Coffee With Startups

I’ve just met four great startups in the last three days.

An Existing Market
All four were trying to resegment an “Existing Market.” An existing market is one where competitors have a profitable business selling to customers who can name the market and can tell you about the features that matter to them. Resegmentation means these startups are trying to lure some of the current or potential customers away from incumbents by either offering a lower cost product, or by offering features that appealed to a specific niche or subset of the existing users.

Some of the conversations went like this:

Startup 1
Entrepreneur -“I’m competing against Company x and have been following the Customer Development process and I’ve talked to lots of customers.”
Me – “Have you used Company x’s product? Do you know have they distribute their product? Do you know how they create demand? Do you know how many units they are selling? Do you know the archetype of their customers?
Entrepreneur -“Well no but my product is much better than their product and I have this great idea….”

Rule 1: In an existing market Customer Development means not only understanding potential customers, but your competitors in detail – their product features, their sales channels, their demand creation strategy, their business model, etc.

Startup 2
Entrepreneur -“I’m competing against Company x and we are going to offer a lower-cost, web-based version. We’re about to ship next week.”
Me –“That’s a great hypothesis, do customers tell you that they’d buy your version if it was cheaper or on the web?
Entrepreneur -“Well no but my product is much cheaper and everyone’s on the web and I have this great idea….”

Rule 2: In an existing market Customer Development means understanding whether your hypothesis of why customers will buy match reality. This is easy to test. Do this before you write code you may end up throwing away.

Startup 3
Entrepreneur -“I’m competing against Large Company x and we solve problems for a set of customers – I’ve talked to many of them and they would buy it.”
Me – “So what’s the problem?”
Entrepreneur – “We just started letting early customers access the product and adoption/sales isn’t taking off the way we thought it would. We only have 20 customers, and Large Company x has millions.”
Me – “How are you positioning your product?”
Entrepreneur – “We tell potential customers about all our features.”

Rule 3: In an existing market directly compare your product against the incumbent and specifically describe the problems you solve and why Company x’s products do not.”

Startup 4
Entrepreneur -“I have something really, really new. No one has anything like it.”
Me – “Isn’t it kind of like Twitter but better?”
Entrepreneur – “You don’t get it.”

Rule 4: You may want to think twice positioning as a New Market. If customers immediately get an analogy for your product, don’t dissuade them. Save the “New Billion Dollar Market” positioning for the investors, not customers.

Lessons Learned

  • Deeply understand the incumbents that make up the Existing Market
  • The “hypotheses tested to lines of code written” ratio ought to be high
  • Position against the incumbents weaknesses – their customers will tell you what they are
  • Existing Markets adoption rates are measured in % market share gained, New Markets have adoption rates which may occur in your company’s lifetime

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The Secret History of Silicon Valley Part X: Stanford Crosses the Rubicon

This post is the latest in the “Secret History Series.”  They’ll make much more sense if you read some of the earlier ones for context. See the Secret History bibliography for sources and supplemental reading.

———————–

Swords Into Plowshares
After the end of World War II, returning veterans were happy to beat swords into plowshares (and microwave tubes) on the Stanford campus. From 1946 until 1950, Stanford’s Electronic Research Lab conducted basic research in microwave tubes.  Although this reseearch would lead to the development of the Backward Wave Oscillator and Traveling Wave Tube for military applications, Stanford was building tubes and circuits not entire systems.  The labs basic research was done by graduate students or Ph.Ds doing postdoctoral internships, supervised by faculty members or hired staff (many from Fred Terman’s WWII Electronic Warfare lab.)

In 1949, with the detection of the first Soviet nuclear weapons test, the Iron Curtain falling across Europe and the fall of China to the Communists, Cold War paranoia drove the U.S. military to rearm and mobilize.

Source: Center for Arms Control and Non-Proliferation (in constant 2009 $’s)

Source: Center for Arms Control and Non-Proliferation (in constant 2009 $’s)

We’ll Do Great in the Next War
Early in 1950, just months before the outbreak of the Korean War the Office of Naval Research asked Fred Terman to build an Applied electronics program for electronic warfare. All branches of the military (the Air Force and Army would fund the program as well) wanted Stanford to build prototypes of electronic intelligence and electronic warfare systems that could be put into production by partners in industry. The Navy informs Terman that, “money was not a problem but time was.”

Pitching the idea to the President of Stanford, Terman enthusiastically said, “In the event of all-out war, Stanford would become one of the giant electronic research centers…”  (A bit optimistic about the outcome perhaps, given that at this point both the U.S. and the Soviet Union had nuclear weapons.)

Crossing the Rubicon – The Applied Electronics Lab
Setting up a separate Applied Electronics Lab for military funded programs doubled the size of the electronics program at Stanford. The new Applied Electronics Laboratory was built with Navy money and a gift from Hewlett-Packard. With the memories of WWII only five years old, and the Cold War now a shooting war in Korea, there was very little discussion (or dissension) about turning a university into a center for the production of military intelligence and electronic warfare systems.

The work in the applied program focused in microwave and electronic fields in which faculty members or senior research associates specialized.  Many of the other staff in the applied program were full-time employees hired to work solely on these military programs.

Electronic Intelligence (ELINT), Jammers and Over the Horizon Radar (OTHR)
The Applied Electronics Lab used the ideas and discoveries (on microwave tubes and receiver circuits) from Terman’s basic research program in the Electronic Research Lab. The Applied Lab would build prototypes of complete systems such as Electronic Intelligence systems, Electronic Warfare Jammers, and Over the Horizon Radar. The Applied Electronics Lab also continued work on the Klystron, pushing the tube to produce megawatts in transmitted power. (Stanford designed Klystrons producing 2½ Megawatts were manufactured by Varian and Litton would power the radar in the BMEWS (Ballistic Missile Early Warning System) built at the height of the cold war.) The close tie between the two labs was a unique aspect of the Stanford Lab. Stanford had a Customer Development loop going on inside their own lab. The discoveries in tube and circuit research suggested new electronic intelligence and countermeasure techniques and systems; in turn the needs of the Applied Lab pushed tube and circuit development. With the Applied Electronics Lab Stanford was becoming something akin to a federal or corporate lab run under university contract. The university found government contracts profitable as the government reimbursed their overhead charges (their indirect costs.) This means they could fund other non-military academic programs from this overhead.

The Stanford Applied Electronics Lab built prototypes which were handed off to the military labs for their evaluation. Subsequently military labs would contract with companies to build the devices in volume. In some cases, branches of the military contracted directly with Stanford which worked with local contractors in Silicon Valley to build these components or systems for the military. The prototype ELINT receivers built by the Applied Electronics Lab used the Stanford Traveling Wave Tubes. They quickly went into production at Sylvania Electronic Defense Labs down the street in Mountain View and Hallicrafters in Chicago. Later versions would be built by numerous industry contractors and installed on the fleet of ELINT planes orbiting the Soviet Union. These traveling wave tubes would also become the heart of the panoramic receiver used on the B-52 by the electronic warfare officer to get the bomber through the Soviet Air Defense system.

Jammers built by the Stanford Applied Electronics Lab used the Stanford Backward Wave Oscillators to produce high power microwaves. Unlike the simple noise jammers used in World War II, Soviet radars were becoming more sophisticated and newer designs were fairly immune to noise. Instead the jamming signal needed to be much smarter and have a deep understanding of how the targeted radar worked. Taking the information gleaned from our ELINT aircraft, Stanford built prototypes of jammers modulated with two new deception jamming techniques – angle jamming and range-gate pull-off. Some form of these deception jammers would eventually find their way into most electronic warfare defense systems used in the Cold War; first in the spy planes; the U-2, A-12 and SR-71. (Ironically the B-52 bomber, which would become the airborne leg of our nuclear triad, would use dumb noise jammers for two more decades – the Air Force opting to put the smart jammers on the B-58 and B-70, high altitude supersonic bombers – one soon obsolete and other never made it into production.)

The last major area of research that the Applied Electronics Lab group investigated was how radio signals propagated within the earth’s ionosphere. Over the next fifteen years this Radio Science Laboratory would receive the most funding of all departments in the lab (from the CIA) to build a ground based ELINT system. They would build and deploy two Over The Horizon Radar (OTHR) systems to detect Soviet and Chinese ballistic missile tests using ground based radars.

Guards at the DoorStanford Joins the Cold War
In 1953 the Office of Naval Research told Terman that all military-funded projects (basic or applied, classified or not) needed to be in their own separate physical building. As a result Stanford moved the Applied work from the Electronics Research Lab into its own building.

In 1955, the pretense of keeping unclassified and classified work separate imposed too much of an administrative overhead and Stanford merged the Applied Electronics Lab and the Electronics Research Laboratory into the Systems Engineering Lab. The Applied Electronics portion of the lab was now the size of a small company.  It had 100 people, 18 of them full time faculty, 33 research associates and assistants and 33 other tube technicians, draftsman, machinists, etc. Over half this lab would hold clearances for military secrets. (Top Secret: Terman, Harris, McGhie, Secret: 44 others, Confidential: 8 others. Terman, Harris and Rambo also had Atomic Energy Commission “Q” clearances.)  Some students who were getting their engineering graduate degrees wrote masters and PhD thesis that were classified. Unless you had the proper clearances you couldn’t read them.  Terman and Stanford had just made a major bet on the cold war, and Stanford ranked sixth among university defense contractors.

A security guard was stationed at the door of the Applied Electronics Lab to ensure that only those with proper security clearance could enter. The law of unintended consequences meant that this most casual addition in front of a university building would result in the occupation and destruction of the lab (and its twin at MIT) and the end of the program during the Vietnam War 14 years later.  (More on this in a later post.)

Show and Tell – The Stanford ELINT and Electronic Warfare Contractors Meeting
During a typical year, the Applied Electronics Lab would host classified visits from military labs and defense contractors. By early 1950’s Stanford started holding a two day meeting for contractors and the military.

1955 Stanford Contractors Meeting

1955 Stanford Contractors Meeting

The 1955 attendee list gives you a feeling of the “who’s who” of the military/industrial establishment: RCA, GE, Motorola, AIL, Bendix, Convair, Mepar, Crosley, Westinghouse, McDonnell Aircraft, Douglas Aircraft, Boeing, Lockheed, Hughes Aircraft, North American, Bell Aircraft, Glen Martin, Ryan Aeronautics, Farnsworth, Sperry, Litton, Polarad, Hallicrafters, Varian, Emerson, Dumont, Maxson, Collins Radio.  Other universities doing classified ELINT and Electronic Warfare work attended including University of Michigan, Georgia Institute of Technology and Cornell. Over a hundred government contractors reviewed Stanford’s work on microwave tubes and systems.

Stanford Contractors Meeting 1955 Attendees

Stanford Contractors Meeting 1955 Attendees

This was a classified conference at a university, the contractors not only got to hear the conference lectures, but also visited exhibits on the ELINT and electronic warfare devices and systems the lab had built. The lab would repeat the conference the following week for government agencies doing military work.

Barely noticed at the 1955 conference, a year before the first transistor company opened in Silicon Valley, one of the sessions described how to use a new device called a“transistor” to build wide-band amplifiers. (Terman had sent faculty and graduate students to the University of Illinois in 1953 to learn transistor physics.)

The World Turned Upside Down
The Applied Electronics Lab solidified Stanford’s lead as one of, if not the place in the U.S. military for advanced thinking in ELINT and Electronic Warfare. It would turn on its head the relationship of universities and corporations.

Traditionally universities chased corporations for funding and patronage, but the military’s dependence on Stanford’s and Fred Terman’s judgment turned that relationship on its head.  Now the military was listening to Terman’s advice about which military contractors should get the order for to mass produce the Stanford systems.  The contractors were now dependent on Stanford.

Terman the Rainmaker
During the 1950’s Fred Terman was an advisor to every major branch of the U.S. military. He was on the Army Signal Corps R&D Advisory Council, the Air Force Electronic Countermeasures Scientific Advisory board, a Trustee of the Institute of Defense Analysis, the Naval Research Advisory Committee, the Defense Science Board, and a consultant to the President’s Science Advisory Committee. His commercial activities had him on the board of directors of HP, Watkins-Johnson, Ampex, and Director and Vice Chairman of SRI.  It’s amazing this guy ever slept.  Terman was the ultimate networking machine for Stanford and its military contracts.

Stanford Industrial Park – Microwave Valley Booms
One part of Terman’s strategy was to use government funding to build Stanford’s engineering school and electronics program into a world-class program. However, he realized that building a connection to industry was equally important. (Turning Stanford into an outward facing university would be one of his singular accomplishments. In the 1950’s this was a radical idea.) Starting with Hewlett Packard and the microwave spinouts, Terman wanted a local industrial base tightly coupled with his Stanford engineering program.

By the early 1950’s many of the corporations that attended the yearly Stanford Electronic Warfare conferences would establish research labs centered around Stanford for just this reason – to learn from Stanford’s basic and applied research and get a piece of the ELINT and Electronic Warfare contracting pie.

Stanford Industrial Park was the first technology office park set up to house local and out of state microwave and electronics startups. First occupied in 1953 it would include Varian, Watkins Johnson, Admiral, HP, General Electric, Kodak, Lockheed. Other east coast companies which established branches in Microwave valley in the 1950’s included IBM, Sylvania, Philco, Zenith and ITT.

The Future is Clear – Microwave Valley Forever
By 1956 Fred Terman had every right to be pleased with what he had helped build in the last ten years in and around Stanford. The Stanford Electronics Lab was now the center of ELINT and Electronic Warfare.

Startups were sprouting all over Microwave Valley delivering microwave tubes and complete military systems, slowiy replacing the orchards and fruit trees. Granger Associates was a 1956 startup founded by Bill Ayer, a graduate student in the Applied Electronics Radioscience Lab, and John Granger, a former Harvard Radio Research Lab researcher, building ELINT and Electronic Warfare systems (the Granger jammer was carried on the U-2.) Four years later Ayer and another Granger engineer would leave Granger and found one of the preeminent electronic warfare and ELINT companies: Applied Technology.

The future of the valley was clear – microwaves.

1956 – Change Everything
Yet in 1956 two events would change everything. At the time neither appeared earthshaking or momentous. First, a Bell Labs researcher who had grown up in Palo Alto, had his own interesting World War II career, and recently served as a military advisor on cold war weapons systems, decided to follow Fred Terman’s advice to locate his semiconductor company near Stanford.

The second was when a Southern Californian aircraft company decided to break into the missiles and space field by partnering with Stanford electronics expertise. It moved its electronics research group from Burbank to the new Stanford Industrial Park and built its manufacturing facility in Sunnyvale.

Shockley Semiconductor Laboratory and Lockheed Missiles Systems Division would change everything.

Read about it in Part XI of the Secret History of Silicon Valley here.

I’m From the Government and I’m Here to Help You

Apologies for a “Secret History” post that appeared today and now is gone from the blog.  (Those of you with a reader still have it.)  It was a rough draft you’ll see again when I can finish complete sentences.  (Something you can appreciate if you’ve read my class text on Customer Development.)

My only excuse is that this week I’m doing public service in my role as a California Coastal Commissioner.  Long days, lots of items on the calendar, dedicated staff, very bright fellow commissioners. Greatest hits here.

Touching the Hot Stove – Experiential versus Theoretical Learning

I’m a slow learner.  It took me 8 startups and 21 years to get it right, (and one can argue success was due to the Internet bubble rather then any brilliance.)

In 1978 when I joined my first company, information about how to start companies simply didn’t exist. No internet, no blogs, no books on startups, no entrepreneurship departments in universities, etc.  It took lots of trial and error, learning by experience and resilience through multiple failures.

The first few months of my startups were centered around building the founding team, prototyping the product and raising money. Since I wasn’t an engineer, my contribution was around the team-building and fund raising.

I was an idiot.

Customer Development/Lean Startups
In hindsight startups and the venture capital community left out the most important first step any startup ought to be doing – hypothesis testing in front of customers- from day one.

I’m convinced that starting a company without talking to customers is like throwing your time and money in the street (unless you’re already a domain expert).

This mantra of talking to customers and iterating the product is the basis of the Lean Startup Methodology that Eric Ries has been evangelizing and I’ve been teaching at U.C. Berkeley and at Stanford. It’s what my textbook on Customer Development describes.

Experiential versus Theoretical Learning
After teaching this for a few years, I’ve discovered that subjects like Lean Startups and Customer Development are best learned experientially rather than solely theoretically.

Remember your parents saying, “Don’t touch the hot stove!”  What did you do?  I bet you weren’t confused about what hot meant after that. That’s why I make my students spend a lot of time “touching the hot stove” by talking to customers “outside the building” to test their hypotheses.

However, as hard as I emphasize this point to aspiring entrepreneurs every year I usually get a call or email from a past student asking me to introduce them to my favorite VC’s.  The first questions I ask is “So what did you learn from testing your hypothesis?” and “What did customers think of your prototype?”  These questions I know will be on top of the list that VC’s will ask.

At least 1/3 of the time the response I get is, “Oh that class stuff was real interesting, but we’re too busy building the prototype. I’m going to go do that Customer Development stuff after we raise money.”

Interestingly this response almost always comes from first time entrepreneurs.  Entrepreneurs who have a startup or two under their belt tend to rattle off preliminary customer findings and data that blow me away (not because I think their data is going to be right, but because it means they have built a process for learning and discovery from day one.)

Sigh.  Fundraising isn’t the product.  It’s not a substitute for customer input and understanding.

Sometimes you need a few more lessons touching the hot stove.

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The Secret History of Silicon Valley Part IX: Entrepreneurship in Microwave Valley

This post is the latest in the “Secret History Series.”  They’ll make much more sense if you read some of the earlier ones for context. See the Secret History bibliography for sources and supplemental reading.

———————–

In the 1950’s Stanford University’s Electronics Research Laboratory (ERL) continued to develop innovative microwave tubes for the U.S. military. This next product, the Traveling Wave Tube, would have a major impact on electronic intelligence. As Stanford’s Dean of Engineering, Fred Terman, encouraged scientists and engineers to set up companies to build these microwave tubes for the military. Funded by military contracts, these 1950’s microwave tube startups would help build Silicon Valley’s entrepreneurial culture and environment.

Why Electronics Intelligence?
Starting in 1946 Electronic Intelligence aircraft (ELINT) had been probing and overflying the Soviet Union to understand their air defense system. During the 1950’s, the U.S. Air Force Strategic Air Command, U.S. Navy, NSA, and the CIA were the primary collectors of tactical and operational ELINT on the Soviet PVO Strany Air Defense system. (The NSA owned COMINT collection.) They flew an alphabet soup of Air Force and Navy planes (Navy PB4Y-2’s, P2V’s, P4M’s and EA-3’s, Air Force B-17s, EC-47’s, RB-29s, RB-50’s, and the ultimate ELINT collector of the 1950’s – the RB-47H.) Common to all these planes (generically called Ferrets) is that they were loaded with ELINT receivers, manned by crews called Crows.

The Strategic Air Command needed this intelligence to understand the Soviet air defense system (early warning radars, Soviet fighter plane radar, Ground Control Intercept radar, Anti-Aircraft gun radar, and radars guiding Soviet Surface to Air Missiles.) We needed this data to build radar jammers that could make the Soviet air defense radars ineffective so U.S. bombers with nuclear payloads could reach their targets. The information we collected would be passed on to defense contractors who would build the jammers to confuse the Soviet air defense radars.

ELINT Tasking
The ELINT program sought answers to operational questions like: What was the Radar Order of Battle a penetrating bomber would face? Were there holes in their radar coverage our bombers could sneak through? What was the best altitude to avoid the Soviet defenses? ELINT operators on each flight were tasked to gather basic data about the characteristics of the radar: is this a new type of radar or an existing one? What is its frequency, power, pulse repetition interval, rotation rate, scan rate, polarization, carrier modulation characteristics, etc. Then they would use direction finding equipment on their aircraft to locate its position.

ELINT Receivers
Early ELINT receivers were not much different then the radios you had at home – someone had to manually turn a dial to tune them to the correct frequency. By the 1950’s these receivers could automatically “sweep” a frequency band, but this action was mechanical and slow. That was fine if a Soviet radar was operating continuously, but if it was just a brief radar transmission or burst communication (which Soviet submarines used), it would probably miss hearing it. The Soviets kept their radars turned off to stop us from recording their signals. So at times multiple ELINT planes would fly on a mission – one to run at the Soviet border appearing to attack, the other to pick up the signals from the air defense network as it responded to the intrusion. (Keep in mind that 32 of these reconnaissance planes were shot down in the Cold War.)

The ultimate dream of ELINT equipment designers was a “high-probability of intercept” receiver, one that would pick up a signal that came up on any frequency and capture even a single pulse, however brief.

This was a two-pronged challenge: the U.S. needed receivers that could tune much faster than any of the manual methods that existed, and it needed receivers that could tune a much broader range of frequencies along the electromagnetic spectrum. Again Stanford technology would solve these challenges.

Rapid Scan/High Probability of Intercept – Stanford’s contribution
In the last post we described Stanford’s high power, electronically tuned microwave tubes (the Backward Wave Oscillator) which made high power, frequency agile airborne jammers possible.

Now Stanford’s Electronics Research Laboratory delivered receivers using another tube which forever changed electronic intelligence – the Traveling Wave Tube (TWT.) Invented in Britain and further developed at Bell Labs, this tube would deliver the “holy grail” for ELINT receivers – instantaneous scan speed and extremely broad frequency range. A Traveling Wave Tube (TWT) could electronically tune through microwave frequencies at 1000 times faster than any other device, and it could operate in a frequency range measured in gigahertz.  As a microwave preamplifier, it had high gain, low noise, and extremely wide bandwidth. It was perfect for a new generation of ELINT receivers to be built into the Ferret planes searching for signals around the Soviet Union and bombers attempting to enter it. Later on TWTs would be built that could not only be used in receivers, but also actually transmit broadband microwaves at high power.

Invention Versus Commercialization
While Stanford was doing its share of pure research, what’s interesting about the Electronics Research Laboratory (ERL) was its emphasis on delivery of useful products for its customers – the military – from inside a research university.  The military had specific intelligence requirements and that meant that a TWT needed to be rugged enough to withstand being put on airplanes. This military/university collaboration for deliverable products is where the Electronics Research Laboratory (ERL) would excel – and ultimately end up leading to its destruction.

The Rise of “Microwave Valley” – More Stanford Tube Startups
The Traveling Wave Tube generated another series of startups from Stanford’s Electronics Research Laboratory.  R. A. Huggins, a research associate at the Stanford’s Engineering Research Lab, left in 1948 to start Huggins Laboratories in Palo Alto and put the first commercially manufactured traveling wave tube on the market. With a boost from military R&D contracts, Huggins Labs continued to expand, diversifying into backward-wave oscillators, low-noise TWTs, and electrostatic focused tubes. (In the 1970’s Huggins Labs sold to an east coast company, Microwave Associates (which became M/A-COM.)

Stanley Kaisel, a research associate at the Stanford ERL tube laboratory, left to join Litton’s startup. He left Litton in 1959 and started Microwave Electronics Corporation (MEC) to make low power, low noise TWTs. He sold the company to Teledyne in 1965.

Venture Capital, Microwaves and the OSS
Dean Watkins, the leader of TWT research at Stanford’s Electronic Laboratory, left Stanford in 1957 and co-founded Watkins-Johnson (with R.H. Johnson the head of Hughes Aircraft microwave tube department) to market advanced TWTs to the military. Unlike the other Stanford tube spinouts which were funded with military contracts, Watkins-Johnson would be one of the first venture capital funded companies in the valley. Its first round of funding came from Tommy Davis (an ex-WWII OSS agent) then at the Kern County Land Company who knew Fred Terman through his military contacts. Terman and Davis negotiated the Watkins-Johnson investment and would sit on the Watkins-Johnson board together.

Frustrated with Kern’s lack of interest in investing in more technology companies, Tommy Davis would go on to found one of Silicon Valley’s first VC firms with Arthur Rock, creating Davis and Rock, founded in 1961. They would be one the first venture firms to organize their firm as a partnership rather than an SBIC or public company. They would also set the standard for the 20% carry for general partners. Tommy Davis would go on to found the Mayfield Fund in 1969.

These Stanford tube spinoffs joined the growing list of other microwave tube manufacturers in the valley including Eitel-McCullough, Varian, Litton Industries and Stewart Industries. Others would soon join them. By the early 1960s, a third of the nation’s TWT business and a substantial share of the klystron and magnetron industry was located in the Santa Clara Valley– and almost all of these companies emerged from one engineering lab at Stanford.

But microwave tubes were just the beginning of Stanford’s relationship with the military. Fred Terman was just getting warmed up. Much more was to come.

Read about in Part X of the Secret History of Silicon Valley here.

Thirty-Six Years Later

One of my first posts (here) was learning about bats, moths and electronic countermeasures in natural systems in Thailand in the middle of the War in Vietnam.

Catching up on my back issues of Science magazine all I could do was smile when I read the title of an article in the July 17th issue:  Tiger Moth Jams Bat Sonar

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The Secret History of Silicon Valley Part VIII: The Rise of Entrepreneurship

This post makes sense in context with the previous post.

——–

The Korean War catapulted Stanford’s Electronics Research Laboratory (ERL) into a major player in electronic intelligence and electronic warfare systems. Encouraged by their Dean, Fred Terman, scientists and engineers left Stanford Electronics Research Laboratory to set up companies to build microwave tubes and systems for the military. Funded by military contracts these 1950’s startups would help build Silicon Valley’s entrepreneurial culture and environment.

The Beginnings – “Vacuum Tube Valley” Ecosystem circa 1950
From its founding in 1946 Stanford’s Electronics Research Laboratory (ERL) did basic research into vacuum tubes that could operate at microwave frequencies. The research was funded and paid for by the Office of Naval Research (ONR) and later by the Air Force and Army. Much of the basic research work was done by advanced students or by recent Ph.Ds doing postdoctoral internships, supervised by Stanford engineering faculty members or senior research associates (staff.)

In a 1950 proposal to the Navy Fred Terman noted that the work that Stanford proposed “correlates almost ideally with related industrial activities in this area.”  There were already “tube manufacturers in the area (Eitel-McCullough, Litton Industries, Varian Industries, Henitz and Kaufman and Lewis and Kaufman) that represented an integrated set of tube facilities for basic research, advanced development, engineering of new tubes, model shop and pilot and quantity production. And that circuit work is carried on by several organizations in the neighborhood, with Hewlett Packard Company being especially notable in this regard.” Terman was describing the valley’s already existing ecosystem for building vacuum tubes in 1950.

But unlike the majority of existing tube manufacturers in the valley who were making products for radios, Stanford Electronics Research Lab tube group had a special customer with very special needs – the U.S. Air Force and its Strategic Air Command.

So what exactly was the Electronics Research Lab designing? What were these microwave tubes? Why were they so important to the military? And what were these electronic intelligence and warfare systems used for?

Stanford Joins the Cold War – Microwave Power Tubes
Stanford’s work in microwave power tubes would solve two of the Strategic Air Command’s most important cold war problems.

In case of a nuclear war in the 1950’s the Strategic Air Command planned to fly its bombers with nuclear weapons into the Soviet Union. To protect their country, the Soviets were building an air defense network to warn, track and destroy these attacking bombers. Our bombers used Electronic Warfare jammers to confuse the Soviet air defense radars. But the jammers that we built in WWII were no longer sufficient to protect the planes we wanted to send into the Soviet Union.

These 1940’s jammers fitted to bombers (built by the wartime Harvard Radio Research lab headed up by Terman and his team now at Stanford) had been built around tubes originally designed for radio applications. They put out 5-20 watts of power. This miniscule amount of jamming power was acceptable because each WWII bomber flew in formation with hundreds of other planes, together attacking just a single target each day. The combined jamming power of all the bombers on a mission was enough to saturate and confuse German radar. But in a potential cold war attack on the Soviet Union, our bombers were not going to fly in a massed formation to attack one target. Instead we would attack multiple targets in the Soviet Union at the same time. And while a few bombers would penetrate the periphery of the Soviet Union together, each plane — now able to carry more explosive power than all the bombs dropped in WWII — would approach its target individually.

As a result of this change in strategy (and explosive capacity), each bomber penetrating the Soviet air defense system in the Cold War needed jammers that had 1. enough jamming power to defend itself (hundreds of times more power than WW2 devices), 2. could cover multiple frequencies, and 3. these jammers could be tuned instantaneously.

B-47 - primary Strategic Air Command Bomber in the 1950's

B-47 – primary Strategic Air Command Bomber in the 1950’s

Frequency Agility
Frequency agility can be best described by what happened over Germany in WWII. As the allies jammed Germany radar, the Germans tried to avoid the effect of jamming by changing the frequency on which their radars transmitted. This was possible since the jammers in U.S. planes’ could only transmit on a narrow band of frequencies (called spot jamming) and could not be re-tuned in the air. To cover all the possible frequencies German radars might be operating on, electronic warfare technicians pre-tuned the jammers before each bomber raid so that each plane transmitted on a different frequency. The combined effect of hundreds of planes in the bomber stream was to cover a broader frequency range than one jammer could by itself.  (This technique of covering a broad range of frequencies was known as barrage jamming.)

(A good Radar and Electronic Warfare tutorial is here.)

For example, one of the first Soviet radars U.S. bombers would encounter was the Soviet P-20 Token early warning radar).  The P-20 transmitted on 5 different frequencies over a band 300mhz wide. To jam it, all five frequencies had to be jammed at the same time. Our WWII jammers couldn’t do the job.

Terman’s Systems Engineering Research Lab at Stanford would develop microwave power tubes that offered a solution to both high power, frequency agility and instantaneous tuning and would be a a game changer for electronic warfare at the time.

High Power, Instant Tuning – Stanford’s contribution
Stanford’s Electronics Research Laboratory first contribution to high power microwave tubes for airborne electronic warfare in the 1950’s was the Backward Wave Oscillator (BWO). Stanford engineers realized that this tube, which had been invented in France, could electronically tune through microwave frequencies while producing almost a 1,000 watts of power – (equivalent to the output of 200 jammers over Germany in WWII.) This was a critical development to support the new tactics of single bombers penetrating the Soviet Union. Perfecting this tube for use as an airborne jammer became one of the labs primary objectives.

Equipping a bomber with multiple jammers built around Backward Wave Oscillator could give it enough power to use barrage jamming against multiple radars and get it through to its target. Stanford gave its Backward Wave Oscillator design drawings to tube manufacturers throughout the U.S. By the 1960’s, the U.S. Air Force would ultimately equip its B-52 bombers with 1,000’s of jammers using these these oscillators.

The Rise of “Microwave Valley” Stanford Tube Spinouts
A technician in Stanford’s ERL tube shop, Ray Stewart, thought he could build these Backward Wave Oscillators commercially, and in 1952 left to start Stewart Engineering in Scotts Valley near Santa Cruz.  The company had more orders from the military than it could handle. (Stewart would sell his company to Watkins Johnson, one of the most financially successful of the Stanford microwave tube spinoffs. More about Watkins-Johnson in the next post.) Stewart joined a growing list of other microwave startups beginning to populate the valley.

One of the early microwave spinouts from Stanford was built around a microwave power tube called the Klystron, invented by Terman’s students Russell and Sigurd Varian and William Hansen. In 1948 the Varian brothers along with Stanford professors Edward Ginzton and Marvin Chodorow founded Varian Associates in Palo Alto to produce klystrons for military applications. (Fred Terman and David Packard of HP joined Varian’s board.) While the Klystrons of the 1950’s had too narrow a bandwidth and were too large for airborne use, they could be scaled up to generate megawatts of power and were used to power the U.S. ground-based Ballistic Missile Early Warning System (BMEWS) radars (and the Stanford Linear Accelerator.)

klystronAnother of Terman’s students, Charles Litton, would start several Silicon Valley companies, and in the 1950’s Litton Industries would become the leader in pulse and continuous wave magnetrons used in jammers and missiles. Magnetrons were the first high power microwave device invented in WWII. Used in radars systems and missiles, magnetrons could produce hundreds of watts of power.

More to Come
These first microwave tubes were just the beginning of a flood of innovative
products for the military.  The next Stanford tubes and systems would revolutionize the Electronic Intelligence aircraft that were circling (and flying over) the Soviet Union.

More in the next post, Part IX of the Secret History of Silicon Valley.

The Secret History of Silicon Valley Part VII: We Fought a War You Never Heard Of

These next series of posts chronicles the untold story of how one professor returning from one war decides to enlist Stanford University in waging the next one and by accident, laid the foundation for Silicon Valley, venture capital and entrepreneurship as we know it today.

These posts cover two distinct periods – the first, the rise of “Microwave Valley” chronicles the decade of 1946-1956 as Stanford University became the hub of military/industry contracting in the Bay Area.

The second series of posts, the rise of  “Spy Satellite Valley,” starts in 1956 with two game changing events– one very public – the valley’s first semiconductor company and one very, very private – the valley as the home of the first optical and ELINT spy satellites and submarine-launched ballistic missiles.  That story ends in 1969 with campus riots at Stanford during the Vietnam War.

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These posts will make a lot more sense if you look at the earlier Secret History posts.  If you read only one previous post, read this one (or this one.)

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The Birth of Entrepreneurship in The Hot Cold War
Silicon Valley entrepreneurship was born in the middle of a secret war with the Soviet Union. It’s a war you probably never heard of since most of it was classified, and both parties never wanted it public lest it got out of hand.  Yet it was a war in which tens of thousands of Americans fought and hundreds died. Frederick Terman, Stanford’s Dean of Engineering, enlisted Stanford University as a major arms suppliers in this war. In doing so he accidentally launched entrepreneurship in Silicon Valley – with the help of the U.S. military, the CIA and the National Security Agency.

Stanford as a Center of Microwave and Electronics
In 1946 after running the military’s secret 800 person Electronic Warfare Lab at Harvard, Fred Terman returned to Stanford as the dean of the engineering school. Terman’s goal was to build Stanford’s electrical engineering department into a center of excellence focused on microwaves and electronics. Having already assembled one of most advanced electronic labs in World War II, Terman was one of the few academics who could do it.

terman

Fred Terman

Terman’s first step was to recruit 11 former members of his staff from the Harvard Radio Research Lab — “Congratulations, you’re now Stanford faculty.”  Not only were they all great researchers, but they also had just spent three years building electronic warfare systems that were used in World War II. They would become the core of Stanford’s new Electronics Research Lab (ERL.)  While officially in the electrical engineering department, the lab reported directly to Terman.

Next, Terman used his military contacts to secure funding for the Lab from the Office of Naval Research, the Air Force and the Army Signal Corps. (Although the country had returned to peace, some in the military wanted to preserve our ability to fight the next war.) By 1947 the U.S. military was funding half of Stanford’s engineering school budget. Terman proudly pointed out that only Stanford, MIT and Harvard had a military sponsored electronics program.

Stanford Leads in Electronic Intelligence and Electronic Warfare
In the 1950’s Stanford Engineering Research Lab (ERL) made major contributions to electronic intelligence and electronic warfare.  Its basic research focused on three areas: microwave receiving and transmitting tubes, radar detection and deception techniques and understanding the earth’s ionosphere.

Stanford became one of the leading research centers in advancing the state of microwave tubes including the klystron which could provide high-power microwave in pulses, magnetrons which could provide continuous wave microwave power, and backward wave oscillators and traveling wave tubes – both electronically tunable microwave tubes.

Stanford’s research on the earth’s ionosphere would lead to meteor-burst communication systems and Over the Horizon Radar used by the NSA and CIA to detect Soviet and Chinese missile tests and ultimately to the research that made Stealth technologies possible.

Its studies in radar detection and deception techniques would lead Stanford to the applied part of it mission.  Stanford would build prototypes of electronic intelligence receivers (high probability of intercept/rapid scan receivers) for use by the military. These applied systems were prototypes of the jamming devices found on our bombers and receivers found in NSA ground stations and the fleet of ELINT aircraft flying around and in the Soviet Union and later on in the U-2, SR-71 and ELINT ferret subsatellites.

Later posts will talk about these technologies and the startups that spun out of Stanford to build them. But first, to understand what happened at Stanford and in Silicon Valley under Fred Terman, some context about the Cold War is helpful.  (Skip the next section if you’re a history major.)

The Cold War
After World War II ended, our wartime ally the Soviet Union kept its army in Eastern Europe and forcibly installed Communist governments in its occupied territories.  Meanwhile the U.S. demobilized its army, sent its troops home, scrapped most of its Air Force and mothballed almost all its Navy. As tensions rose, there was a growing fear that the Soviets could invade and occupy all of Western Europe.

In 1949, the Soviets exploded their first nuclear weapon and ended the U.S monopoly on atomic weaponry. That same year China fell to the communists under Mao Zedong, and the Nationalist government retreated to Taiwan.  A year later the Korean War turned the cold war hot, as communist North Koreans attacked and overran most of South Korea (except for a small defensive perimeter in the south.) American and United Nations troops entered the war fighting North Koreans and then Communist Chinese ground troops, and Soviet fighter pilots for three years.  34,000 U.S. soldiers died in battle.

To the U.S. the Soviet Union seemed bent on world conquest with Korea just a warm-up for an atomic war with massive casualties. (This was not an unreasonable supposition after a conventional world war which had left 50 million dead.)  Faced with the reality of the Korean War, the U.S. began to rebuild its military. But now the Soviet Union was its target enemy, and nuclear weapons had become the principal instrument of offense. Instead of rebuilding its WWII forces, the U.S. military embraced new technologies (jets, electronics, missiles, nuclear subs) and built entirely new weapon systems (bombers with nuclear weapons, ICBMs, SLBM’s) for a new era of international conflict.

Europe, completely outnumbered and outgunned by the Soviet Union, built the North Atlantic Treaty Organization (NATO) as a bulwark against ground Soviet attack.  And the U.S. planned strikes with nuclear armed bombers if war in Europe broke out.

Stanford’s Electronic Research Lab (ERL) which had focused on basic research on microwave tubes from 1946 was about to scale up for the Cold War.

Smarter Intelligence
One of the major differences between the war with Germany and the cold war confrontation with the Soviet Union had to do with access.  The Soviet Union was a closed country. Unlike Germany in World War II, the U.S. could not fly across the Soviet Union to learn how their defenses were set up. We did not have radar maps of their cities. The Soviet’s secrecy fed our cold war paranoia. The U.S. was determined to find out what was going on inside.  And the way we were going to do it was with electronic/signals intelligence.

But the technology that supported intelligence gathering against our WW II enemies was not sufficient to penetrate the Soviet Union. The U.S. military had to develop new ways to collect intelligence. The engineering department and labs that Fred Terman established at Stanford University would play a key role in advancing electronic intercept and jamming technology to support the more sophisticated intelligence systems that the Cold War required.

The Air Force Needs to Know
By the Korean War, U.S. policy held that the Air Force, carrying nuclear weapons into the Soviet Union, would be the means to fight World War III.

Through World War II, the U.S. Air Force had been a part of the U.S. Army. It split off into a separate service in 1947. By the 1950’s, the Strategic Air Command (SAC) had become the U.S. Air Force’s long range bombing arm and the designated instrument of Armageddon.

On the other side of the Iron Curtain, the defense of the Soviet Motherland lay with the Soviet Air Defense Forces, called PVO Strany, a separate branch of the Soviet military formed in 1948 designed to detect U.S. bomber raids, target and aim radar-guided weapons and destroy the U.S. bombers.

Example of Radar Coverage Map- Japan in WWIIExample of Early Warning Radar Coverage – Japan in WWII

SAC needed intelligence to understand the components of the PVO Strany air defense system in order to shut them down and make them ineffective so our bombers with their nuclear payloads could reach their targets. (The information we collected would be passed on to contractors who would build jamming devices the bombers would carry.) It sought answers to tactical questions like: What was the Radar Order of Battle a penetrating bomber would face? (Were there holes in their radar coverage our bombers could sneak through? What was the best altitude to avoid the Soviet defenses?) What were the different types of Soviet fighter planes?  How many?  How effective? What about the anti-aircraft (AAA) gun defenses?  In addition the Soviets were adding a new type of defensive radar-guided weapon called the Surface to Air Missile (SAM).

Example of Jammer versus Radar Coverage- Germany in WW11

Example of Jammer versus Radar Coverage – Allied Jammers over Germany in WW11

The Strategic Air Command also needed to know what the navigational waypoints and the target would look like on their air-to-ground bombing radars. (These radars painted a map-like picture of the ground and prior to GPS, this is how bombers navigated their way to the target.)

And on top of all this the Strategic Air Command needed to understand the current state of the Soviet Air Defense Force readiness and deployment updated on a daily basis.

The CIA Needs to Know
While the Air Force was working on collecting intelligence to execute their tactical missions, the CIA, founded in 1947, was responsible for providing U.S. political leadership with a much bigger picture. They developed the National Intelligence Estimate –  a  series of reports which summarized their judgment about the size of the Russian threat. Also seeking to learn more about the Soviet Union’s offensive weapon systems, the CIA wanted intelligence to help them understand: What type of strategic bombers did the Soviets have? How many did they have? How would they reach the U.S.?  How would we know if they were coming? (Have they moved to their forward operating bases in the Artic?) The same was true about the Soviet defensive systems – how many fighters would they build and of what type?  How many Surface to Air Missiles – what was their range and accuracy?

And by the mid 1950’s the Soviets were testing ballistic missiles, both intermediate range that could reach Europe and intercontinental range that could reach the U.S.  Whatwas their range? What was their accuracy? How big of a nuclear warhead could they carry (throw weight and yield)?  The military needed to answer these same questions about the nuclear armed missiles the Soviets were putting on their submarine force.

To give our leadership an estimate of the Soviet’s nuclear production capacity, the CIA also had to estimate how many nuclear weapons could the Soviet Union make. Where were their production facilities? What was the yield of the weapons and their weight and size?

Throughout the 1950’s the CIA’s Office of Scientific Intelligence was heavily involved in the development of Electronics Intercept and Electronic Warfare Intelligence – and Stanford and the emerging startups around it would provide the systems and concepts to help.

The NSA and ELINT
In the 1950’s the Strategic Air Command and the U.S. Navy were the airborne ELINT assets for the U.S. Beginning in the mid/late 1950’s the National Security Agency (NSA) starting taking more and more responsibility for collection – first in communications intelligence, then in signals and telemetry intelligence. The NSA ultimately built up hundreds of ground stations, satellites and aircraft manned by tens of thousands servicemen (under the cover of the Air Force Security Service, Army Security Agency and the Naval Security Group.)

The “Hot” Cold War
Remember the Soviet Union was a closed country. To collect the intelligence to answer its questions about the Soviet threat, the U.S. military resurrected the signals Intelligence lessons and skills we invented in World War II. Starting in 1946 ELINT aircraft had been probing and overflying the Soviet Union. SAC, the CIA, the Navy and our British allies flew modified planes called Ferrets around the periphery of the Soviet Union to understand their air defense system (the crews were called Crows). (What isn’t well known is that the U.S. and Britain flew planes on deep penetration missions into and across the Soviet Union numerous times – well before a U-2 spy plane was shot down over the Soviet Union in 1960.)

British Canberra PR3 - Overflew Kapustin Yar 1953

British Canberra PR3 – Overflew Kapustin Yar 1953

The Air Force adopted a cover story that these were weather data gathering missions. These flights were no secret to the Soviets, (given the sheer number of surveillance flights around the Soviet Union it’s surprising they didn’t need their own air traffic control system,) and they started to protest diplomatically in 1948. When our flights continued, the Soviets took direct action. In 1950, two months before the Korean War started,  the Soviets shot down an ELINT plane over the Baltic. All ten crew members were killed. This was the beginning of a Soviet policy to stop ignoring incursions. They would attempt to force the ELINT planes to land in the Soviet Union or they would destroy them. Every year through the the 1950’s and the early ’60’s the Soviets attacked and shot down at least one of our ELINT ferret aircraft. This was a deadly game.

pb4y-2 Privateer Navy ELINT

pb4y-2 Privateer Navy ELINT

We kept on probing their defenses convinced that it was in our national interest to continue. The low-level conflict continued until the height of the Cuban Missile Crisis when the local Soviet commander shot down a U-2 over Cuba. Both countries realized that a miscalculation could have been a catalyst for World War III and the Soviets stop attacks on U.S. spyplanes. (The Communist Chinese continued to shoot down U-2’s flown by Nationalist Chinese pilots until 1970, and the Soviet Union accidently attacked two Korean airline passenger planes in the Far East, one damaged in 1978 and one destroyed in 1983.)

During the Cold War 32 U.S. ELINT planes were shot down by Soviet pilots with 225 U.S. airmen killed. (The numbers vary depending on the sources you read.) Regardless of the number, this was a deadly shooting war.

Stanford and an emerging set of Silicon Valley startups would be deeply involved in designing the technologies, techniques and ELINT systems on these planes. Microwave Valley was about to take off.

Details in the next post, Part VIII of the Secret History of Silicon Valley.

He’s Only in Field Service

The most important early customers for your startup usually turn out to be quite different from who you think they’re going to be.

He’s Only in Field Service
When I was at Zilog, the Z8000 peripheral chips included the new “Serial Communications Controller” (SCC). As the (very junior) product marketing manager I got a call from our local salesman that someone at Apple wanted more technical information than just the spec sheets about our new (not yet shipping) chip. I vividly remember the sales guy saying, “It’s only some kid in field service. I’m too busy so why don’t you drive over there and talk to him.”  (My guess is that our salesman was busy trying to sell into the “official” projects of Apple, the Lisa and the Apple III.)

Zilog was also in Cupertino near Apple, and I remember driving to a small non-descript Apple building at the intersection of Stevens Creek and Sunnyvale/Saratoga. I had a pleasant meeting and was as convincing as a marketing type could be to a very earnest and quirky field service guy, mostly promising the moon for a versatile but then very buggy piece of silicon. We talked about some simple design rules and I remember him thanking me for coming, saying we were the only chip company who cared enough to call on him (little did he know.)

I thought nothing about the meeting until years later. Long gone from Zilog I saw the picture of the original Macintosh design team. The field service guy I had sold the chip to was Burrell Smith who had designed the Mac hardware.

The SCC had been designed into the Mac and became the hardware which drove all the serial communications as well as the AppleTalk network which allowed Macs to share printers and files.

Some sales guy who was too busy to take the meeting was probably retired in Maui on the commissions.

Your Customers are Not Who You Think
For years I thought this “million unit chip sale by accident” was a “one-off” funny story. That is until I saw that in startup after startup customers come from places you don’t plan on.

Unfortunately most startups learn this by going through the “Fire the first Sales VP” drill: You start your company with a list of potential customers reading like a “who’s who” of whatever vertical market you’re in (or the Fortune 1000 list.) Your board nods sagely at your target customer list.  A year goes by, you miss your revenue plan, and you’ve burned through your first VP of Sales.  What happened?

What happened was that you didn’t understand what “type of startup” you were and consequently you never had a chance to tailor your sales strategy to your “Market Type.” Most startups tend to think they are selling into an Existing market – a market exists and your company has a faster and better product. If that’s you, by all means hire a VP of Sales with a great rolodex and call on established mainstream companies – and ignore the rest of this post.

Market Type
But most startups aren’t in existing markets.  Some are resegmenting an existing market–directed at a niche that an incumbent isn’t satisfying (like Dell and Compaq when they were startups) or providing a low cost alternative to an existing supplier (like Southwest Airlines when it first started.) And other startups are in a New Market — creating a market from scratch (like Apple with the iPhone, or iPod/iTunes.)

(“Market Type” radically changes how you sell and market at each step in Customer Development. It’s one of the subtle distinctions that at times gets lost in the process. I cover this in the Four Steps to the Epiphany.)

market-type

Five Signs You Can Sell to a Large Company
If you’re resegmenting an existing market or creating a new market, the odds are low that your target list of market leaders will become your first customers. In fact having any large company buy from you will be difficult unless you know how to recognize the five signs you can get a large company to buy from a startup:

  • They have a problem
  • They know they have a problem
  • They’ve been actively looking for a solution
  • They tried to solve the problem with piece parts or other vendors
  • They have or can acquire a budget to pay for your solution

I advise startups to first go after the companies that aren’t the market leaders in their industries, but are fighting hard to get there. (They usually fit the checklist above.) Then find the early adopter/internal evangelist inside that company who wants to gain a competitive advantage. These companies will look at innovative startups to help them gain market share from the incumbent.

Sell to the Skunk Works
The other place for a startup to go is the nooks and crannies of a market leader.  Look for some “skunk works” project where the product developers are actively seeking alternatives to their own engineering organization.  In Apple’s case Burrell Smith was designing a computer in a skunk works unbeknownst to the rest of Apple’s engineering.  He was looking for a communications chip that could cut parts cost to build an innovative new type of computer – which turned out to be the Mac.

Lessons Learned

  • Early customers are usually not where you first think they are
  • Where they are depends on Market Type
  • Look for aggressive number 2’s or 3’s who are attacking a market leader
  • Look for a “skunk works” inside a market leader

Download the podcast here or here

an early version of this story appeared on folklore.org

Ask and It Shall be Given

Once I recovered from burnout at Zilog, I was working less and accomplishing more. I even had time to find a girlfriend who was a contractor to the company.  One of her first comments was, “I didn’t know you even worked here.  Where were you hiding?”  If she only knew.

What’s the Worst that Can Happen?
Our small training department had been without a manager for months and finding a replacement didn’t seem to be high on the VP of Sales list. We four instructors would grumble and complain to one another about our lack of leadership.  Then it hit me – no one else wanted to be manager – what was the worst that could happen? I walked into the VP of Sales’ office and with my knees trembling, I politely asked for the job. I still remember him chuckling as I nervously babbled on what I good job I would do, what I would change for the better in the department, why I was qualified, etc.  He said, “you know I figured it would be you to come in here and ask for the job. I was wondering how long it would take you.”  I was now manager of Training and Education at Zilog.

All I had to do was ask.

Zilog Correspondence Course Matchbook Cover

Zilog Correspondence Course Matchbook

From that day forward, in my business and personal relationships, I would calculate the consequences of a “No” for an answer against the benefits of getting a “Yes.”  The math said that it was almost always worth asking for what you want. And the odds in your favor are even higher, as most of your peers wouldn’t even get into the game due to some unspoken belief that in a meritocracy, good things will come to those who wait. Perhaps if you have a union job based on seniority, but not in any startup I’ve ever seen.

For entrepreneurs good things come to those who ask.

What’s Marketing?
As part of the sales organization, I thought I kind of figured out what the function of the sales department was. (In reality it would be another 20 years.) And I understood engineering since I interacted with them almost daily.  And since Zilog still had a semiconductor fab next door, I learned what manufacturing did in a chip company, as every training class wanted to see their chips being made. But the one group that had me stumped was something called “marketing.”  “Explain it to me again,” I’d ask.

After a year and a half of running training and teaching the new Z-8000 and its peripheral chips, I began to figure out that one of the jobs of marketing was to translate what engineering built into a description that our salesmen could use to talk to potential customers.  I distinctly remember this is the first time I head the phrases “features and benefits.”  And since I saw our ads (but didn’t quite understand them,) I knew marketing was the group that designed them, somehow to get customers to think our products were better than Intel and Motorola’s.

But Intel was kicking our rear.

One day I heard there was an opening in the marketing department for a product marketing manager for the Z-8000 peripheral chips.  The department had hired a recruiter and was interviewing candidates from other chip companies. I looked at the job spec and under “candidate requirements” it listed everything I didn’t have: MBA,
5-10 years product marketing experience, blah, blah.

I asked for the job.

The response was at first less than enthusiastic. I certainly didn’t fit their profile. However, I pointed out that while I didn’t have any of the traditional qualifications I knew the product as well as anyone. I had been teaching Z8000 design to customers for the last year and a half. I also knew our customers.  I understand how our products were being used and why we won design-in’s over Intel or Motorola.  And finally, I had a great working relationship with our engineers who designed the chips.  I pointed out it that it would take someone else 6 months to a year to learn what I already knew – and I was already in the building.

A week later Zilog had a new product marketing manager, and I had my first job in marketing.

Now all I needed to do was to learn what a marketeer was supposed to do.

MBA or Domain Expert
Years later when I was running marketing departments I came up with a heuristic that replicated my own hire: in a technology company it’s usually better to train a domain expert to become a marketer than to train an MBA to become a domain expert.  While MBA’s have a ton of useful skills, what they don’t have is what most marketing departments lack – customer insight.  I found that having a senior marketer responsible for business strategy surrounded by ex-engineers and domain experts makes one heck of a powerful marketing department.

Entreprenuers Know How to Ask
Successful entrepreneurs have the ability to ask for things relentlessly. In the face of rules that stand in their way they find a way to change the rules. (To an entrepreneur comments like, “you need an MBA, we don’t fund companies like yours, we don’t buy from start-ups, you have to go through our vendor selection committee” are just the beginning of a negotiation rather than the end.) Entrepreneurs are fearless, persistent and uninhibited about asking – whether it’s asking to assemble a team, get financing, sell customers, etc. or whatever is necessary to build a company.   If you are on the path to be a successful entrepreneur, hopefully you are already asking for things you want/need/aspire to.  If not, don’t wait.  Get started asking.  It is a skill you need to either have or develop.

Lessons Learned

Ask, and it shall be given you; seek, and you shall find; knock, and it will be opened to you.

King James Bible, New Testament – Matthew 7:7

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