It has been a wild ride so far, with interest and customers from most all the YouTube networks, traditional studios, and anyone making a livelihood on YouTube. We have also brought on many brick and mortar brands that are investing heavily in YouTube.
This is my second launch of a company and everything feels like it’s on a whole new level of professionalism and scale.
We have an incredible team, awesome product, and a very exciting future ahead! Stay tuned!
By now it’s no secret that I have been working on vid.io with my good friend Todd. For the next few months we are working with some select customers rethinking the entire video management paradigm. Would love to tell more publicly, but going to keep our heads down till the right moment. If you wish to discuss privately, my new email is r at vid.io.
Have been thinking long and hard how I share this.
For the last 6 years I have been sacrificing to grow Viddler to point it is at today: profitable, 25+ employees and growing.
It’s been a journey that has included: sleepless nights, building brand awareness, promoting other brands, organizing server growth, pitching, organizing capture of viral videos, attracting customers, thuggie promotion, mockups galore, product management.. you name it.. all with 3 months of capital invested at a time out of Bethlehem, PA .
Two weeks ago, the board notified that my services were no longer required. Will still be a highly invested
board member (update: resigned week or two after for personal reasons) but my role operationally as CEO/President is no longer. It put’s me in an interesting position as this wasn’t exactly voluntary. And a slew of questions have been keeping me up…
How much should I share on my removal?
It’s clear to me, I should probably keep my mouth shut. Am still a very large shareholder and it doesn’t do anyone any good to share my perceptions publicly with how/why this happened. This is hard for me as I am generally a very transparent person. I want to share the lessons I have learned from this. After the fate of Viddler is decided, I will probably be more public on lessons learned/etc.
What do I focus on next?
It’s very clear my primary passion still is in online video. All paths are pulling me in this direction, and will maintain an open mind with new opportunities here.
As much as I can try to justify it being in Bethlehem, PA doesn’t continue to make much sense. Am being pulled strongly a in direction of Silicon Valley. Will also be exploring opportunities out of NYC, Seattle, Philly, Chicago, Boston, Austin, and Denver. UPDATE: And as Jim reminded me can’t forget Reno!
Viddler was a long journey. Am excited for something new.
As Billy Disney (ex-viddler videographer) recently shared with me, “Time to get back to what you do best”
It shows the good, bad, lessons and future of the Viddler platform from a technical aspect. Some folks might frown on this as TMI… I tend to side on transparency + honesty always winning.
Would love to hear your thoughts on TMI vs. Transparency FTW.
Now on to skydiving 🙂
He told me that he personally blogs vs. Twitpic, capturing the long-tail on the content with Google. It was really something to think about as he was getting thousands of views on an old piece he did.
I didn’t want to blog as that would dilute the high value of this feed (please know I am mocking myself).
Anycase, after a quick Google, found a nice plugin by @michaeltyson. Recently, been using it and results are not bad. The bad side is Twitter clients don’t work with just anyone for previews. They really need to adopt OpenGraph like facebook.
What do you think I should do? Own my own Twitter photos or host them on Twitpic, Plixi or yfrog?
Consumerization of business is by far my favorite new tagline. It’s also known as “Consumerization of Enterprise” but screw that, it’s bigger then that. It’s all business.
It’s a new buzz phrase thats caught on but Jason Fried from 37signals was talking about this wayyyy back in 2007. I personally remember hearing Jason talk about this at 2007 SXSW “we do extremely well in small departments inside of large enterprise”.
What this buzzy tagline is formalizing:
– new products becoming indistinguishable from enterprise apps
– reduction of large gatekeepers in the enterprise
– going directly to end users in companies
– consumer’ish startup price points
– self service FTW
– end of the IT department
– very low signup friction (google app integrations, etc)
– one hell of a marketing/customer penetration strategy for growth companies