Yeah, "we" suck at estimating

Post #365,884 by drook 11/7/12 7:29:49 AM Reply	Yeah, "we" suck at estimating By which I mean the non-technical (but thinks he is) CEO gives prospective customers estimates for when we can have them in production before the technical team has even seen the requirements. We're trying to at least get to a point where we can decide whether a given opportunity is even worth what it will cost to do it. -- Drew
Post #365,937 by crazy 11/7/12 7:09:07 PM Reply	Opportunity Obviously this teams needs a strong manager to whip them into shape to perform up to the CEO obviously perfectly realistic assumptions. Take the job. Make sure it is a serious raise. Then once you are in the position, use it to educate the CEO 1-1 and also go on sales calls. Do ANYTHING you can to reduce the CEO's burden, but never cut him out of the decision loop. Hell, go on sales calls all by yourself if that is what it takes. 5 years later you get the company when he retires.
Post #365,939 by Another Scott 11/7/12 7:28:51 PM Reply	You really should get that book in your head onto paper. :-)
Post #365,942 by drook 11/7/12 8:01:12 PM Reply	Yup I've already pitched the VP of sales on the idea of bringing me on sales calls. That was when I was reporting to the CIO. (Oops, when I said CEO I meant CIO. Yes, the CIO is non-technical but doesn't realize it.) Now that I'm not, things are changing. I'm on the initial phone calls at least. Might be doing a site visit soon for a new prospect. -- Drew
Post #365,968 by crazy 11/8/12 11:31:07 AM Reply	Good. Perfect path Complex projects are easy to pitch but impossible to fulfill based on the easy pitch. On the other hand, with your support, maybe they can identify more/better prospects. Even before they do anything, get a list of possible customers together and forward them to the sales guy. Create leads. Nothing will get you noticed faster than that.

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