Bridging the Gap

According to researchgate.com 57% of software engineers programmers are introverts as opposed to only 50.9% of the general population. 67% of programmers would rather appraise the facts of a situation than try to intuit their way through it. 81% prefer to think on a topic instead of introspect on their feelings about the matter. So what does this all mean?

If communication is difficult, communicating with programmers is at least doubly so. Traditional businesses who try to formulate a software division in order to meet their own needs tend to focus on the team initially, but soon treat them as mushrooms in a dark closet. This is typically A-OK individual developer, as programmers don't like noise. I don't mean noise like Nicky Minaj or Skrillex. I'm talking about mandatory meetings, team building exercises, group projects, and continuous interruption of their Flow. But managing programmers is an affront to this, because detailed information feedback is required all the time. The secret is that good programmers incorporate code versioning systems into their everyday workflow, and these systems provide everything one needs to effectively manage a team: the name of the developer working on a task, the changes which were made, the date of the changes, the motivation or reason behind the changes, and (if the project structure and social order are maintained well) the ID of the task itself. All this information is a figurative gold mine for project managers to utilize, but this information is largely discarded by non-programmer managers of programming teams because it's simply too much and in the wrong format for non-programmers to understand.

A good software team manager has to speak both "languages". He needs to know the requirements of the product owner to communicate to the programmers, and (arguably more importantly) he know the tools of a programmer well enough to interpret the information about a project and communicate it back to the product owner. That is the primary expertise we bring to the table with our clients: we can turn business needs into business solutions.

So, here's Mershon Enterprises, a Bakersfield software company built on modern principles of design. We all work remotely and we have practically zero overhead, but what our potential and existing clients need is a traditional business face that they know how to approach. Mershon Enterprises chiefly uses Slack for topic-oriented discussion, and we occasionally text message each other. But our clients understand email and phone calls. So, we host our own email system and phone system, and we're subscribed to Twilio for about a dollar a month to get a local phone number. We have a swath of programmers, yet clients deal with the same representative for the entire life of their project. We put forth the effort to bridge the gap between traditional business and the modern age so that you don't have to. This gives both parties the ability to focus on what we do best.

What is Mershon Enterprises?

I feel like I should start this blog out with some insightful quote or anecdote about how today I woke up to take on the world. The fact is, that sort of marketing buzz-wordy nonsense isn't me. I'm real me all the time. For instance, right now I'm holed up in Starbucks clutching my still almost-warm tall drip, I'm a little bit chilly, and I think my pants might be a bit too tight these days. So, try and take me at my word as I change subjects.

Mershon Enterprises is a Bakersfield, California software startup. It was founded as a reaction to the business culture in the San Joaquin Valley. When I say that, I'm not just talking about my previous employer; it's hearsay, but I have friends who worked at many other firms and they all share the same stories. Businesses here tend to survive with a persistent mindset of anti-competitive lock-in, fire-fighting as a way of life, and (what I'll kindly coin) "legacy business methodologies" which drive the creative minds to the nearest competitor in a hurry. The engineering firms in particular are have a lot of employee swapping back-and-forth, the technical servicing firms are all struggling to keep up with the ever-changing demands of the larger corporations (Aera, Chevron, Grimmway, and Paramount Farms).

Technology (particularly software) is built on rules of efficiency, order, and transparency. Agile and Scrum are all-the-rage in the tech world, and create great conflict when placed in direct conflict with these "legacy business methodologies". Core concepts like "sprint" become a verb, as in "just sprint through this task so we can handle this other thing that just came up this morning." The role of the Scrum Master gets contested, then slowly eroded away until the Product Owner subsumes the role, and turns the holy trifecta of the daily standup ("What did you do yesterday / What are you doing today / Are you blocked by anything") into a twice-daily hour long pep-talk on the merits of just make it through today and we'll start planning tomorrow how things will be better. The people behind Mershon Enterprises are ready to move on forward from legacy business, and I'm willing to show you how we plan to do that, through this blog (and probably the next).

Mershon Enterprises is not a service company (at least, not in a traditional sense). Service companies traditionally aim to integrate and entangle themselves into your business, and get you comfortable with the idea that you need them but they will always be there to support you. It's a successful business strategy short-term for certain, but the caveat to this approach is it makes their business fully susceptible to the rules of your business. Given time, they are made to follow an amalgamation of all the policies of the larger companies which feed them (yours and your competitor's), until their business model closely resembles a Frankenstein's Monster of all their clients combined. This isn't sustainable beyond a few years, which may explain why some of the business owners of companies like this tend to sell or re-incorporate every 5-10 years.

So how are we different? Mershon Enterprises doesn't want to be entangled with your business; we want to write great, maintainable software, and then get out of your way. True, we chiefly do custom software development in Bakersfield (and surrounding areas) right now. We're doing this to learn the needs of our market first, so we can eventually pivot into building software products. We employ skilled software professionals who understand that the future of business is automation, consolidation, downsizing, and solving the technological problems while leaving the social ones firmly in the hands of capable individuals.

What I'm up to

So it's been another 3 years since I blogged anything worth sharing. Since then, my son was born and has grown into a brilliant little toddler, we built and moved into another home (and I became a landlord to the old one), I took some calculated risks that should've paid off sooner based upon excellent market data but for our corrupt politicians and lobbyists interfering, and some less calculated but logically sound investment strategies, I left my previous employer of 6.5 years, I revived my personal life, and most recently I have co-founded a Bakersfield Software Company, Mershon Enterprises.

Being a parent is difficult just about any day of the week. For instance, right now my son has a cold and he's feverish. Any parent will tell you that by itself, that's nerve-racking beyond compare. BUT, pair it up with the added responsibility of keeping a minimum number of billable hours per week (and oh-by-the-way I don't have a boss to remind me how hard I need to be working), and life can get pretty stressful. Luckily, I'd planned for this. Before quitting my old job I saved about 6 months worth of living costs on top of my brokerage account, so money hasn't exactly been tight but it's still of daily consideration. So I cheerfully advise that if you want to start a business, set money aside and diversify the hell out of it.

A solace I've found with my new routine of 7-noonish weekdays at the Starbucks down the street is I have a lot more time to get a little lost in my head and think about what it is that I've done and am doing with my life. My old job was ostensibly safe and stable, but I wouldn't have quit unless there were more things I disliked than I liked. Paychecks are great, but if you have to face having your ideas continuously rejected by your managers, being forced to keep all time third-party billable but not having a marketing team to back you up, being locked into a vertical market where you can't compete and not being allowed to spread horizontally, and being forced to adopt anti-competitive business strategies in the attempt to lock-in repeat business, and you can maybe see what I left. Things with my company currently are (and I hope will remain) substantially different and better for me. I work when and where I want, I can freely approach potential clients and employees I want to work with, and if I want to enjoy the better part of my day sporting a mohawk and pink spandex, nobody's going to send me home.

Fact is, I'm already a lot happier and things are only just beginning to go my way.