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cashed out, stepped off the board and went on to other things. And plus, he was not a business guy, he was an investment analyst. So there were some people that were somewhat helpful, but nothing like what I would have liked or what exists today. I try to give back now and help other people try to sort through stuff. I m also much clearer about my values, and have been for quite a while now. I think business at all costs is just wrong. I think there are certain things that you just don t do, and that acting with integrity and decency in business to me is just a given. I simply don t compromise on those things. When a person has those types of values, you have to be careful what type of project you undertake, because as soon as you undertake a project and you have those values, you re just going to be so conflicted you won t know what to do.

Livingston: What advice do you give to people who want to start startups Kapor: It depends on what type of advice they want. You can t tell people what they don t want to hear because they won t care and it s just a waste of breath. And everyone comes in with some kind of agenda. I like working with entrepreneurs who have a compatible set of values and are inspired by a vision and are passionate about some piece of disruptive technology who are going to create something that actually has value for people in a way that can be a game changer. That s sort of my sweet spot. But every project is different, so the specific advice needs to be customized. The most important thing for me is, I don t want to work with someone who says, Just help me make the business be more successful. I want to work with entrepreneurs who are personally passionate, committed, and believe in what they re doing. Not all entrepreneurs are like that. Some people may be just as happy selling canned tuna Just show me an opportunity where I can make money and I m going to go do that. You think Mark Cuban really cared about what they were doing at Broadcast.com This is not to criticize him as a businessman I m just observing but I don t think he had a fundamental passion about that business. There was an opportunity, he saw it, he built something, he sold, and he cashed out at the right time.

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Kapor: Yes I think Sachs and I saw it the same way We figured out a number of things very early on that became conventional wisdom I m not sure that we were that much smarter than anyone else But we had the requisite smarts and we were in the right place at the right time So this developing close to the target machine and having code running, it seemed obvious once you looked at it that there were enormous benefits to it The reason it wasn t obvious is that the machines were barely powerful enough to do development on Typically, the systems you develop on could usefully consume a lot more computational power than what you might actually need in the delivery platform, and so that s the argument for doing the development not on the target platform.

A Clipper for Windows was under development even before the sale, and I got a contract to write a book about it The product had some beautiful aspects but was buggy beyond belief The book got published, but the product went nowhere, and I lost a year developing code for a failed product And that was the end of my second company Once again, I closed the doors before having to declare bankruptcy, although this time it cost a house and a marriage After that, I retreated into contract programming I became an expert in Microsoft Access first, then moved into Microsoft SQL Server I continued to write for various publications while also doing contract development, with no thought of creating another package and another company to sell it Which is how I got into, first of all, Access.

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