Lessons Learned: First 6 Months Running a Software Consultancy

reefpoints.dockyard.com

16 points·bcardarella··4 comments

Thanks for sharing - wonderfully insightful post

>> I've changed from the "anything goes" type boss to the "I'm going to be the asshole" over the past six months.

Is this really, absolutely necessary? I'm not sure I could/would.. but that might change once I get on with my start-up? I'm always for doing things differenly -- there are enough companies that "thrive" on a-hole management.

Maybe "I'm going to be the asshole" is too strong. I meant to say that I'm the guy that says "no" to things. I'm going to be tough on people about code quality and process because that is what we are selling our clients. I would hope that my employees don't think I'm an asshole but at times I realize I get annoyed and just say "this is how we're doing it"

Haha, thanks for clarifying, I see what you mean now..

Still sounds a little like micro-management (though you'd say quality assurance), which a lot of people (perhaps including yourself?) might find annoying (well, I do)

How do you find the balance there?

I'd like to add something to the mix for any up-and-coming consultancies around the world, especially in parts of the world with weak currencies. If you're struggling to find clients locally, you can always try your hand at reaching out to consultancies [with the philosophy of DockYard] that have a floor rate for client work. If something like $25k would do well for you but doesn't qualify a client for the bigger consultancy, try to form relationships to be an entity they can refer these potential clients to.

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