Our Best Product Philosophy
President & CEO
I have always believed that the phrase “Jack of all trades,
master of none” was the best way to describe many of the solutions our
competitors have created to compete with us. There seems to be an all
to get as many checkboxes on an RFP as possible irrespective of the
the capabilities in the product in the real world.
If anything, with our VC-fed competitors, there seems to be
little appetite for trying out new ideas or for pushing the state of
the art in
identity management or information technology. How
boring is that? And, what a waste of time and
What We Have Been
Doing and With Whom
Over the last 6 months we have been working with our major
accounts and partners to create a new reality in identity management
and their regulators can get a much better understanding and a positive
verified control that works against all identities.
As with anything revolutionary, the ease of getting a new
release of a product with major new technology out the door can be
viewed as a
receding horizon problem. Just as you
think you are ready to ship, something comes up (new feature, testing,
scalability, etc.), that should “only delay the build for a few days…”
From a CEO’s perspective, the release of a new version of a
is a major milestone where a lot of elements converge such as bug
critical feature requests, performance improvements, and – most
interesting – the
incorporation of new features never requested or demanded by customers.
Pushing off a release for a few days, weeks or months, is a
tough decision to make, but in the big picture, what is the objective? Is the objective to make the maximum amount
of money possible, or is it to create a new and better future reality
Creating the Future
You might ask yourself why a company would implement
technology that was not part of a known customer requirement. In fact, such development would be
unconscionable for a VC funded or big software company because it has
business case… or does it?
Those of you that have met me or have seen me present are
probably aware that I am a software developer and actually use and test
our products. Yes, we have a staff, but I personally want to experience
experience – good, bad or otherwise with our products – especially
before you do. Being hands-on, I can see
what is wrong, as
well as what might be possible with current and future technology.
Consequently, as we are putting together new versions of our
products we are always saying “what if we did xyz…?” And, because we
beholden to a board of directors and investors, we can take the time to
implement new, cool features in our products with a few simple and
goals in mind: a) to make you, our
customer happy, and b) we want to provide you with real security and
coverage by leveraging the latest technology. The CPUs and disks in
servers may need to work a bit harder with each version of our code,
means that you get better coverage, stronger controls, and great audit
with less work on your part.
As a privately held company, we have the freedom to reinvest
the money you give us in R&D, development and testing of our
enhance your experience and to better protect your systems. This
exciting for us, motivating for our brilliant development staff, and a
for our systems engineers and sales staff because they always have new,
things to show you.
On the other hand, we receive calls almost every day from
venture capitalists telling us that we are wasting our money on
R&D, and should instead invest it exclusively in sales and
generate maximum sales and earnings.
In fact, one of our competitors said that they used to care
about their customers and the success they had with their products, but
only interested in making a buck – this is very sad and a testament to
funding has created a toxic environment.
A Final Postscript
Recently we were asked to comment on a melt-down
at RBS/NatWest and here too we saw the repeat of a pattern that we
tried to avoid: “the right way to develop”. In
a recent conversation I had with one of our
competitors, I was
discussing how we work in small teams and try to innovate on short
what is known as extreme
programming. Our competitor’s
position was that they were much better organized and were process
their development using the “proven techniques” that are now melting
RBS/NatWest. I think I will stick with
hiring really smart and talented developers in-house vs. developing
“right way” our competitors are using (which is to outsource their
We will soon be releasing
Enterprise/Random Password Manger 4.83.4 which is truly an amazing
work by our entire team. As we like to say, this covers everything from
copper to the application, and it really does, at fantastic scale.
It is more than a privileged identity management solution;
it is a new paradigm in general identity management (but, it is a hell
of a PIM
What do you think? Email me at: Phil@liebsoft.com.
You can also follow me on Twitter: @liebsoft
or connect with me via LinkedIn.