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LEADERSHIP
In 2011, as we continued to miss our sales projections, we got a surprising lifeline: a Fortune 500 company offered to buy our software. It would be a multimillion-dollar deal, almost a hundred times bigger than any previous contract. And it was coming at a moment when bankruptcy seemed right around the corner. It couldn’t have been better timing.
Or worse—depending on how you see it.
The prospect wanted us to fully customize our product to suit their very specific needs. We’d go from having a solution that could be used by anyone to one that worked only for a single company. That was counter to our business model. We wanted ...
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