![]() ![]() Our competitors may have it, and we want it. Many of us are looking for ‘splendid insights’-that intangible spark that some companies have, and our product, services, or company doesn’t have. They too were looking for a ‘splendid insight’-somehow, someway to ‘restart’ the growth engine, and get the product, and the company, on the right track, and to growth. Like Tartan, they too had invested in a newer, emerging market for their software, but also like Tartan, it was large enough or growing fast enough to cover the revenue decline. They were once a $25M in revenues company, but revenues were declining, not rapidly, but certainly going in the wrong direction. At Approva, a software company that helped companies gain regulatory compliance (e.g.Sarbanes Oxley) with their financial systems, I was again asked by the CEO and Chairman of the Board, to help them with strategy. To do so, it needed a new strategy, or so the board/investors thought, or as lead investor David Morgenthaler stated to me ‘Greg, we are looking for a ‘splendid insight’ ‘.įast forward to the last year or so, and history repeated itself. But with $13M invested through the years, and revenues not growing –despite trying its hand at a new non defense business that was in the emerging stage-at a rapid rate, the small company, with modest profits, needed to grow more rapidly or sell-or both. It had been in business for probably ten years by the time I was retained, and had stumbled its way into making about $10M in revenues, mostly by selling to defense contractors who used the specialized chips, and required the Tartan software to program them. ![]() Tartan was a builder of software for specialized chips. Many years ago, somewhere in the mid 1990s, I was retained by the Board of Directors (mostly Venture Capitalists who had invested in the company) of Tartan Laboratories to help them with their strategy challenges.
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