The following post doesn’t really fit in line with the normal spirit of the blog, simply because it’s not funny nor directly related to technology. It’s called Business 2.0, as it relates to the ever problematic question any business owner has: “When should I grow and how?”.

As you may know, I’ve been a freelance Asterisk Platform developer since early 2003, turned to freelance development (Penguin for hire) around April 2007. Since that time, I’ve built systems and platforms for some of the better known brands around the world. Be it working directly with the customer or through a 3rd party (as a sub contractor) – I can easily say that I’ve completed over 120 different large scale projects within 3 years time. Now, when I refer to projects, I’m not referring to installing PBX systems, I don’t do that at all – I’m referring to highly complex application level development, creating some of the most innovative Asterisk based systems I’ve ever seen.

Image via CrunchBase

Image via Wikipedia

Putting aside everything, finalizing a rough estimate of 40 development projects on a yearly base, most of these performed solely by myself is a fairly challenging task. Sure, at times I’ll outsource some work to other freelancers like myself, specifically in fields where I’m not all that fluent (Database, Web Development, UI) – but yet, doing that means that I’m conducting 3 – 5 projects on a monthly basis.

After doing so for 3 years now, I can’t help but start thinking about expanding my business, taking it to the next level by hiring more people and building it up to a new level. Question remains for this: “How? What is the natural track of expanding your business?” – of course the simple answer would be: “Just hire another developer or two, and start doing more sales” – it’s not as simple as it sounds. After thinking about it for some time, I’ve concluded there are a few models of expansion:

Model 1: Organic Growth

Organic growth can be described as the simplest way of growth: “Hire a new guy and get more work in”. The problem with this model that it is fully reliant on your ability to sell more. However, as you concentrate on sales more, you take time from the development and delivery process – thus, the addition of the new developer is not a 100% addition, it’s actually 100% (developer) minus 40% (you) – so you are not at 200% capacity, you are 160% capacity. Surely 160 is 100, however, for the initial 6 months, till the guy learns the ropes, you are not at 160, you are actually at 80 – can you and your business sustain that?

Thus, the main issue with Organic growth is cash flow, can your business sustain the elevated expenses with less income for the period of transition? If the answer is NO, then you need a different method. If the answer is YES, then you are in the best place in the world, however, bear in mind that taking someone to work for you is a responsibility – people are not resources, they are human beings, with families and children – taking someone to work for you is like taking responsibility for their lives.

Model 2: The Partner

A partnership with a person who is equally matched to you is always a good option. Technically speaking, it means that you are teaming with someone who generates as much work as you do and is capable of finalizing the work as fast and as good as you can. Yet, taking a partner doesn’t negate the requirement for a new employee or two. In this case, you may end up with too much sales with too little staff to deliver – that is a big problem.

Another issue with partners is the issue of trust. While most partners tend to rely on each other and trust each other, that trust can easily be broken (in most cases by stupid things). It’s enough for one partner to now carry its weight in sales/development to initiate a chain reaction, shortly ending in the partnership dissolving.

So, the partner is a good option, however, may prove to be problematic if the wrong partner is chosen – in addition, dissolving a partnership solely on these issues isn’t all that simple – and usually ends up in litigation and other judicial issues – YUCK!

Model 3: Un-intrusive Angel

Some people ragard Un-intrusive Angels as “Stupid Money” – an Angel investor that doesn’t interfere in your company business model and operations. In many cases, this is how start-up companies start – someone gives them a lump sum of money to start their business, signing off to own a portion of the new company.

An un-intrusive investor usually gives you the money and pays you a visit once every few months to see how his money is spent. Don’t expect to raise a whole lot from these people, usually you will get anything from 25K$ to around 250K$ – tops. If you are getting an investment from an Angel, make sure you plan your business carefully – and make sure your investor knows what he is getting into. The Angel is not a found piggy bank, he is a business man looking for profit – if you make sure his expectations of profits (time frame, amount, percentage, etc) are kept within the reason of your business – he will make an educated decision and invest accordingly. Promises like: “you’ll double your money in 3 years” are stupid – make sure it’s realistic and to the point. If you promise the moon, and reach a star – that’s a problem, if you promise the skies and hit a start – that’s wonderful.

Model 4: The Strategic-Intrusive Angel

Image by TheFemGeek via Flickr

A strategic angel is similar to the previous one in terms of funds, however, he is more capable in assisting your business meet its goals. Usually, it would be someone who is already a well established figure in your business sector, had made his money from previous companies and is now looking for new ideas and businesses. I call him an intrusive Angel, as sometimes he may have ideas as to where your business should go – and he will make sure you hear his ideas. You may regard it as annoying, but you should still listen to your Angel and pay him the respect he deserves.

Sometimes this Angel may invest in your business due to the fact that he has a hidden agenda. An agenda can be: The angel looks at your business and see a certain potential you are not planning, he’ll invest and try to re-direct your company to the agenda he sees. This is usually the case when your angel is invested into several endeavours that is either parallel to each other or may have orthogonal intersection points. These angels can be the builders of your business or the destroyers, it is up to you to make sure the latter doesn’t happen.

Prolog:

So, which model did I choose? – I didn’t choose yet, I’m still figuring it out myself. What ever the model may be, the choice isn’t simple nor straight forward. At best, whatever choice I’ll take will have a profound impact on my business and me – so I’ll need to weigh my options carefully. If you can think of an additional model, I’d love to hear about it – so just comment on this post.

Image via Wikipedia

When I started using Open Source software, it seemed like all Open Source projects are driven by philanthropic agendas. We were all focused on “sticking it to the man” – showing all these would be software vendors that community driven projects can do just as well – if not better.

"When I was a child I spoke as a child I
understood as a child I thought as a child;
but when I became a man I put away childish
things." - I Cor. xiii. 11.

Well, I’m not claiming that Open Source is childish – absolutely not, however, when you are a student you tend to look at things in one way, when you have a family to care for – you start looking at things differently. You remember these days in life when your dad said: “When you’ll have children you will understand” – well, now I do.

So, what am I rambling about exactly? I’ll tell you. The day before Passover I attended several meetings, which when I came back home had pissed me off immensely. I feel an urge to write all about these meetings, including who I met exactly, however – I won’t do that. However, I will give a rough idea of these.

Meeting 1 : A world recognized Mobile application player

I came into the meeting with this company, where the CTO of the company explained to me that they are looking to create an Asterisk based solution for their application’s users. My initial question was: how many users? what is your concurrency level? – The answer that I got was: “Oh, we don’t need something major, just a few lines of configurations in Asterisk config files in order to make this work”.

I left the meeting slightly pissed off, thinking to myself: “You bloody inconsiderate prick! You bring me to a meeting, spend my time – and then telling me that this is just a few lines of configuration. If it is that simple, why don’t you do it yourself? you have 20 developers in there, 4 IT people and god knows how many outsourced workers off-shore – if it was that simple, you would have done it already – so probably it isn’t – right?”

Meeting 2 : A well established IVR services vendor

The second meeting was with a well established IVR content vendor, this company runs around 16M minutes of inbound IVR traffic every month. They invited me in order to talk about expanding into new countries, wishing to get premium based access numbers in various countries. So, we started talking, and the guy indicates that he wants a certain kick-back payout, which I know is impossible – at least without charging the user more. Actually, the guy indicated that out of the interconnect fee, he wants to get almost 90% as a kick back.

Meeting 3 : A start up rendering IVR content

The third meeting was the most amazing one – these guys wanted to build an Asterisk system to server around 4000 concurrent channels – outsource the entire development to my company – and pay as a revenue share. When I asked for their business model, marketing plan, investors, profiles – I got a response of – we don’t yet have all of these, we only have an idea at this point that we want to implement.

Garage based companies are built by people who can do the work themselves, not the other way around.

At this point, you are probably asking yourself: “What does this have to do with the title?” – Well, all of these meetings had one thing in common. The people I met were under the impression that Open Source is some form of philanthropy. Or to be more exact, people who deal with the Open Source market are philanthropists. My question is this: “Why are we perceived as philanthropists? don’t we have families to care for? don’t we need to pay mortgages and bills just like everybody else?”. I guess when people read about the various Open Source entrepreneurs, such as Mark Shuttleworth – the immediately associate Open Source with Big Exists – this is not the case.

At some level, this is purely our fault – we educated people that Open Source is a highly economical methodology of solving technical challenges. No where along the way, had we educated the public that behind the model there are people, people who need to make a living.

If you are an Open Source consultant, developer, evangelist or just someone who may have an opinion on this, I’d love to read what you say.

Over the years I’ve seen many scams running on the net. Ranging from the ever annoying chain mails to the ever popular Nigerian Sting – Internet fraud is all around us. Lately, I’ve been hit by a new type of fraud attack, a domain registration fraud attack – mainly located in China and Hong-Kong.

As you may know, I’m the owner and CEO of a company called GreenfieldTech, dealing with Asterisk and VoIP application and platform development. Now, we operate world wide and render services to some of the world biggest brand in the telecom industry. So, we take our copyright and brand very seriously, when we receive an indication that someone is or may be infringing our copyright or brand, we take a stand for it.

So, today I’ve received this email:

Dear CEO, 

We are a domain name registrar centre in HongKong,and in charge of the registeration in
Asia, We have something important need to confirm through your company. 

We received a formal application from a company called "Hempus International Holdings
Ltd" applying to register 

Internet keyword :     greenfieldtech 

Domain names :

 greenfieldtech.asia    
 greenfieldtech.cn    
 greenfieldtech.com.cn    
 greenfieldtech.hk    
 greenfieldtech.in    
 greenfieldtech.mobi    
 greenfieldtech.net.cn    
 greenfieldtech.tw

In China and also in Asia on January 21 2010. During our auditing procedure we find out
that the alleged "Hempus International Holdings Ltd" has no trade mark,Intellectual
property, nor patent even similar to that word. As authorized anti-cybersquatting
organization we hereby suspect the alleged "Hempus International Holdings Ltd" to be a 
domain grabber. Hence we need you confirmation for two things:

First of all, whether this alleged "Hempus International Holdings Ltd" is your business
partner or distributor in China.

Secondly, Whether do you need to protect the intellectual property right which should have
belonged to you?. (The alleged "Hempus International Holdings Ltd" will be entitled to obtain
a domain not needed by  original trademark owner.)
If you are not in charge of this please transfer this email to appropriate dept.in order to
deal with this issue better, please let someone who is  responsible for trademark or domain
name contact me as soon as possible.
_____________________________________________________________________________________________
 Confidentiality Notice: This is a letter for confirmation. If the mentioned third party is
 your business partner or distributor in China please DO NOT reply.  We will automatically
 confirm application from your business partner after this audit procedure.we have to notify
 you,and our registration organization are  not responsible for any dispute questions about
 trade mark,intellectual property nor patent after they succeed in registration.hope you can
 understand.thank you.
 ____________________________________________________________________________________________

Sincerely,
  kaka.xu

Sponsoring Registrar:sk holdings company ltd 
 Web:www.sk-dns.org/www.asia-gov.com
 Tel:00852-95660489 / 00852-95660103 
 Fax:00852-30696940

Email:kaka.xu@skdns.org/

Address: 3A, Units 20/F, Far East Consortium Bldg, 121 Des Voeux Road, Central, Hong Kong

kaka.xu

2010.01.21

So, this is obviously a scam, as when I searched the alleged company, I couldn’t find anything. However, the term “International Holdings Ltd.” had produced many scam alerts and related information popped up everywhere. Now, bear in mind that this is the 10th time them past 2 months that I’m receiving such emails. So, I’ve formulated the following response to them, and you are welcome to use it:

Dear Kaka,

Thank you for contacting us in regards to this matter, to be completely frank with you,
we’ve received over the past 2 months a similar request/demand from various Asian registrars
in China/Hong-Kong. Through our contacts in the far-east, we’ve concluded that your
request/demand is fraudulent, and that the company you indicated doesn’t even exist.
Please note that your approach to us claiming that someone wants to infringe our copyright
and brand had been noted and passed to our legal department. In addition, we’ve forwarded your
email and general company information to various SPAM, Abuse and Security teams that are in
contact with us around the world (mainly, [Mention your really BIG business partners and
large customers here - also through in some ISPs in the far-east, specifically China). Should
your company register ANY of the below mentioned domain names or keywords, following this email,
we shall be forced to follow legal actions in accordance to the laws of the state of [Put your
country here] and other countries where our company has representatives or local business
engaged partners.

P.S.

[Always add a personal note - and refer to something in the mail they sent, for example]

On a personal note, when sending emails to anyone in Israel, I would suggest that you choose a
different name, other than Kaka. Kaka in Hebrew is directly related to the bodily function of
purging waste – also known as taking a dump in the toilet.

For those of you who know personally, you probably already know that last month I became a father. I guess the transition is something that I was more or less ready for, at least on the technical terms of the transition. However, the thing that completely surprised me was the mental transition – which isn’t even related to the somewhat lack of sleep here and there.

So, here I am, about a month and half away into the final touches to our new home, spending the weekend deploying over 100 meters of CAT-5 cabling in the house – yes the house is network rigged to the teeth. I’m sitting in my daughters room, clamping away the wall sockets for the network, thinking to myself: “hmmmm…. will Nitzan need a single network connection? or should I put at least two for future usage? … hmmmm…. well, I guess time would tell”. In any case, so there I was, spending most of my weekend being my own geeky self, thinking about wiring, networking, wireless exposures, access points, etc. I then go back home, and suddenly, all that disappears the minute I put Nitzan on my shoulder to burp her. It’s really funny, but with her on my shoulder, I guess everything goes away for a few minutes. My brother-in-law informed the house that he caught me burping Nitzan, while sitting at my computer answering emails with the other hand – Ok, so I can’t stop being a geek all together.

In any case, here I am juggling the various aspects of being a father to a new born baby, attending to the various tasks required to final touches of the house (painters, cleaners, air cons, dry walls, etc) and of course, attending to my customers – some of which are completely ambivalent to the fact that I’m under a constant lack of sleep in the past month. Well, I guess in a couple of months Nitzan will start sleeping better, and would make life easier for both me and my wife; in the mean while, we take comfort with the sleep periods my wife gets during the day, so that I can work and cater to my customers, while she caters to Nitzan during the nights – and I have to be honest about this, when it comes to the baby, my wife is the closest thing to a Jedi Knight, her ability to stay focused and clam even when the Nitzan is screaming is amazing – I can’t always do it.

Ok, enough about the house and Nitzan, let’s go back to been geeks for a bit. As you can see on the right hand side of the blog, I’ll be speaking at the up-coming Astricon. I’ll be giving a talk about how to build “IP-Centrex” like installations, utilizing Asterisk and tools like VMWARE, XEN and OpenVZ. However, while my talk may be interesting to you (I hope), my pre-conference tutorial will be much more interesting. I’ll be giving a full day tutorial, teaching people how to install Asterisk in a clouded environment (cloud computing), mainly the Amazon EC2 cloud computing infrastructure. For those of you reading this blog, you may have noticed that I’ve developed a distinct interest in the Amazon EC2 cloud, which I’ve written about several times and also lectured about at Amoocon. While my Amoocon presentation was mainly informational, at Astricon I’ll be primarily teaching you how to do what I did. Well, I won’t be teaching you the inner workings of the GreenfieldTech IVR API framework, although, if you’re gonna ask questions I will answer (especially if you ask the question 3 times, I can’t stand it when people ask the same question 3 times – I just have to answer it – nudge nudge).

Ok, back to fatherhood and Nitzan stuff. The mental transition that I was referring to before is something that I felt last night in its most force. My wife and I decided to go to one of the malls, not far away from our house. So, we entrusted Nitzan with my in-laws and drove to the mall. The mall I’m referring to is called “The seven stars mall” and we like it. It’s not a big mall, but its got this shop called DOMO, that carries these high class cooking ware (my wife and I really like to cook – my chilli con-carne is well known). So, here we were walking the mall, after I ordered a pair of shoes that I needed. So, my wife comments: “You know something, let’s see if there is some sale at Super-Pharm.” – and then we ended up purchasing baby formula, pacifiers and baby wipes. I then asked my wife if she maybe wants to walk into DOMO, but we both didn’t really think about it – suddenly, something that was like a default prior to Nitzan is no longer a default – interesting isn’t it?

In any case, this is how my life looks like at this point in time – and I have to admit that I kind’a like it. Sure, I don’t get as much sleep as I got before, but hey, I’m happy with it – so I just keep on smiling and go on forward.

Last night I met with a friend of mine, Mr. Doron Ofek. For those of you not familiar with the Open Source market in Israel, Doron is the one person most affiliated with RedHat in Israel, as Doron championed the adaptation of RedHat Linux servers in various enterprises and government offices in Israel. Doron is currently heavily involved in the OpenMoko project and its adaptation and promotion in Israel.

We spent a great deal of time last night, talking about the various aspects of Open Source training in Israel – as both us provide various training services to this market sector. While I’m mostly focused on Asterisk Training, Doron is focused on Linux and XEN training. Both of us have some our training routes knee deep in Israel’s computer/IT training companies, namely Matrix, Hi-Tech College and John Bryce. We both talked about our discontent with their inability to promote and market Open Source training courses, simply because they have no idea what these are.

For example, while Hi-Tech college were incapable of signing up a single person for an Asterisk Bootcamp course, I had signed up 10 people to a my first bootcamp – without any marketing or sales budget, simply by putting out the word in the right places. Now, Hi-Tech college has a list of over 5000 people who studied Linux and other Open Source and networking subjects in their college – should have they been able to gather up at least 10 people as well (less then 0.5% of their entire customer base)? the answer is a definite yes, why were they unable to do so? simply because they have no idea what Asterisk is, how it can be marketed, how it can sold and how the customer should be approached.

Doron had indicated a similar issue with both John Bryce and Matrix – however, due to other reasons. However, Doron had managed to sell quite a few training courses for Linux on his own – without any help from the big boys – how did that happen? how is it possible that Doron and I succeeded where the other colleges had failed? how can that be? – then we both realized why eventually, proprietary software will die and the Open Source movement, over the course of time, will simply negate the presence of proprietary software – simply because Open Source people provide for better marketing strategies and methodologies.

Did we learn how to do marketing on school? are we marketing people by nature? the answer is NO – we learned how to market our belief in the Open Source initiative over the course of time. We championed Open Source in various enterprises, events, public speakings and other places. We were the “soap box” speaker at Hide Park’s Speakers Corner, we were that crazy man on the street screaming: “The world is coming to an end, repent!” (well, you know what I mean) – but all in all, as time progressed we learned how to market the Open Source initiative and our belief – the large enterprises are stuck in their own belief and stagnant marketing strategies and plans. As time progressed, the various “champions” left the large enterprises, simply because they got fed up with the wrongful methodology of these and followed their own path – and doing so with moderate success.

In my belief, as time will progress, the large enterprises will surely migrate to the Open Source, and I won’t be surprised if within a period of 5-6 years Microsoft will be shipping out a version of Windows that is based on the Linux Kernel – or another Open Source distibution methodology. Call me crazy, call me chaotic, call me a dreamer – but mark my words – this will happen.

I’m not much of an economist. I understand income and expenses, I understand more or less how the stock market works from time to time, but I’m no economist. I’ve been in the hi-tech industry since early 1997, which means, that I’ve seen this world being elevated to the level of godly hood, buried alive with the explosion of the dot.boom era, only to re-invent itself as a highly competitive telecom’s industry and the “Network is the Computer” manner of thinking.

About 2 weeks ago, a man I truely admire had written a post entitled: Economic Meltdown – Friend or Foe of Open Source? (written by Danny Windham, CEO of Digium). Danny talks about the various aspects of companies cutting down on their IT budgets and reversion to Open Source technologies, as a means to hedge needed cash. As I witnessed the Dot.Boom explosion of 2001, I can honestly say that 2001, at least as far as I can say, was the year that Open Source technologies had truly assimilated to the normal business practice of companies. Even beyond that, companies which were not based on Open Source and Linux/Unix based technologies were clearly not a valid option for investors.

One of the urban legends talks about Hotmail wishing to acquire an Israeli company called Commtouch, back then, a webmail company. Commtouch was purely based on Windows NT technologies back then, and while the business track of the negotiations were going fine, the deal collapsed as the technical sides, of a back then BSD based Hotmail, basically negated the deal. Now, I have no idea if the story is true or not, again, this is an urban myth, however, I believe myths are usually based on some portion of the truth - at least to an extent (even a small one).

While the adaptation of Open Source technologies is a must for companies, in order to survive the troubled waters of these time, it is highly dependant on the solution providers, consultants and IT outsourcing companies. In Israel, for example, it is very much a customary to hire outsourced IT assistance, on a part time basis, allowing you to cut your IT costs. When bringing in IT assistance, you’re not only bringing in IT assistance, you also bring in IT governance and IT policies – as an outsourced IT person will usually operate under the terms he had learned in his company. If his company is a M$ oriented company, no matter how Open Source will be crucial to the business, M$ will still rule the domain in that area. I believe that the first thing that needs to happen is for the consulting and IT outsourcing companies to realize that they need to change, first for their customers, then for themselves. If the small start-up companies and established companies will start falling, the consultants will simply dry out of work.

It is our responsibility as IT/Telecom/Development/Architecture/Design consultants to explain the aspects of using Open Source, assimilating it, integrating it, both the pros and the cons and then, assist our customers in doing so successfully – this is the only way to go.

For example, let us take examine the following scenario – a telephony service provider. Our telephony service provider is based on Asterisk as the switching environment, a purely M$ base for all the billing, web front-ends, databases, development and so on. Their entire IT infrastructure is fully owned by them, all running with ESX servers and other proprietary technologies. This company will be required to pay hundreds of thousands of dollars every year, for support purposes (and the year is coming close to an end), their expansion is highly dependant on 3rd parties and while they are self sufficient on the IT side, they are purely dependant on the technology side. Now, imagine that this company would have had their entire back-end based on Open Source technologies, let’s imagine PostgreSQL and Ruby on Rails as the web frame work, how much money will that save per year? now, let’s remove ESX out of the equation… let’s also remove non-Open storage solutions and replace those with CoRAID or something similar, we’ve saved hundreds of thousands of dollars on an annual basis. Radical? – YES! But drastic times call for drastic measures, and when drastic measures are required, Radical solutions are a must.

While Open Source projects around the world gather up the troops and become recognized for what they are: highly polished, highly effective, extremely economical products – the situation in Israel is fairly different. We’ve all heard about companies like Zimbra (recently acquired by Yahoo), MySQL (recently acquired by SUN) and others, which had struck BIG TIME. However, the situation in Israel differs immensely.

I’ve been invited to participate in a panel at the Garage Geeks, to discuss the various aspects of Open Source sustainability. I’ve made it my business to build a business completely surrounded by Open Source, devoted to the promotion and adaptation of Open Source – and when possible, the promotion of Open Source licensing models and the understanding of what they mean.

In one of my previous posts, I’ve indicated that Open Source projects are highly exploited in an illegal manner in Israel, thus, making Open Source business in Israel a high target for Open Crooks. The question immediately arises, how can an Open Source project become successful? In addition to that, what are the factors that make a good Open Source project a grand Open Source project.

Step 1: Features

For an Open Source project to become popular and frequently used, it should have an extensive range of features, which is constantly being upgraded and enhanced. Taking from my own personal favorite, let’s take a look at Asterisk – the Open Source PBX. Over the course of the past 5 years, Asterisk had evolved to include hundreds of features. Each new feature in an Open Source product expose it to a new market. With Asterisk, the introduction of an Answering machine detection tool had introduced it to the automatic dialer and contact center market. The introduction of LumenVox speech recognition had introduced it to the ASR market, and so on.

While features are important, it is also very important to make sure the features included are features that the community and users require. While it is really cool to have a mod_kitchensink for the Apache web server, no one really uses it.

Step 2: Community

In order for an Open Source product to become successful, it MUST have a vibrant and active community – better yet, more than one. While an active developer community is important for the advancement of the project, a set of auxiliary communities is required. A users community is a must, rendering support and usage ideas to its members. No less important is a business oriented community, one that speaks to the manager level people, those making the decisions in organizations. Tap into that level, and the Open Source project is now gaining followers from other side of the border.

Managers tend to be highly traditional in thinking, not inclined to utilize Open Source at first try. A vibrant business community of the Open Source project can do wonders to the project, especially with its promotion and adaptation into existing and new business structures.

Step 3: Funding and Sustainability

Funding an Open Source project doesn’t entirely mean – MONEY! Well, eventually it does mean money, but not in the normal way we think or work with money. Open Source developers don’t work primarily for the money, the driving force behind Open Source developers is different. Question be: “If Open Source developers aren’t motivated by money, why would you need funding?” – the reason is simple, the surroundings of an Open Source project require funding.

The surroundings of an Open Source project mainly include the following: public events, developer meetings, servers, hosting, travel fares, participating in trade shows and others. All of the above are generally associated with Marketing, however, marketing an Open Source project is sometimes as important as the project itself. If we are to examine the growth of the Linux community and user base in the world, we are mainly thankful to RedHat in its early days (1996-2001), closely followed by Debian with its recent off spring Ubuntu (2006-2008). Imagine, you can now go into an IBM dealer and ask to buy your notebook with Linux, how cool is that? how did that happen? did the world suddenly realise Linux is better than Windows? – the answer is NO! The marketing efforts of these companies had proven worth while, as the concept of using Linux as a desktop became common in recent years.

Step 4: Training and Certification

If your Open Source project is UberGeek targeted only, than you have a very slim chance of making it big. Lowering the bar on the requirements for the adaptation of an Open Source project is highly important and can be mostly achieved by training and certification. The training makes it possible for people to learn more about an Open Source project, while the certification makes the project seem more desirable and exclusive.

Why do people seek M$ and Ci$co certifications? simple, because they know these certifications mean something to manager level people and decision makers. The certification is a written (actually printed) proof that you know what you are talking about and that you are truly a professional working in the field of that Open Source project.

Conclusion:

If all of the above are met, you are surely on your way to create the next big Open Source project – and you are on your way to world fame and rock-star feeling.