Root: I do not blame the Solms team for what went on before he got there. I have criticized him for setting goals with timelines, standing by them when it was clear they were not going to materialize--as a little too similar to what the past administration did. I have wondered why he would have even gotten himself into that position, knowing the history.
Please provide quotes from CC's on timelines set as I don't believe they were ever stated. Implied perhaps as in a $9.9m raise leaving until about the end of 2015 otherwise finances would be running thin. Solms has been careful to not make forward looking predictions. So no I don't agree Solms' posturing "is a little too similar to what the past administration did".
I appreciate and have noted the positives of the Solms regime--the pruning of diseased deadwood, the shuttering of family adventures that sucked out resources without the potential to contribute revenue and his firing of the old sales team and replacing them with eager beavers.
Imo "competent" would be a more appropriate description. Consider as well that selling to large customers requires a different skill set than SMB, and Wave needs both.
You seem to think the "transition" from SMB to large enterprise is simply a matter of time. I think the lack of sales is something far deeper and darker--reflective of a problem with the product itself--as evidenced by the many companies who have tried and rejected Wave, or simply shunned them in the first place.
Not quite. I am able to contemplate failure although knowing what I know of the product and what it competes against I don't believe there is a deep-rooted issue with it (VSC 2.0 and other products) other than ongoing engineering tweaks like other enterprise networking products.
I appreciate the kind words you do offer. I look forward to connecting on a more positive level pending Solms' plan coming to fruition.
