming from this idea of pushing information almost in the wrong direction into browsers and at the time we were getting such a compelling response to attending the various talks that we were providing in these conferences that we felt that the market was having some demand. We even had on several occasions, someone come up to us after our presentation where we would do demos and they would say, ‘I would like to buy your demo’ and of course it’s just demo so you don’t really want to sell it, but it gives you an indication of how compelling this was and how interesting it was to other people.Martin: Did you bootstrapp until some specific point or did you raise external funding for the building the company?John: We raised money from angel investors in the early days to help us get started. And then we used that to continue to fund the company, to build up product line and then to segway into institutional funding afterwards. So now, NEA is a investor in the company, CNTP is an investor in the company and we get a lot of guidance from them from the board membership that they have and helping us steer the company forward.BUSINESS MODELMartin: John, let’s talk about the business model. So can you give us a brief overview in terms of what customers are you serving, what type of value proposition, and what is the pricing structure behind it?John: Certainly. So fundamentally, when we started the company we were about making the web much more interactive, much moreâ€"we’d say real time back then, real time web fully interactive. And so various different markets have different needs in that space. The market that we got interested in tapping early on was the financial services industry. So, they have a requirement to build training applications and so they needed a better latency over the web, they needed the centralized deployment so they needed to use web technology and they were able to use our solution to achieve that. Now, financial services companies, banks and so forth are especially back then, very keen on the perpetual license. And here we were w e were a new company, we were providing revolutionary technology and we knew that we wanted to do the subscription model approach but we found it very challenging to break into the financial services with subscription. So in the early days we actually moved to change our approach, our original thinking and we moved to perpetual for the early days and that allowed us to land us some fairly sizable accounts in financial accounts in financial services but it was perpetual license with maintenance and upgrades and yearly maintenance after that. So if you fast forward a little bit to more recent times, we found it easier to transition into the subscription model which is incredibly valuable to our company health, corporate health. And it also allows people to try and not necessarilyâ€"they can try things out and see how much they want to buy into and automatically scale up, pay more instantly, things like that. So our subscription model still applies to own premise, it also applies to th e cloud like Amazon where elastic scalability is so important for our demand scaling. We have also found that it’s important from an investment thesis standpoint, valuation of a company is deemed more valuable, the more recurring revenue you have that you don’t have to spend more money to get the same amount of return the following years, so that’s valuable as well.Martin: So you started with a financial industry and then you added other verticalsJohn: Yeah, so we found that beyond financial services whoâ€"they have a large volume and rate of information to deal with weve certainly being highly relevant to other spaces that are parallel to that such as: online gaming or online betting is very popular in Europe; and also transportation and logistics for information that is highly relevant in the moment, whether it’s gate changes or whether it’s tracking assets like trucks delivering packages, knowing where the trucks are and knowing where the packages are, rerouting the tr ucks, things like that. These are all recurring style used cases that we found many customers want to use.Martin: And what does your software really do? Imagine, I am logistic company and you come to me, pitch and tell me what is your software solving?John: So, the simplest way to put it I would say is, we’re getting the web out of the way. So if you look back, and I mentioned early where we came from in terms of the architecture strategies that are in place, we are making the web feel more interactive, feel more real time. A lot of energy typically gets put into building prototypes for web applications and whenever the prototypes are finished there are necessary additional steps to go beyond the prototype to get to high availability, disaster recovery, scaling out across the globe for example. With traditional style architecture as you go from one step to the other, you typically are invalidating some design choices that you made in the previous step, so it becomes increasingly m ore complicated. So what we are really doing is we’re taking advantage of all the pain that we’ve already felt and understood and we’ve moved a lot of the complexities involved kind of underneath the line. So when you finish developing your prototype, the incremental effort to go all the way to high availability, disaster recovery, and global scale out, these are all very large benefit’s but small steps in terms of effort because of where you started, so it becomes much easier in terms of value proposition. And what we what found is that that’s all very easy to do and the reason why people want to do it is because what they end up with is simpler more cost-effective architectures that can do more than what they can do before. So we see that, applications that people are building, you hear a lot about things like internet of things, internet of everything, but what it really comes down to is that we are living in a much more connected world. And just as in real life, we are reacting to one another with stimulus, just as you are asking me a question, I am providing you an answer and this is continuing, this is how the applications are evolving. So applications in general, they are becoming more closely modeled to real life because they are interacting with us more and more and the information that they provide that allows us to make good decisions or interact with the world we live in, needs to be done in a more timely way. And there are no rules about what direction the information needs to go in so the concept of a client or a server is very blurred. This concept of only getting a response when you make a request is a little updated now to be able to satisfy the need of that. So, we make all of this interaction very possible. And the other part about these architecture is that they are spread out over the web at large. So they are very geographically distributed, the pieces of the architecture are spread out; the people are spread out; the things are spread out, the data centers, the services inside the data services, they are all spread out from one another. So typically, the web is in the way for some number of these connections that are present in the logical flow of information. So what we are really doing then is we’re getting the web out of the way so that it’s just as easy to architect those kinds of solution as it would be if you are running every inside of your own data center whether there is no web in line.Martin: Imagine, I am a developer of a website or a specific mobile program. I totally understand that once I have developed this and used this service that I can scale more easily without changing very much on the code that I have written. Is there anything else? Because this is something like a server company who is providing some kind of addition backend structure which helps me scale.John: Well, a lot of times people are building applications that when it’s time to scale and the solution is just more hard ware added. What we are really talking about is getting more out of the underlying hardware. So, we are eliminating parts of the architecture where people would write application code to glue two of the layers together. Those are the places where the scalability is challenged typically, so we are addressing that eliminating the need for the glue code and creating a fabric that permeate everywhere. That allows us to optimize all the pieces where the is no need to have true application code as they used to and just have the services on the edges and the application user experience on the edges and everything is interacting in a very efficient way. So, if I am building new application then I need to think about it in a different way, I can’t just think about it as a go make a request and I get a response. That type of thinking comes from the days in which the web was born. The web was born as a way to share research papers between university professors and there were much slower netw orks back then and so there was a heavy emphasis of caching to not waste the network and make it unbearably slow and the rate of change of that information is quite slow, so compared to today’s standard. So as you fast forward and continue to try to use that same tool for the job it has it’s very strong strengths related to being able to fetch documents and cache them effectively but it may not as be as well suited for these new styles of interaction pattern that we need.CORPORATE STRATEGYMartin: Let’s talk about corporate strategy. What do you perceive Kaazing’s competitive advantage?John: As we compare ourselves in the market place, the way we think about solving these technical challenges is that we tend to divide the product up into layers. So just like good engineering we use the right tool for the job, we put the solution in the right layer of the architecture, having this all layered out nicely gives us unexpected benefits whenever we find that we can out these layers together in new and interesting way. And so I think our competitive advantage on the product line is, we have a high emphasis on performance and scalability and security, starting out in financial services that is not the easiest market to break into. We had a real value to real pain point that they needed a solution for but being successful in there really forces you to have a very strong performance scalability, have a very strong security story. And so, starting in that market was difficult but coming from there and coming into other markets we are very naturally strong by definition of where we came from. So, that’s a good competitive edge for us in the market place. The way we think about this stuff, making it possible to put in layers together in different way is also very powerful. For example, we have a feature that we call enterprise shield and that lets us shut down all the firewall ports between the DMZ and the internal trusted network so that no inbound communication is permitted. Now, there are many ways you could try to approach that technically but what we’ve done is we’ve really just changed what’s happening in the lower most layer where connectivity is being established and everything on top is blissfully unaware that that has happened underneath. So this is what I mean by, we are solving it in a layered way but we don’t require, this reaching in across the layers to solve these problems in an efficient manner, we have isolated it to the right layers. That’s from a product standpoint. But I also think that from a philosophical standpoint, the way that we approach things is that we, we tend to not rush into the simplest shortest term win. We tend to want to always understand where our compass is pointing to know where we will likely end up base on what we know now. And so whenever we make a step forward, we generally do that with the intention of aiming it towards a goal that may be 5 or 6 steps farther ahead. Now at the same time, as you make these steps you don’t know what you are going to learn until you’ve try them. And so, whenever we’re moving forward we are also very keen to iterate on learning on what we’ve done and see if it affects where we want to end up. So it’s based on what we’ve learnt and the sum of all of our knowledge so far which is including the experience on the journey towards where we had planned to go. So that’s baked into the DNA of Kaazing and also I would say that within the organization, whenever we talk about things, we don’t come out of a perspective that it’s right or wrong because of who says it. It is very much a way of thinking about things out loud, it’s a safe environment to disagree but it is very important that when you disagree you are able to articulate why. And that gives the conversation an opportunity to spiral upwards towards a common solution that everyone can get behind and not only that but it’s justified and so now we have a very clear unde rstanding of where we are going and why and now it’s clearer how to take the first step and why.Martin: So rational decision-making.John: Yeah, absolutely.Martin: Like we learned it at the universityJohn: Absolutely, absolutely. I applied it in the business context and you know I’ve been in other situations where that doesn’t get applied because you can take the logic all the way up to the finish line and say, ‘Well actually we’re going to do something else based on other criteria. And I think it’s very valuable to sort of fold that into the decision-making process and then trust the outcome.MARKET DEVELOPMENTMartin: When you think about the market development, related to what you call glue, so it’s something that has some kind of scalability but it’s not directly connected to the server and what trends can you identify? Can you give us some sort of overview of how the market works, in terms of growth and size as well?John: Well I think, there is these reports about 60 billion connected devices by 2020 and that is talking about the internet of things. But the thing that will make internet of things a reality are the applications that can be built to connect all of those pieces together and so if developers want to move quickly and they want to be able to create these new breeds of applications, they need stuff that’s not going to get in their way when they are trying to tie it all together. So that’s why we think that this concept of glue code is really something that really needs to go away and naturally falls away. It’s good to be able to think of architecture in a simpler way. When we talk about those kind of applications, there’s also more modern trends about how to describe the nature of those applications so we tend to think about these applications now as what we call reactive applications, there’s even a reactive manifesto that’s out there.Martin: What’s that?John: It’s trying to describe the context in which an applicat ion is running; trying to describe the characteristics of an application that is reacting to stimulus and made up of many disparate pieces; it’s likely message-driven so that it’s responding to stimulus and producing stimulus; and this is all distributed, elastically scalable, and so forth. So this is an interesting way of thinking about application design and application architecture so that you can evolve these applications over time without being able to turn the whole thing off and switch it on again. You need the ability to evolve the pieces independent of the whole. So this all makes a lot of sense but it hasn’t been how web application development have been thought of historically. So we obviously see a lot of value in this direction and we anticipate that it will continue, to be honest it feels a lot like the early days of Ajax at the moment with reactive applications.Martin: Okay, great.ADVICE TO ENTREPRENEURSMartin: John, imagine if a friend comes to you and asks you , ‘John, what should and shouldn’t I do when I start a company?’. What would you recommend to him?John: I think the first thing I would say isâ€"I think it was Guy Kawasaki said this, ‘Scratch your own itch’. So the whole concept of finding something that is a problem for you personally that you really want to solve, so solve for yourself. So in our case, we had been going at these web architectures and constantly fighting against the challenges and the constraints in which success was defined based on those available choices. And we finally said, Let’s challenge the own concept and turn it on it’s head and introduce the new standard that we needed up helping to create called web socket; let’s create full duplex by directional communication over the web; lets use it as a foundational layer to service all the layer above; and really stop adding all these work arounds where we are trying to retrafit old techniques to new problem and space. So I think that would be the first thing as to what to do.What not to do, I think it’s important to have a balanced approach so in the sense that technical innovation is important, your go to market strategy is also important. Some companies may heavily emphasize on one or the other. I think, I would recommend not over extending either one and having a much more balanced approach to knowing how customers are actually going to achieve value from what you are doing. So clearly, there can be technical optimizations in any solution. It is possible to market something very successfully and then possibly not be defensible technically. So I think it’s very important to have a good balance of both of those.Martin: What mistakes have you made over the last 3 ro 4 years and what have you learnt?John: Oh, That could take a long time. Let’s see, I would say early on we did it the hard way. So many companies whenever they approach these opportunities they my create an open source project and they might create a lot of market awareness through that. I think that’s an excellent way to achieve a lot of people being familiar with your approach to things. I also think, we went the route of defining a new standard which has been successful in terms of being picked up by all the major browser vendors; they all have websocket in there now. And so we are very honored to being a part of that process to help create the websocket standard, but that takes a while. So that takes a while in terms of business, in terms of a young company, sustaining themselves while that’s playing out, to put themselves in a strong position for being so highly relevant as that plays out. So there maybe other better ways to do that more efficiently and in a more timely manner. But I think that having come through it and now being on the other side of it obviously, it’s a great place to be now, it just takes some time.Martin: Okay. John, thank you very much for your time. And next time you want to start a company try to res olve your biggest pain because I am pretty sure thousands of other people will have the same problem and might be willing to pay for it. Thank you very much. Thank you, John.John: You’re welcome.

Baptism Is A Part Of The Journey - 1328 Words

Baptism is such a significant moment in the life of a believer it should be celebrated with friends and family. A party with balloons, cake and champaign (sparkling cider) should follow in order to celebrate that someone has just gone from death to life. Baptism is not a moment of having it all together or having achieved an inability to sin, rather it is identification with Christ’s death and resurrection. It marks a profession of faith and commitment to follow Christ. Baptism is a part of the journey for every follower of Jesus. What is baptism all about? Baptism is an outward sign of an inward commitment to Christ. Just like a couple wears a wedding ring as a symbol of their commitment to one another, so is baptism. Thereby, marking a life-long commitment to Jesus and the church. Baptism first shows up in scripture with John the Baptist calling people to turn from their sins and turn to God. Even Jesus was baptized by John in Jordan. Matthew 3:16-17 says, â€Å"After his baptism, as Jesus came up out of the water, the heavens were opened and he saw the Spirit of God descending like a dove and settling on him. And a voice from heaven said, â€Å"This is my dearly loved Son, who brings me great joy.† This marked Jesus’ entrance into his ministry. Furthermore, after Jesus rose from the dead he told his disciples to â€Å"Go and make disciples of all the nations, baptizing them in the name of the Father and the Son and the Holy Spirit† (Matthew 28:19 NLT). The mandate from Jesus was toShow MoreRelatedChristian Worship : Principles And Practice1308 Words   |  6 PagesDraft --- Essay Word Count --- 1290 Words Question: In what ways does the baptism service of Common Worship differ from that of the Book of Common Prayer (1662)? Discuss with reference to structure, theology and performance This essay discusses the differences in the baptism service of Common Worship and the Book of Common Prayer (BCP)1662 in terms of structure, theology and performance. The BCP views the sacrament of baptism and understands it as a ?moment? model[footnoteRef:1] and it is administeredRead MoreEssay about Christian Tradition: THe Importance of Baptism789 Words   |  4 Pagesliving religious tradition is Baptism. Baptism is of utmost importance for most Christian denominations. It has profound significance for the individual who is baptised and is also important for the Christian community as a whole. As a sacrament of initiation, Baptism calls its adherents to become missionary Disciples of Christ. It is through baptism that one’s faith journey begins and Christians are called to follow and live their lives in the light of Christ. 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The sacrament are are Baptism, Eucharist, Reconciliation, Confirmation, Marriage, Holy Order and Anointing of the Sick. â€Å"The Sacrament of Baptism is the first step in a lifelong journey of commitment and discipleship.Read MoreBaptism in the Baptist Church Essay817 Words   |  4 Pages Baptism in the Baptist Church Baptism is the opportunity for a believer to draw nearer to God in Faith and to show that they fully trust God to take a hold of their lives. We know that Baptism is important in Christianity because in the Bible it states Repent, and let every one of you be baptized in the name of Jesus Christ for the remission of sins; and you shall receive the gift of the Holy Spirit (Acts 2:38) Baptism and Holy communion in the Baptist ChurchRead MoreThe Epic Of Gilgamesh And The Odyssey1487 Words   |  6 Pagescomplex ideas, and it plays a significant role throughout both literary pieces. 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Essay about The Reagan Tax Cuts And Foreign Policy

The Reagan Tax Cuts and Foreign Policy nbsp;nbsp;nbsp;nbsp;nbsp;During the 1980s President Ronald Reagans (our 40th president from 1981 to 1989) domestic policy of a substantial tax cut led to greatly increased economic prosperity for our country. During Reagans administration marked changes were made to the tax code and economic statistics showed a major change for the better. However, at the same time, the Democrats controlled the Congress and continued increased spending against Reagans wishes. The Joint Economic Committee stated that an across-the-board tax cut was not new. In the 20s the Mellon tax cuts were implemented by Secretary of Treasury Andrew Mellon during the Administrations of Hoover, Harding, and Coolidge. In†¦show more content†¦This act simplified and reduced taxes, but the democrats wanted to claim equal credit for the bill as well. A stock market crash in 1987 raised questions about the nations economic health. A new bill to balance the federal budget became law in 1987, but the huge deficit continued to be a concern to the government. Congress passed Reagans requests for cuts in taxes and in some government programs. Reagan also won increased funds for defense. By 1982, however, the country was in an recession, which meant that there was an extended decline in general business activity, typically three consecutive quarters of falling real gross national product. The economy improved in 1983. But the increased defense spending and tax cut had led to a record budget deficit. Democrats attacked Reagan for cutting social welfare programs and called for reduced defense spending and a tax increase in order to lower the deficit. Foreign Policy President Reagan through foreign policy sought to achieve peace through strength. He had learned how to deal skillfully with Congress and obtain legislation to strengthen our national defense. In 1983, Reagan sent U.S. Marines to Lebanon as part of a peacekeeping force. The Marines were recalled in 1984, after some 240 had been killed in a terrorist attack. Reagan also sent U.S. troops to Grenada in 1983, to prevent what the he saw as a Cuban attempt to take over the Caribbean island nation. The President denounced the left-wingShow MoreRelatedThe Reagan Tax Cuts and Foreign Policy1442 Words   |  6 PagesThe Reagan Tax Cuts and Foreign Policy During the 1980s President Ronald Reagans (our 40th president from 1981 to 1989) domestic policy of a substantial tax cut led to greatly increased economic prosperity for our country. During Reagans administration marked changes were made to the tax code and economic statistics showed a major change for the better. However, at the same time, the Democrats controlled the Congress and continued increased spending against Reagans wishes. The Joint EconomicRead MoreWhat Was The Reagan Revolution?1337 Words   |  6 PagesStudent number: 1530575 PP1070: Introduction to American Politics What was the ‘Reagan Revolution’ and in what ways did it â€Å"change the course which American politics had followed since the 1930s†? Presidents of the United States are expected to lead the country and find solutions to its problems, but the chances of being allowed to do marginal political steps are negligible and success is rarely accomplished. Ronald Reagan was the president successful in bringing fundamental change in American politicsRead MoreThe Heart Of Reagan s Foreign Policy867 Words   |  4 PagesWhen Ronald Reagan to the oath of office on January 20, 1981, he called upon Americans to â€Å"begin an era of national renewal.† In response to the serious problems facing the country, both foreign and domestic, he asserted his familiar campaign phrase: Government is not the solution to our problem, government is the problem. 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There were several instances during his time in office that he had the chanceRead MorePresident Reagan Essay797 Words   |  4 PagesChloe Carr Professor Blodgett History 271 May 14 2013 Social Darwinism Shaping Reaganomics Ronald Reagan made many economic decisions that supported his beliefs in Social Darwinism throughout his presidency. Social Darwinism is considered to be the ideas of struggle for existence and  Ã¢â‚¬Å"survival of the fittest,† a term coined by Herbert Spencer in order  to justify social policies. Over time the individuals with superior biological characteristics will dominate populations that this superRead MoreTax and Reagan1575 Words   |  7 Pagesdown by inflation, foreign policy turmoil and rising crime rate, the nation was troubled by the late 70’s. Due to this many Americans were ready to embrace a new conservatism in social, economic and political life in the 80’s. 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America Is A Great Nation - 959 Words

As a native born American citizen, I am blessed. Blessed with freedom of speech, with freedom of religion, and with the ability to pursue happiness. Because of this American privilege, I am grateful, but I am ignorant. America is a great nation, but because we cannot fully comprehend what it may be like to be born without privilege, we have become selfish. If it is beneficial, America severely chastises and punishes any for the commitment of atrocities against ourselves and others, but when not directly affected, America ignores atrocities committed in other countries, even when committed by us. Joseph Stalin once said,â€Å"When one man dies, that’s a tragedy. When thousands die, it’s a statistic.† Large numbers in this regard can provide a strange sense of comfort because numbers don’t feel like people. With numbers, comes distance. To truly understand the severity of any situation, we must take in account the statistics and numbers. But we cannot forget what is precious. On September 11th, 2001, a horrific act of terror struck our nation to the core. Fear, devastating and humbling, lodged into our blessed lives. Over 2,800 American civilians were murdered in cold blood when two planes were hijacked and flown directly into the twin towers (Anderson 3). This atrocious event caused the entire country to mourn for its loss, and as American citizens, it is impossible to ignore the destruction of such an event. In such dreadful times, it is difficult to comprehend the magnitude ofShow MoreRelatedThe Great Impact On Native American Nation And The United States Of America1767 Words   |  8 Pagesuncivilized we as a people can become. However, the greatest and most crucial feud of all was between the entire Native American Nation and the United States of America. This war of hate and disrespect towards tribes of people and their culture is uncalled for and has left a stain that will last forever in time. 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Supply and Demand and Coca Cola Increases free essay sample

To know the behavior of consumer when the price of a product increases or decreases. To analyse the change in demand due to some forces in the market. INTRODUCTION Coca-Cola is a carbonated soft drink sold in stores, restaurants, and vending machines internationally. The Coca-Cola Company claims that the beverage is sold in more than 200 countries. It is produced by The Coca-Cola Company in Atlanta, Georgia, and is often referred to simply as Coke (a registered trademark of The Coca-Cola Company in the United States since March 27, 1944). Originally intended as a patent medicine when it was invented in the late 19th century by John Pemberton, Coca-Cola was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to its dominance of the world soft-drink market throughout the 20th century. Being a bookkeeper, Frank Robinson also had excellent penmanship. It was he who first scripted Coca cola into the flowing letters which has become the famous logo of today. The soft drink was first sold to the public at the soda fountain in Jacobs Pharmacy in Atlanta on May 8, 1886. About nine servings of the soft drink were sold each day. Sales for that first year added up to a total of about $50. The funny thing was that it cost John Pemberton over $70 in expanses, so the first year of sales were a loss. Until 1905, the soft drink, marketed as a tonic, contained extracts of cocaine as well as the caffeine-rich kola nut. The company produces concentrate, which is then sold to licensed Coca-Cola bottlers throughout the world. The bottlers, who hold territorially exclusive contracts with the company, produce finished product in cans and bottles from the concentrate in combination with filtered water and sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola to retail stores and vending machines. Such bottlers include Coca-Cola Enterprises, which is the largest single Coca-Cola bottler in North America and western Europe. The Coca-Cola Company also sells concentrate for soda fountains to major restaurants and food service distributors. The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand name. The most common of these is Diet Coke, with others including Caffeine-Free Coca-Cola, Diet Coke Caffeine-Free, Coca-Cola Cherry, Coca-Cola Zero, Coca-Cola Vanilla, and special editions with lemon, lime or coffee. In response to consumer insistence on a more natural product, the company is in the process of phasing out E211, or sodium benzoate, the controversial additive used in Diet Coke and linked to DNA damage in yeast cells and hyperactivity in children. The company has stated that it plans to remove E211 from its other products, including Sprite and Oasis, as soon as a satisfactory alternative is found. DEMAND ANALYSIS DEMAND CURVES Demand curve refers to the quantity of the good that a customer is willing to buy and able to purchase over a period of time,at a certain price is known as the quantity demanded of that good. LAW OF DEMAND: It is normally depicted as an inverse relation of quantity demanded and price; the higher the price of the product, the less the consumer will demand From the figure we can say that when the price of product increases demand decreases vice versa,when the price was P1 quantity demanded was Q1,but when the price increases to P2 then quantiy decreases to Q2. FACTORS AFFECTING DEMAND Price of relative goods: Demand for coca cola is also influenced by the change in price of relative goods. In case of coca cola there are number of substitute goods available in the market, we have Pepsi, Miranda, limca, spirit, etc. now if the price of coca cola increases from Rs 12 to Rs 20 whereas the price of other aerated drinks remain the same then the demand for coca cola will fall down. c INCOME OF THE CONSUMER There is a direct relationship between income of consumer and demand. Now coca cola being a normal good, if there’s an increase in income, the demand will increase and vice versa. TASTE AND PREFERENCES Taste and preferences of the consumers also influence the demand to greater extent. In case of coca cola, if there are hard core consumers who prefer the taste of coca cola, even if the price of coca cola increases, the demand will remain the same. But if the consumers have no taste or preference of coca cola, then if the price increases the demand decreases. GOVERNMENT POLICIES As the study shows, there was a steep reduction in the demand of coca cola when the pesticides were found in few samples of coca cola. As a result consumer was shifting from coca cola to other natural drinks so therefore the demand for coca cola decreased. TIME Time is an important factor that affects the demand of coca cola e. g. the demand for coca cola goes up during festive seasons and during summers AGE GROUP OF THE POPULATION This product is meant for the children, adults and also for the old people so the age groups are not much affected the demand of the product so demand remain same and by the increase in the population, the demand of the product also increases. SHIFT IN DEMAND CURVES SHIFT IN DEMAND CURVE refers to the change in demand due to change in factors other than price. Shift can be of 2 types- 1) Upward shift 2) Downward shift UPWARD SHIFT- When the demand for product increases, price being constant, due to change in other factors e. g. Increase in income. If there’s an increase in the income of consumers in the future, then there’s a possibility that the consumer will shift from local drinks in the market to coca cola. From this figure we can see that when the income of the consumer increase in the future then the demand for coca cola increases. DOWNWARD SHIFT- When the demand for the product decreases at same price. eg the demand for coca cola reduces when people found that there was pesticides found in few samples of coca cola. SUPPLY ANALYSIS SUPPLY: LAW OF SUPPLY: It states that if the price of a product increases, quantity supply will increase as the supplier will be willing to supply more to earn more profit. The law shows that there is a positive relationship between price and quantity supply. AS SHOWN IN THE FIGURE WHEN THE PRICE OF THE PRODUCT WAS P1 then the quantity supply is Q1, whereas if the price increases to P2 the quantity supply also increase to Q2. This show as the prices increases the producers are willing to supply more to earn more profit. In case of coca cola this holds true as the price of coca cola increases there will be increase in supply upto a certain level as there are other constrain like easy availability of closed substitute. In the long run if the producer continuously increases the price of coca cola then the demand for coca cola will fall down because of various substitutes available in the market. DETERMINANTS OF SUPPLY: PRICE: As stated in the law of supply, the price is positively related with quantity supplied for coca cola, in short run if there is an increase in the price of coca cola, the producers will be willing to produce more of the product. STATE OF TECHNOLOGY: Due to change in the state of technology in the production process, the cost of production will reduce; as a result supplier will be able to supply more at same price NUMBER OF CONSUMER: In the case of coca cola there are large number of consumer, as a result the supplier are willing to supply more to cater the needs for the large number of customer. PRICE OF INPUTS: Includes labour cost, machinery etc. if there is no scarcity in the supply of these factors so the cost for these factors will reduce as a result the producer is willing to supply more products at same price. SHIFT IN SUPPLY CURVE: Shift in supply curve means change in quantity supplied due to others factors while price remains the same. 1. Upward shift. 2. Downward shift. UPWARD SHIFT: Upward shift takes place when the supplier is able to supply at less at a same price. E. g. decrease in the supply of sugar due to increase in price and excessive exports of sugar results in decrease in production of coca cola. DOWNWARD SHIFT: Downward shift takes place when the suppliers are willing to supply at same price. e. g. due to improvement in technology the cost of production decreases and the suppliers are willing to supply more at the same price. ELASTICITY ANALYSIS Elasticity of demand The elasticity of demand for a commodity is the rate at which quantity changes as the price changes. Price elasticity is found to be relatively elastic. This means if there is small change in price lead to the big change in quantity demanded. In this case the elasticity for demand is said to more than one(Ed 1). From the figure we can see when the price of coca cola was p,the quantity demand was Q, when the price increases to P’ then the quantity demanded to Q’. Therefore we can say that coca cola is elastic in nature and its elasticity for demand is more than 1. (Ed1) DETERMINANTS OF DEMAND ELASTICITY Availability of substitute: In the case of coca cola substitutes are easily available in the market. The market is already flooded with many aerated drinks. Example: pepsi, LMN, mirianda, thumbs up, etc. So even if there is a increase in the price of coca cola, the consumers will shift their consumption from coca cola to aerated drinks because of easy availability of related substitutes. TIME: The demand for coca cola is always related to a time factor. This implies that elasticity of demand varies with the length of time period. In case of long run elasticity of demand is elastic (because the period is long enough for the people to shift their taste and preference) and in case of the short run the demand remain inelastic. INCOME LEVEL: The demand for coca cola is elastic for middle income group. The middle income group is sensitive to the change in price. Therefore if there is an increase in price of coca cola, the demand in the middle income group will decrease. PROPORTION OF INCOME SPENDS ON THE GOODS: Coca cola is that product which is meant for the youngsters. In the long run the demand is relatively inelastic because even in the long run if there is a increase in price of coca cola even the hard core coca cola drinker will shift their preference because of the constrain in their pocket money whereas in short run the demand is inelastic. INCOME ELASTICITY If the income rises by 20% then the demand will rise by 10% the curve is positively sloped means that elasticity of Income is 0 and