us the information; we’ll take care of it.” And we told them discreetly, “If anything
gets screwed up, we take the bullet. We’re here to help you.”
Then we just kept adding functionality and functionality. And the government
helped us too. We had three big breaks with the SEC.
The first was in the early ’90s when the SEC put out a comfort letter saying
alternatives to the printed quarterly report should be considered, including
800-based telephone numbers. That’s essentially like the SEC jumping up and
saying, “Go, go, go!” That’s about as...

technology, what was called parallel processing. There’s been a lot of research
on it. If we can commercialize that, it may be a really good business opportunity.”
That was the core concept of Alliant. That’s how we left Data General,
how we got started. That’s all we knew.
So that’s how we got started with Shareholder.com, the notion of commercializing
technology around shareholder communications.
Livingston: Back to when you started Alliant, when the three of you who
worked at Data General decided, “We’re going to start our own company . . .”
...

incredible! This is like giving us a microscope we can study a company with. So
we said, “We can educate ourselves about the financial aspects of a company by
building a P&L, a cash flow, and a balance sheet, and making sure they all tie
together correctly—changing things and see how that affects the company.”
At the same time, over those 4 or 5 months, we were networking with
people that we could bring on board as our initial core development team.
Livingston: What were some of the first things you did once you...

edge. And we also thought it was a good recruiting technique in terms of
having people focus on three things we thought were important. First of all,
“Let’s focus in both directions on the people, on the culture, on the environment,
see if that makes sense to you.” Because we asked them some extraordinary
things. We said, “This project is going to take about 2 years, and it’s going
to be a lot of work. Furthermore, we are going to institutionalize it by saying,
‘We need you to work every other Saturday.’”
Livingston:...

which at the time was a very successful high-end machine, and converted it to
run on our machine. The key question was, “Can we take these off-the-shelf
Vax programs, recompile them for ours, and actually have them (1) run correctly
and (2) significantly speed up as you add more computers?” When we
demonstrated that to ourselves, that was a huge milestone. At that point we
knew. By early ’85, we knew we’ve got technology that works and is viable. And
if we can execute from that, we’ve got a viable company.
Livingston: Did...