Sorry dude, looks like that is precisely what you are going to have to do. Don't worry about the board stressing; they can handle it. That's their job.
Focus on YOUR job: the success of the company. The board will stop believing you when you prolong this longer than you should have, actually making the situation much worse.
When you go to the board, GO PREPARED. Assume the board does not know anything. And treat it almost like a trial where you will get to present your side, and at some point, your co-founder will get to present his. In these cases, I like to open up a document and put down the facts in bullet points. When presenting, remain calm and stick to the facts, which when evaluated by a sensible party(your board), should have them arrive at the same conclusion as you.
Before you go to the board (you ethically should) let ascertain a few things.
Are you sure he's an overrate person or is it just that you don't see the value in his input?
Some where in the thread you mentioned:
> It's going to get real messy, especially since he holds all money, bank, passwords info
Some credit needs to go to an individual who has taken ownership for responsibility of finances, considering the amount of onus that falls on the need to maintain finances optimally for a start-up, this can also be really stressful. If he has mismanaged finances, that's another story.
If he has not mismanaged the finances and has taken ownership/charge of these affairs you need to reflect on why you did not opt to share the burden.
Some people don't like managing finances, nothing wrong with that, but they do need people who'd do it for them, even better if there is a mutual need to succeed. Anyone can be the best money manager in hindsight.
> the 3 employees we have today respect him a lot especially since he's an expert
Respect is very important. Sure, the article says that the Overrated person can establish themselves as an expert, but believing this without a doubt also means that you don't trust the judgement of your first three employees.
Not saying you're wrong, but there is a possibility that you need to delve a little deeper on why they think your co-founder is an "expert".
> following those rules in the article
Not all rules apply all the time. Also these are not really rules but situational observations.
> The only problem I see here is that he has more rapport with them (the board).
Was he instrumental in helping you raise funds? Could you have raised the funds with a 100% surety without him if you were a single founder? Would this rapport help keep the faith of the stakeholders in the prospect of your success?
Maintaining and managing peoples belief in an idea or the people executing an idea is no easy task. Are you sure he has a zero percent contribution in any of these? And again are you sure you could have achieved a 100% of past results without him?
> He actually threatens the company's success if I ever try to "sneak a move" on him
Why would you try to sneak a move past anyone who has as much to loose as you, or even if it was a fraction thereof?
How does he threaten the company?
Does he threaten to leave? If you want him to leave, this solves your problem. But, if his leaving threatens the company, you should probably reconsider firing him.
Discuss it very frankly with at least one board member you trust. Depending on their involvement with the business they may already suspect that something is wrong. Outline to this board member your concerns that Co-Founder is going to take this the wrong way and derail the business.
Discuss with Co-Founder the specific areas you feel Co-Founder isn't pulling his weight (it isn't okay, even if it's the truth, to say "he isn't doing anything"). Make an irreducible list: start with what are obviously his strengths, and then list the ways in which he is not playing to them. Make it inarguable and prevent it from turning into a personal matter.
Keep the focus on company not him. For the company to succeed, you need to accomplish XYZ.
Explain very clearly what his options are. You are not trying to screw him, but you are displeased with his input. You would like to amicably resolve this so that the board doesn't have to be involved, but failing that you will take it to the board and ask them to do their job by sorting it out. He can accept reduced equity and no day-to-day involvement, or he can kick up a fuss and you will move him on. Either way he should accept the reality that his involvement is coming to an end and that his decision now is how it ends.
Your board, if they have any kind of experience in running a business whatsoever, will know that this is one of a billion things which will go "wrong" over the four or five years it will take to make or break your biz. You can influence a lot in the way you communicate this event to them. It sounds to me like it's not truly a crisis but a significant opportunity for you to offload someone who is not contributing and reallocate capital to someone who will put in the hours.
My overriding advice is that you should not worry about this. Next time you start a company be sure to finalise your divorce before you finalise your marriage (i.e. very clearly delineate duties for founders and establish what success for your roles looks like), but other than running out of capital or not growing, very few things are disastrous for a startup.
Would you file for divorce based on an HN article about overrated spouses?
As others have pointed out, it sounds like he does do a fair bit for this company but you're blind to it. The one trick he's clearly missed is getting to this level of distrust with his cofounder. For that, though, it is not clear that you should fire him. Maybe he should fire you...
Elad Gil has written about this in depth about 12 months ago: http://blog.eladgil.com/2013/01/how-to-fire-co-founder.html
What, he won't even hold the whip? ;)
I'm pretty sure that "S&M" above actually refers to "Sales & Marketing", for anybody else who was... confused on a first read.
Additionally, there is a reason successful solo founders are rare. It is hard to found a company, especially without somebody who is 100% aligned with you (at least economically) the whole journey. I'd imagine that a situation where you start with 2 founders and go down to 1* makes it even harder, because you are like a single founder but with all of this stress you are accumulating right now on things that aren't related to making a great product.
Now this isn't to say that founder strife is something that doesn't happen in successful companies. It does. It is just the magnitude and early-ness of your strife seems pretty large. Making a successful company is really really hard, and you really want to put yourself in the best position to succeed. If you aren't in a good situation, and getting to a good situation doesn't seem likely, then just leaving and starting something else might be your best available option.
Note: I have no idea how large your company is, so this post is assuming your company is 2 or 3 people and is very early stage. If your company is doing really well or is much larger, this advice basically doesn't apply at all, because then "sticking with it" starts to look like a good option.
*: I'm extrapolating that you had 2 founders based on your post. If for instance you had 4 founders and were going down to 3 I don't think it would be as big a deal.
Is an employee agreement and vesting schedule in place?
Who reports to whom? You haven't mentioned formal titles/roles, but unless you're already final-say CEO, you'll probably need the board's support to oust him. You'll definitely want their support and advice, especially if adversarial steps to adjust equity or reorganize are necessary.
Talk to older mentors/lawyers who've seen similar situations.
Look up 'shotgun clause'; even if one doesn't already exist, a 'him-or-me' game of chicken might be resolvable with minimal damage/legal-risk using some sort of similar bidding/step-up-or-leave arrangement.
Maybe he's not pulling the weight, but like a movie the other day, a Washing Machine works hard, so what.
Think through if he's benefitting the company in his total contribution. If you want more from him, ask. If he won't do it, explain it's unacceptable and go to the board.
Like badclient states, it's going to come down to perception based on asserted facts. Those facts will be interpreted through the lens of relationships.
I have been through this before, I can help if you want someone to bounce things off of real time.
If you want to talk, drop me a line here and we can hop on the phone. I have a strong opinion on this topic: http://mattmireles.com/contact/
Don't talk to board about firing the co-founder, talk to the board about making the company successful. If that requires replacing the co-founder they are perfectly capable of figuring that out.
2. Talk to him. Offer him something in return for his shares (such as a large amount of debt which is only triggered if/when the company sees a liquidation event of suitable magnitude).
There hopefully will not be a step 3.
Could you quit and re-start? If you have employees, maybe they quit and follow you? Perhaps your investors would go with you too.
"When we started on this endeavour I was expecting you to behave/provide/take care of X and you are not doing those things that we agreed on (or the results you are delivering are WAY OFF the expectations that the company had on you). You cannot be part of this if you are not helping it getting better. I'm sorry but I don't want to continue with our business relationship."
Be honest (with him and with yourself), you DON'T WANT HIM and there's nothing wrong with it. The more transparent you are here, the better you'll come out of 'the negotiation'.
The negotiation: Wether you want it or not, he owns some part of the company, even if he had just been doing jack shit the fact that you invited him to your endeavour and you are still referring him as a co-founder means that he's ethically entitled to 'something'. Now, it's up to you to decide what is that 'something' that he deserves'; again, just be honest and talk about what would be fair for him to take.
Be honest! That's the only rule here and if he co-founded this thing with you (even though you knew he wasn't worth it, or didn't knew at all) chances are that you may be real-life pals; if that's the case, just solve it like pals, after all it's always better to have a friend than a dollar.
1) S&M? Sales and Marketing?At some point in the comments you mentioned that he's the financial guy in your team. I assume because you're writing this on hacker news you're the product guy. So I assume you're comparing his tasks with what you do day in day out.
I started a company with three other founders 6 years ago in Berlin. We had depressing times, but also great times. I left the company a year ago to join one of our VC and after 5 years I was the first to leave.
During those 5 years, I had moments were my co-founders didn't live up to my expectations. And the other way around with me. In retrospect I even think that two of us had a burn-out during the time (which results in exactly the behavior, described in the article you've mentioned) and because we had constantly re-invent our jobs.
And during the time were we re-invent our jobs, we're not that productive - or appear not productive - for some time. Give him that time, you'll need it at some point too.
2) You've started that company with him and you've raised funds. Congratulations, because at least your investors are thinking that you are a strong team - otherwise they wouldn't have invested in the first place.
From your ask and comments it sounds like your relation with your co-founder seams to be already hostile. For the sake of your company, you have to put aside feelings and put the interest of the company in front of everything. Which means your _ego_.
get some consultancy and figure out how to communicate on a professional level.
Someone mentioned to put up goals. I assume you have some, so try to reach them. If you don't need them then there is always the option to get another co-founder - maybe a more senior person - into your company.
With a vesting schedule in place, parting with a co-founder (voluntarily and involuntarily) is much cleaner.
So first off all, get someone to talk this through. Ideally someone who can give you an honest opinion, but any second opinion is better than none.
And second, after you decided to use the nuclear option, shelf it as a plan B. The nice thing is, almost everything is better than that. So you can plan with a lot more freedom, and you can play with a lot of risk. If it does not work out, then you just push the button and go nuclear. In your case, when you decided that there is only one of you left when the dust has settled, then you don't need to worry how you can work together in the future. One way to exploit this, you can be brutally honest. Perhaps you find a common basis again, or you go to your board.
it blows and there is never an easy way to dissolve such relationships. i had to threaten 'going nuclear', i.e. closing the business, to get him to leave.
Your first and only duty is to the welfare of your company.
More than happy to talk it through with you and let you know what worked well/didn't for us. Twitter: @MackMackTweet
How about this OP - who are you to fire your coworker after he got a cosy relationship with a board?
This is literally no better than firing an 'idea man' after they did nothing, except just bring an idea, set up a company around it, and code the first version.
Who are you to do that? If you were good enough to found and run a company by yourself, including raising money, you would be doing that. Where are all the companies you founded and ran by yourself in the years and decades you didn't have your current cofounder? Even if he showed up to work three days: one day when he talked with you and then brought a huge investment from a board that you couldn't bring, then 18 months later to sign some Series A papers with you after discussing them by email, and the third day he to sign the IPO documents before quitting, you should still STFU and thank your lucky stars you're allowed to get 40% of an actual company that he actually orchestrated for/with you, in exchange for nothing more than working there, much as you might for whatever salary "S&M" or "product design" is worth.
It's not your co-founder's job to work for you. Who do you think you are anyway? Go design a product or do sales at a big conglomerate if you want pay grades, or go found a company by yourself if you don't need the things you've already listed your cofounder as bringing, including a cozy relationship with a board.
If you can found a company and raise money for it by yourself, go ahead and give yourself a 2.5x equity raise up to 100% by getting the fuck out and doing so. enjoy 100% of what you feel is 100%, since you feel your cofounder didn't add shit to the mix, in your extremely personally centered opinion.
Everyone else here has it 100% wrong, IMO.
again, I don't know the full details of your situation but there is two sides to a story. Whatever you end up doing won't be pretty but talking is and discussing things hombre a hombre is the best approach.
If you convince them of your case, seek their guidance in approaching your board and other influencers. You should also seek advice from the company's legal counsel, he is obligated to protect your confidentiality. Also quitting or firing are not the only two options here, but I'm sure your legal counsel should know about this type of stuff.
If you wait to long, and your cofounder feels a threat, they may beat you to the punch.
After doing more than a million in revenue in our first 3 quarters and hiring a team of 15+, I was fired. A clause in our operating agreement allowed for this to happen, even with equal equity.
I encourage you to act quickly and very accurately in order to alleviate any risk of your partner taking action against you.
Good luck. I sincerely wish you the best. As messy as it gets, stay honest, stick to the points, and don't overreact in your defense. It will all work out as long as you diligently work to resolve the issue.
Communication is key in any relationship. If you can't manup and talk to them, you are part of the problem.
If after you two talk and there is no movement, then seek out other alternatives. But always try to keep an open line of communication. Sometimes the alternative is way too costly.
I recommend reading "The Founder's Dilemma's" to cover the other things you'll need to consider later as well prevent other, BIGGER, issues.
1. Your co-founder has the same level of ownership as you.
2. He controls the company bank account, passwords, etc.
3. His relationship with the board is stronger than yours.
4. Your employees like him.
5. He is aware of your desires and has made it clear he is willing to fight your efforts, apparently even if it means sabotaging the company.
Given these facts, I think it would be wise for you to consider what you can realistically achieve even if you are successful in removing your co-founder. You may find that the question, "How do I fire my co-founder?" is not the first one you should be asking yourself.
if you're a co-founder and all you have is options and not a significant chunk of real equity, i'd say the problem is not that he isn't pulling his weight, but you (that's you, not him) got short-changed for the amount of work you are doing. and you are probably upset about that.
if he's a CFO/money type that's been charged with fund raising, money management, records, dealing with vendors and HR, etc, his compensation (no actual equity?) is probably correct, or even under-valued.
in which case, if you go to the board, you are going to be forced into a position of justifying why you want an increase in compensation for your work, instead of lowering his compensation for the work he's doing.
these are the kinds of things you learn so that your 2nd and 3rd time around are easier.
After that, if I felt the same way, if I had enough money to survive a year without working I'd leave immediately, take time off, then prep for interviews and go for a better job. However this is very situation dependent, I am a single man with no (serious) responsibilities, ymmv.
My opinion is: you should not think of your current job as something terrible you must leave asap. Make some token efforts to change the working environment if you have the say in the management or try to fit yourself for a few months.
Trying to change job is good, but you should have a solid backup plan first because the odds are against you, you are more likely to fail than to succeed going by general statistics. So you need to plan for failure, you should not "all in" even if you have a year of saving to spare.
It's really possible to have a shitty job but a good and meaningful life. Job don't control you, I am the captain of my soul. However especially while we're young there is no reason to muster a good effort to get a good job. Basically if you have a shitty job, you can still do quality things with your life, there is much to one's life outside a job, unless you are at a slavery shitty job.
Our normal day jobs leave us plenty of room to define our lives in other ways - how we treat people, who we get to know, what we do in our spare time, what we see in life and our surroundings. Quality of life is more dependent on self than on external parameters. Irregardless of your peers and your product at work, you can believe in causes like FOSS and fight for it in your spare time, you can get involved in charity and community work, you can read and think and define your way of life, you can get to know people and treat them in different ways. The source of happiness to, variedly, helping other people, being part of something greater than yourself, feeling collective purpose, and other things in that ballpark and if we believe them, then all of those are possible in almost any kind of environment
Background: recently finished paying my university debt after 3.5 years. Started a new job 3 months ago, tried all what I said above but didn't work out but I made my efforts to change the working environment itself. Text above are distilled from all the conversations I had with my friends
If you were hired through a recruiter, the company that hired you will pay 15% to 25% of your annual salary in fee. In most cases, if you leave within 30 to 60 days, the recruiter will find your replacement for free. If you 1 day after the guarantee period, then the company that hired you have to pay the full fee.
Moral of the story, once you know you want to leave, talk to your manager. Be a nice guy.
Of course it was more difficult to find a new job since I had just started one but I was honest in my interviews and after 90 days I left for something else.
Trust your instincts.
These days, I'd probable be gone within a month of such a realization. Time to transition and move on.
In one case I left after about 3 months, only b/c I knew right away that my place wasn't in that particular environment, or with that particular team.
If you're asking due to relevant circumstances, what don't you like about the job, and how long have you been there?
Even if this was a Googlebot-only page, it still wouldn't be cloaking, as they're just showing a more search-engine friendly version of the same content that's in the annotation on the actual page.
I haven't seen this one done in years.
It would have been legitimate if the user saw the same content as the crawlers, but displaying different content to SE crawlers would definitely be bad.
If confirmed, this could turn a bad situation in to a ghastly one.
I think the 301s are actually their response to Google's ban hammer.
1. built-in blogging ... everyone and their brother has built a blogging platform for Rails. WP's blogging platform is a one-size-fits-all approach which usually means you only use about 10% of what it's capable of, so having all the extra cruft is just unnecessary. You want a simple blog in Rails?
rails g model Post author_id:integer title:string body:text
3. Sales-funnel and AB testing Mixpanel or Google Analytics will give you the funneling. AB testing can be done with your own solution to solve your exact problems, or check out the variety of gems that help make it easy: https://www.ruby-toolbox.com/categories/A_B_Testing
4. Social media marketing ... again throwing the idea around that you can click "install plugin" and have all your bases covered here is not very realistic. What do you mean by this? Automatically tweet or post to fb based on certain events on the app? Auto tweet/post your blog posts?
Either way, I'd argue against doing anything with Wordpress other than a static blog.yourdomain.com. You can rebuild ANY feature or plugin in the WP domain very easily in Rails.
You then decide what types of information needs to pass between the two systems. Instead of porting your entire frontend you simple build a few API calls and pull those in with WordPress.
when user is not logged-in, domain.com redirects to www.domain.com.
this setup saves a lot of time on static pages management and adds quite a bit of marketing power.
For the frontend, I'd recommend either just having very thin pages in your Rails stack that are fully or at least heavily cached that then ping your API, or relying on something like Jekyll to generate static pages that then do the same.
Eventually, when the project becomes larger and/if you start feeling pain points, you can abstract this frontend layer away from the stack into its own little app. You could also make it its own little Rails or Sinatra app that just serves basically HTML (again, heavily cached, since the dynamic content will come from the backend). I keep recommending keeping it in Rails or Sinatra just so you can use some goodies like layouts, easy caching infrastructure, you're already hosting rails, the asset pipeline.
As for your marketing site, I'd go for something that's hosted elsewhere, like Tumblr if you need a blog, etc. Just try to minimize the things you need to host and support yourselves.
I understand the appeal of the plugins, but its usually quite easy to work around, what plugins in specific are you interested in?
i.e. Which email marketing and sales plugins are you referring to?
Social media and AB testing are easy to implement in rails or most frameworks for that matter.
That's what I use for my laravel apps.
The truth of the matter is that making a rails app that covers the flexibility that Wordpress allows (including things like Yoast's seo plugin, for instance) is just infeasible in Rails. The newest update to Wordpress is also quite beautiful.
I've been building on Rails and Wordpress for a while now, and have yet to see a full featured solution to flexible content management that equals or surpasses WP. I have yet to see something that makes data transformation and api creation as easy as rails does. (These are gross overstatements, but the point is that the two tools are very different in key ways, and can be used to complement each other if those differences are respected.)
The next step is identifying the tools you wish to solve problems with (of which there are several when people think Designer):
- Graphic/Visual Design: Key concepts to learn are the Layout Principles, Art Principles (Shape/Color/Contrast/Proportion), The Gestalt Principles (Continuation, Proximity, Similarity), Color theory. All of these aid a viewer/customer/user in navigation or action. DO NOT CONFUSE WITH GRAPHIC ART.
- Interaction Design: Key concepts are Goal-oriented design, personas, basic cognition etc. All of this can help you design a better transaction between a user and your project, or make a more learnable system through action. This is a pretty broad field with deep reaching repercussions if used effectively.
- User Experience Design: Very much related to the prior subjects and relies on them heavily, focuses more on the final results of the transaction and less on its construction/execution. Ultimately should satisfy the question, Was the experience positive, and will they return?
Another very important thing to realize is that each of these areas have principles, systems, tools, and patterns much like the things an engineer may already know. This is not a discipline of fluff and touchy-feely creativity where answers are plucked from the ether or some magic hat. I feel that making that clear when Im teaching someone new to the discipline makes the entire thing less daunting since its a rational process and not a talent based pursuit
I hope this helps!
To me, it's the same as anything else. Practice, Practice, Practice. I've been doing this for 2 years now and I've started to develop my own designs without needing a template.
Even just looking through what designers are doing is a great source of inspiration.
You're not, ex nihilo, going to create within yourself some sort of relentless will to create. Worthwhile endeavors are hard. Becoming more fit. Building a product or company. These goals aren't fully achieved in one inspired surge of energy. And our brains seem to be wired towards amusement after our basic needs are met. Intentionally doing hard things is the evolutionary equivalent of repeatedly touching a hot stove; your brain's going to keep telling you to knock it off.
So, you've got to take advantage of what we know about our brains to "trick" them into doing work. Here are a couple things to read that might help you figure out what "hack" will work for you:
1) http://www.nytimes.com/2012/02/19/magazine/shopping-habits.h... is an article about shopping habits, that contains a couple of interesting gems about how companies actually do the same thing ("hack" your habits) in order to bring about desired consumer behaviour. It's adapted from the book: http://charlesduhigg.com/the-power-of-habit/ which I haven't read but suspect just has many more examples.
2) http://www.wired.com/magazine/2011/06/ff_feedbackloop/all/. Figure out a positive feedback loop that you can take advantage of. For me, when I was working on a book, one thing I did was build a script that would count the words, make a note of the count in a journal, and post an update of my progress to my Facebook wall. I'd get encouraging comments from my FB friends, presto: positive feedback loop. Related: What gets measured improves. What gets measured and reported improves again. I'm not sure where I'd heard that quote, but its proven true for me.
3) Along those lines: "Don't break the chain". http://lifehacker.com/5886128/how-seinfelds-productivity-sec....
Good luck. It's a lonely lot of work becoming productive.
Here's a link: http://www.youtube.com/watch?v=D1R-jKKp3NA
I still allow myself time to relax/slack off, but if I had intended to only watch a few episodes before getting down to working on something I'm passionate about, and then have the urge to just do the easy thing and keep watching instead of doing whatever I'd planned to do, I remember that my time is slowly running out and if I don't take steps to achieve my dreams now, then I will likely never achieve them before there's no time left.
This applies to everything in life, not just work. Travel, falling in love, learning new things--you name it--everything is affected by how limited your time is. Time and your body (there's a direct relationship between them) are the most limited resources you have, and even if you strike it rich you can never rewind the clock. This is what motivates me more than anything else to get shit done. On a related note, once you realize just how limited your time is, you realize how pointless it is to live your life for other people or be constrained by dogma. Anyway, at this point I'm just rehashing the speech, and Jobs says all this much better than I do. If you haven't seen it yet, go watch it. If you have seen it, go watch it again and listen very carefully to what he says.
Yesterday, for instance, I sat down and coded for a few hours, when I could have been out drinking with friends. The surf looked crap, but I decided I wanted to get out for a surf just to get my head away from the code for a bit. Turned out to be a great and unexpected session. My small reward for doing my work.
Fanatical resolve sounds less than desirable, I'd far rather settle for 'consistent'.
If you're interested in building a company it will take several years to decades; take your time.
I hope to do more networking to score more freelance work to continue to be a freelancer.
And a vacation. I need a vacation, now!
Other than that, Rag Genius has a... polarizing... management team that engaged in blackhat SEO techniques (buying links to attempt to bost pagerank with payment in the form of Tweeting about the link provider's website from a high-follower Twitter account) to boost their Google ranking and has received an appropriate punishment (in line with what Google has been doing for years now).
What Rap Genius did is why SEO companies exist. I've never been able to tolerate them for the reason that, for a price, you can "game" the system and rank higher even if your content is no better. In the long run, this type of behaviour is dishonest and damaging. By making a great example out of Rap Genius I think they've put it out there very clearly that you will be punished if found doing this like this.
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When I was working on Tacocopter, we used 8-CineStars from Quadrocopter. They were originally designed to fly pro cameras, so they have an incredible payload, great flight characteristics, all carbon fibre, etc. Downside is they're very expensive.
Most of our development was in the software, so we wanted a hardware solution that "just worked" Dealing with DIY motor controllers that can burn out really slows down the process. Aside, if you end up using the MicroKopter platform, I reverse engineered a lot of their serial protocol for our telemetry stack-- check it out on Github.
The cool thing to me about MAVs is they essentially become a flying computer. For your friends, I would pick the one that has enough power for decent acrobatics+payloads, but more importantly the easiest software development stack. Stuff from 3DRobotics is a good starting place.
The biggest benefit is that it lets you build your piloting chops without a huge financial risk. An acquaintance of mine is working to get drones into the hands of professionals who aren't interested in becoming drone experts (Realtors, etc), and he uses the Syma X1 to train folks before giving them the keys to larger, more dangerous and expensive drones.
Both are android users and prefer open-source hardware and software. The Parrot AR 2.0 looked good at first, but I'm unsure as to the level of community support for the android software.
They are also very skilled at low level programming, so some of the newer Linux based drones are appealing.
If you have lots of time on your hands, though, you could build your own with ardupilot: http://ardupilot.com
Unfortunately it will be limited in its power, unless you do an extensive engine and frame mod as shown here http://www.youtube.com/watch?v=KESy--N6ags
The 3DRobotics Iris is an exciting new product that represents a more flexible, pro-amateur level tool. They're made to be put to work, not flown like a remote controlled helicopter, so you'll find good support for programmability here.
On the other hand, it's almost $1k fully built out, compared to half that for the Parrot.
Or build an AeroQuad: http://aeroquad.com/content.php?s=9af9c997f8aed9a3ad958e32bf...
There's a lot of specific distinctions between piloted-flight versus autonomous ('drone') as well as size restrictions and such. First-person view (FPV) requires a second pilot using grounded line-of-sight, as well (http://www.modelaircraft.org/files/550.pdf).
I'm by no means trying to discourage you, just know if something might be a federal offense!
So please, stay away from the factory drones, folks.
Forget amazon, that's not a place for hackers...
But beware of the hidden costs in Radio-Controlled flight - it's never a cheap date...
Software development and public policy are both (largely) about solving problems by designing new systems or improvements to existing systems (while this is more the systems analysis part of development than coding, per se, a good programmer is, of necessity, at least a competent systems analyst, and the problem-solving-with-systems aspect, IME, is what makes programming interesting to lots of people in the field; coding is just the means to the ends.)
So, while I don't think those correlations are all that universal, I don't think its surprising that there should be some degree of correlation between programming and writing skill or between programming and interest in politics (particularly, in public policy).
I hope he learns how to write code (if he doesn't already) because it would be great to see this type of thing implemented as a web-based game.
I'm not quite sure how the battles go down.
You pick an attack method, and the # is subtracted from your opponents HP score (possibly x2), and then they do the same?
What happens if they are still both "alive" afterwards? You just move to the next player?
And how do you win? Just be the last player with a live character?
Great work Gregpilling Jr, keep it up!
(seriously, joking! :)
Will print this and play with my godson tomorrow (13)
Where can I submit balance issues? :P
Artwork looks really nice how was that done?
Relaxing, isn't it? That's because where your breath is, you are. You are home.
The only home you truly have is you, and it's only a breath away.
How is your core strength and flexibility? If you press down on your abdominals, do they feel stiff an painful? Or toned and stress-free?
I ask because muscular tension can originate far away from where one may experience acute symptoms. Often learning to massage and exercise core muscles and the lats can address tension in the shoulders and arms.
run your wrist under warm/hot water. That'll help for about five minutes. Not vey long, but it does help.
sleep with these on (one for each hand, obviously): http://www.amazon.com/dp/B0057D7YWM
And lastly, take as much time off from work as possible. Don't injure yourself for the sake of advancing the needs of money grubbing, egotistical 20-somethings.
While I'm not in your situation, one thing I can say is that I know lots of people in physio in SF for occuptational as well as non-injuries and your insurance ought to cover the bulk of it.
It sounds like you're worried about the company frowning on you taking advantage of your health plan so soon after joining. Please don't - even the most callous HR drone would surely recognise that RSI can be debilitating to any engineer. Also, any medical stuff goes through your HMO or PPO and your employer, AFAIK, doesn't ever see that (seems like it would be a liability for them otherwise but IMNAL).
Lastly, if Facebook is anything like my company, there will be tons of recommendations for occupational therapy peopleso you will be able to get good advice for who to see down here. Check the internal wiki / secret employees-only Facebook clone / etc. :)
> "If that happens before I've proven myself as a good engineer, I won't feel like I deserve seeing doctors or going > to appointments on facebook's dime."
I certainly hope this is not the attitude that most companies take to your well-being: RSI is almost an occupational hazard for tech workers, and it is absolutely in everyone's best interests to try and ensure that you're pain free.
If it does crop up, please don't hesitate in at least talking to people around you and getting a sense as to what the best options available are. Good luck!
Influence: Science and Practice by Robert Cialdini
$100 Startup by Chris Guillebeau
Anything Your Want by Derek Sivers
The Monk and the Riddle by Randy Komisar
Are You a Stock or a Bond? by Moshe Milevsky
The Most Important Thing by Howard Marks
Antifragile by Nassim Nicholas Taleb
'Hackers and Painters' by Paul Graham
'Virtual Reality' by Howard Rheingold
'Stack Computers: The New Wave' by Philip Koopman
'Thinking Forth' by Leo Brodie
'WIMP Programming for All on Acorn RISC Computers' by Lee Calcraft and Alan Wrigley
'Frank Herbert' by Timothy O'Reilly
'Modern Painters: volume 1' by John Ruskin
'Aratra Pentelici' by John Ruskin
'The Art and Craft of Drawing' by Vernon Blake
'The Romance of Leonardo da Vinci' by Dmitri Merezhkovsky ('romance' in the old sense of 'biographical novel')
'Prehistoric Avebury' by Aubrey Burl
'A Canticle for Leibowitz' by Walter M. Miller
The Tartar Steppe, Dino Buzzati
True Grit, Charles Portis
Thoughts, Marcus Aurelius
Its not all about me, Robin Dreeke
The unwinding, George Packer
Lives of the Laureates, William Breit
AntiFragile, Nassum Taleb
On Intelligence - Jeff Hawkins
How To Create A Mind - Ray Kurzweil
The Language Instinct - Steven Pinker
The Origin of Wealth - Eric Beinhocker
The Signal and the Noise - Nate Silver
The Money Culture - Michael Lewis
Knowledge and the Wealth of Nations - David Warsh
Smart Machines: IBM's Watson and the Era of Cognitive Computing - John E. Kelly III and Steve Hamm
The Idea Factory - Jon Gertner
Winning The Knowledge Transfer Race - Michael J. English and William H. Baker
Wellsprings of Knowledge - Dorothy Leonard-Barton
If Only We Knew What We Know - Carla O'dell and C. Jackson Grayson
Started, but haven't finished yet:
The Discipline of Market Leaders - Michael Treacy and Fred Wiersema
Marketing Warfare - Jack Trout and Al Ries
Naked Statistics - Charles Wheelan
Wiki Management - Rod Collins
Antifragile - Nassim Nicholas Taleb
Capitalism: The Unknown Ideal - Ayn Rand
NOS4A2 - Joe Hill
The first four books in the Sandman series by Neil Gaiman
Innocence - Dean Koontz
Deeply Odd - Dean Koontz
Doctor Sleep - Stephen King
The Black List - Brad Thor
Most of The New Lovecraft Circle - an anthology of Lovecraft mythos stories by contemporary writers
And started re-reading Asimov's Foundation last night. I've read the original trilogy before, but this time I intend to read all seven books. But I'm starting with Foundation and going to the end, before going back to the prequels.
I think the noise in a simple upvote action is too much for any legal meaning though. You can't tell if somebody upvoted for agreement or humor (poe's law) or upvoted out of friendship (voting rings) with no cares at all.
On Facebook, we know their upvotes ("likes" they say) are used for tracking and manipulating everything you do informing your news, tracking you across the webternet, logging your interests. But, there too, the upvote is ambiguous. If you upvote "X died" does it mean you like that they died or you you're showing compassion?
Now, with Slashdot moderation, user upvote could be more useful assuming the user isn't lying, but nothing supports slashdot-like moderation anywhere else. Ain't nobody got time for quantized sentiment decisions.
Sadly, it seems that the key takeaway (the importance of customer support) was lost upon the Coinbase staff. Based on the last response, its clear that they have not learned their lesson.
I recommend pulling all money and BTC out of Coinbase before the next crisis. And I say "next crisis" because there is no indication that steps were taken to rectify the underlying issues here. For example, as speculated in both threads, do they need to move off of MongoDB?
Fix that even before fixing the reconciliations...
I never bought through Coinbase, but I did sell some coins there recently for like $7k. They deposited the $7k in my bank account twice, and then a few days later took the extra $7k back.
So although ultimately it all worked out fine, they do seem to be ridiculously reckless in their dealings with thousands of dollars. I can't imagine my bank doing something like that. Made me very wary of dealing with Coinbase in the future.
Scary, if true.
"That guy must have been one of our extremely high volume VIP users or something in order for something like that to have happened."
That just does not sound right. And it's not the first time he's tried a sockpuppet account .
Well, he did so by raising a public fuss about it, that much seems obvious. The OP of this thread seems (quite reasonably) to be attempting to achieve the same outcome by the same method.
Taking this OPs claims at face value, it seems like the support person quoted was trying to be helpful (or at least empathetic). Unfortunately, on a basic customer-service level, the response fails spectacularly.
I fail to believe that a company such as coinbase would neglect to have some mechanism where staffers can escalate support tickets (as is apparently being claimed). Jeez, it doesnt even have to go directly to the CEO skipping all intermediate steps: just bump it up the chain!
That CEO intervention should be necessary to achieve basic customer satisfaction is crazy to begin with. Either empower the hierarchy to solve problems, or give them access to someone who can.
OP did you try emailing firstname.lastname@example.org directly? (Im not revealing any information here that a quick googling doesnt).
<some phone shit right here>
Edit: <we actually did our job and made it work. we also gave you 0.01% on top!>
Just don't use them and protect your hard earned money.
First thing in support is, YOU are the face of the company as far as the person you are in contact with, can see.
Second thing is, if you don't know, don't guess; tell them you will check into X and get back to them about it.
Third, empathize with the person - wouldn't you be worried over the disposition of $10K if you took it out of your bank account and then had problems getting what you ordered?
OP tried to solve it without making a fuss, without causing trouble for CoinBase but they couldn't help him and they didn't want to help him. Now he is creating negative press (exactly what you don't want) and see the response from last night. CEO probably comes in and saves the day.
The problem is that the people who 'behave' will get shafted, and those who seek 'social media' will get a prompt resolution.
That is a disappointing trend that with Twitter/Facebook only became worse (before those it was mostly threatening with consumer advocate programs on TV). Try it yourself, send an e-mail and a tweet to a company. E-mail gets a reply within 48h, twitter within 1h. Companies are creating their own monster this way....
moreover, as soon as you attach the word 'exchange' to your service you immediately set an expectation in the consumers mind that you will provide a similar level of service/liquidity as that which they would receive if they were working with a real exchange operator.
coinbase currently lists a team which has zero experience in the exchange operations world. the closest they come is a guy who did some foreign exchange trading at GS.
net-net they have a looooooong way to go to get to being a viable exchange in the traditional sense of the word. and that's before you get to the whole topic of whether or not bitcoin is really something that will be a viable exchange model asset. that has yet to be tested outside of a very, very small base (relatively) of ecosystem participants..
2. Better Business Bureau.
3. Federal Trade Commission.
All of these are better options than whining on some Internet forum.
What have they spent that money on?
Coinbase has been kind enough to resolve the issue with 10 bitcoins being delivered nearly a week late. But I'm not sure why 2 bitcoins disappeared from my account and they have yet to acknowledge the issue.
I have no interest in Bitcoins. Is someone gaming HN ?
As a prototype (I'll be throwing this code away) this approach works well enough to simulate how the real app might work. Mimicking some of the conventions I'll be using later makes the transition easier.
I avoid a CSS framework when prototyping. I might pull in jQuery if it's essential.
I guess I have to make a gay dating site now?
[I'm giving away whereisedward.com, which is more or less working as intended at the moment]
likesecret.com, mixtapes.io, mealguru.com, happyhot.com, bigbang.com, homies and roomies.io, lllllllllllll.com
Then there's cultclassic.xxx
If you're giving a domain, ask the recipient for their NameCheap username, and the authorization code from their push settings (My Account => Manage Profile => Push Settings).
Then go to My Account => Manage Domains => (click the domain) => Push Domain To User
If you're receiving a domain that's already on NameCheap (in the whois info, it'll show with Registrar "ENOM, INC" but -- further down... -- with Reseller "NAMECHEAP.COM"), you can speed things along by providing your own username and authorization code.
While I will give away the domain names that I committed, I don't think I'm going to accept any of the domains that I've been matched with.
If anyone wants:
... you can contact the current owner and see if they'll give it to you.
Okay, you really are right. Thank you. I will go drink christmas ales and listen to my family's bad jokes. Hope you all do the same :)