Transracial Adoptions Essay Example For Students

Transracial Adoptions Essay iThesis: Transracial adoptees family circumstance influences numerous parts of the embraced child’s life, do these kids have character development challenges during youth and are there any noteworthy contrasts among adoptees and birth kids? B. Period of youngster at time of placementB. Time of kid at time of arrangement An IBeing brought into another family is just one of numerous hindrances that lies ahead for the individuals who go into transracial reception. With the entirety of the data that is out there would new parents encourage others to seek after a transracial reception? (Simon, 3).Do youngsters who are received lose their social and racial personality, their racial perspectives, and their feeling of mindfulness about racial issues? Transracial selection have supporters and non-supporters with sentiments that parent-kid connections work best between organic â€Å"likes†, and fears that new parents can't love and sustain natural â€Å"unlikes† (Simon, 1) . There has been a lot of exploration led about adoptees and the issues they face with personality development. Numerous specialists concede to a portion of the reasons for character development issues in youthful adoptees, yet others have presumed that there is definitely not a huge contrast in personality arrangement in adoptees and birth kids. The accompanying paper will draw out a portion of the exploration discoveries, which have been directed, and will at that point endeavor to respond to the accompanying inquiries: Do adoptees have character arrangement challenges during youthfulness, and in the event that they do, what are the causes? Has it been demonstrated that there is a noteworthy distinction between character development of adoptees and birth youngsters? So as to discover the responses to these inquiries, taking a gander at the connection, advancement and character should be taken a gander at altogether.Of embraced youngsters tried, the National Adoption Center has rev ealed that fifty-two percent of adoptable kids have emotional issues side effects. There is uniqueness in being in a transracial-embraced individual. Most clear is that the youngsters experience childhood in a family in which they don't resemble their folks or different individuals from their family. An IITheir history is a piece of them for an amazing duration since it is so noticeably evident. The supportive family may overlook or put forth little attempt to join into the family the social legacy of the received youngster (Adamec,136). This choice to abandon the way of life, outside the family, doesn't propose that the kid is neither acknowledged nor adored or treasured as their own. In any case, when the supportive family likewise receives and grasps the social personality of the childs birth culture, it advances the embraced kid as well as the whole family and more distant family also. Another factor is connection is the child’s age when they were received. The more seaso ned the kid when received, the danger of social maladjustment was seen as higher (Simon, 188). Most youngsters whenever received at more youthful ages have a superior opportunity to modification ordinarily, than kids embraced beyond ten years old. A baby figures out how to confide in faster, than a ten-year old kid does, however the entirety of this relies upon each case. Formative scholar Eric Erikson, examines trust issues in his hypothesis of advancement. Eriksons first phase of improvement is â€Å"Trust versus Mistrust†, which states â€Å"if needs are constantly met, babies build up a feeling of fundamental trust† (Myers, 149). For a received kid, setting the youngster from the get-go in a key fixing to fruitful connection of kid to parent and the other way around (Cox, 1). Such a connection, which is solid among most of families all through the paper, is a significant antecedent to positive personality and mental wellbeing, the two of which are ordinary among th e teenagers. Connection can happen between new parents and their more established youngster, and it â€Å"usually is accepted that the holding procedure will require significant investment and the more established the kid, the more drawn out the procedure will take† (Adamec, 60). This generally happens in the firstA IIIstage of Erikson’s formative stages, however with more established youngsters, this can in any case occur, yet will fluctuate in the time it takes to join among parent and kid. In spite of the fact that Erikson has eight phases of improvement, the one, which shapes a child’s personality, is in the â€Å"Identity versus job confusion† stages (Myers, 149). In this stage, which is the child’s high schooler years into their twenties, â€Å"teenagers work at refining a feeling of self by testing jobs and coordinating them to shape a solitary character, or they become confounded about their identity† ( Myers, 149). Received youngste rs don't have a natural guide to follow, except if they keep a relationship with their organic family, and this can ruin the character issue for teenagers. This is the place the connection to their new parents is so significant, so the youngster doesn't have any trust issues and they bond with their new parents all the more rapidly. With the entirety of the issues encompassing transracial reception, new parents need to comprehend, is that no everybody is appropriate for transracial adoptions.Families need to mind a lot about the legacy of the youngster they are receiving. Adoptees ought to never need to pick between their ethnic legacy and the way of life of their new family, regardless of whether the youngster is a baby at the hour of reception or a more established kid. This turns out to be critical to the â€Å"child the more seasoned they become† (Cox, 1). The received youngster will have questions that will emerge, and â€Å"identity arrangement can be changed† or quit during this period in the child’s life, in the event that they can't discover the solutions to their inquiries (Simon, 169).As with numerous kids, the embraced kid may will in general receive the personality of their folks. All young people experience a phase of battling with their An IV personality, pondering â€Å"how they fit in with their family, peers, and the remainder of the world (Horner, 83). During the phase of pre-adulthood, youngsters look for their own identity,through connecting their present self-discernments with their self-observations from prior periods and with their social and natural legacy (Baran, 23).Children who are embraced, experience issues with this since they don't have all the data they need, by and large, to build up a feeling of whom they are. Character development can frequently be impeded by the absence of information the embraced youngster has of their past and legacy. Frequently a received kid laments, not just for the loss of their introduction to the world guardians, yet in addition for the loss of part of themselves. The embraced youngster is probably going to have a â€Å"increased enthusiasm for their introduction to the world parents†, which doesn't imply that they are dismissing their new parents (Simon, 169). Mental examinations have discovered that transracially embraced kids seem to deal with the personality issues, every single received youngster face, better than most in light of the fact that, specialists guess, they can't claim to resemble every other person (Adopting Resources, 1). They manage reception issues before the tempestuous young years. For an immature, finding a personality, while considering the two arrangements of guardians is a troublesome assignment. The adoptee wouldn't like to hurt or irritate his new parents, and he additionally wouldn't like to overlook what is thought about his natural roots. In the vast majority of the examinations, the specialists are in understanding around one certainty; fundamental to the embraced young people personality improvement is the information on the birth family and the conditions encompassing the appropriation. Without this data, the immature experiences issues choosing which family, birth or received, he looks like. A VDuring the quest for a personality in puberty, the youngster may confront a variety of issues including antagonistic vibe toward the new parents, dismissal of outrage toward the birth guardians, self-loathing, transracial appropriation concerns, sentiment of rootlessness (McRoy,498). Adoptees fulfill their interest in different manners and to different degrees. They need to discover â€Å"the parity of both their legacy and culture of their new family†(Cox, 1). Rather than the standard battles over partition and the foundation of a firm feeling of self and character, the embraced kid must battle with the contending and clashing issues of good and awful guardians, great and awful self, and divi sion from both new parents and pictures of organic guardians. In the event that all selections were open, the adoptee would be able to think about the attributes of every family. He would have a simpler errand of shaping a personality for himself, as opposed to battling with the issues of whom he can relate. In the event that the pre-adult has some data about his introduction to the world guardians, for example, ethnicity, financial status, and religion, the accompanying can occur: From the bits of actuality that they have, received kids create and expand clarifications of their appropriations. Simultaneously, they start to account for themselves, and they battle to build up a durable and reasonable feeling of what their identity is and who they can become (Horner, 81).It has been demonstrated that if the adoptee has even a limited quantity of data on their introduction to the world guardians and selection, personality arrangement will be simpler, than an adoptee that has no data ab out the conditions of the reception. The new parents can likewise assume a key job in helping in character arrangement of the received youthful. The antagonism of new parents about the conditions of the appropriation, Ap VIcan be detected by the adoptee, consequently making the adoptee accept that there is a major issue with being embraced, this can cause character arrangement issues ( Adamec, 136). Bhagavad-Gita Essay While numerous investigates have inferred that character arrangement is characteristically increasingly hard for adoptees, some â€Å"recent correlations of embraced and non-received youth have discovered no distinctions in ampleness of I

What important contribution or contributions did this scholar make to Essay - 2

What significant commitment or commitments did this researcher make to the field of scriptural investigations - Essay Example The antiquated history of Christian scriptural translation has been formed by incredible and celebrated thinkers and researchers who ventures profound into the ocean of Christian content and decipher it as indicated by their accept and philosophy1. The substance of the New Testament have been contributed by researchers, for example, Baur, in any case, analysis of this equivalent confirmation can likewise be found too by a similar researcher. In F. C Baur blend of history and philosophy, the recorded investigation of Christian vestige has helped in fashioning a way to fathom the Christianity faith2. This helps crossing the obstacle the Enlightenment’s partition of the balanced truth from (on the off chance that and, at that point) history. Baur added to the New Testaments by considering the religious philosophy and unfurling the Christianity convictions and confidence as opposed to simply examining its source. He further accepted that reality can be viewed uniquely in a specific history and that is id shown distinctly in recorded turn of events. His goal was to discuss God as far as self-divine disclosure. Tubingen school endeavored to blend the church’s instructing with reasoning and scriptural writings. One of the best individuals to do this understanding was Ferdinand Christian Baur, yet opened up new regions in the New Testament for debates. His one of the major and critical commitment was standing out to the plunge and has confidence in God and religion inside New Testaments and built up standards of crude chronicled appreciation of the Bible. He dismissed Supernaturalism and executed Hegelian logic to the Testament. Through this he discovered fundamental pressure between the Pauline and Petrine religious philosophy, consequently, the archives and expressions of the New Testaments attempted to smoothen the battle between the Jewish and Gentile church. He accepted that the legitimacy of different books can be decided by

Fundamental of Law Product or Service

Question: Talk about the Fundamental of Law for Product or Service. Answer: Presentation: It's anything but a substantial agreement as avalid contractis a composed or communicated understanding between two gatherings to give an item or administration. There are basically six components of acontractthat make it a lawful and restricting record. An offer is a statement of availability to accomplish something which, whenever followed by the unrestricted acknowledgment of someone else (see thing (iii)), brings about an agreement. An offer (in contrast to a requesting) is an away from of the offeror's ability to go into an understanding under indicated terms, and is made in a way that a sensible individual would comprehend its acknowledgment will bring about a coupling contractFor model, if an organization reveals to you that it will sell you 100 boxes of red wine at the cost of $100,000, that organization is making you an offer. Acknowledgment happens when an offeree consents to be commonly bound to the particulars of the agreement by giving thought, or something of significan t worth like cash, to seal the deal.There is no agreement except if and until the offer is acknowledged by the individual to whom the offer is tended to (in some cases called the advertised). criminal law, purpose is one of three general classes of mens rea important to comprise a traditional, rather than exacting obligation, wrongdoing. An increasingly formal, for the most part equivalent legitimate term is scienterAcceptance is regularly made orally or recorded as a hard copy, however in the event that the agreement permits that the acknowledgment and execution of legally binding obligations are to be completed all the while, at that point acknowledgment can likewise be made by lead. For instance, when a provider gets your cheddar, that provider may promptly convey the merchandise to you without saying or composing anything (Hg.org, 2005) It isn't legitimate as there was no appropriate offer and acknowledgment as Stein plainly differ that he wont be giving an offer. Commonality is the assent by the two gatherings to an agreement to pay, yield, or quit any trace of something as an end-result of the advantages got. The limit of characteristic and juridical people, and legitimate people as a rule, decides if they may make restricting corrections to their privileges, obligations and commitments, for example, getting hitched or consolidating, going into contracts, making endowments, or composing a substantial will. To establish a legitimate agreement there must meet of psyches and gatherings ought to consent to same things at same purpose of time. At the point when an individual makes an offer/proposition, he implies to another his readiness to do or to swear off accomplishing something, o Offer must be given with an aim to make a lawful relationship, o There is an obvious contrast among offer and greeting to make an offer, Expression of Opinion, Preliminary Negotiations and so forth are not offers, o Offer must be positive, o Offer must be conveyed, o Mere expla nation of cost of a piece isn't an offer. At the point when an individual made a proposition to another and the proposition is consented there to, it is called acknowledgment, o Voluntary act by the Offered that demonstrates consent to terms of unique offer, o Mirror Image Rule: o Offered should unequivocally acknowledge offer (Trainagents.com, 2010). In the event that it is substantial agreement, at that point Doe would not be permitted to work for anyone and he would work for Stein. At the point when two gatherings make an agreement and one breaks it, there are commonly two kinds of cures that are accessible to the non-penetrating gathering: impartial cures and lawful cures. Each type has a few subtypes of cures that might be accessible. Fair Remedies Fair cures are those that are forced when cash harms would not enough fix the non-breaking party. The accompanying kinds of impartial cures may beavailableinthegivencase: Explicit Performance Explicit execution is a request by the court that requires the breaking gathering to do the agreement as it was initially composed. This sort of cure is uncommon. Nonetheless, it might be requested in specific conditions For instance, explicit execution might be forced when the topic is one of a kind, for example, a celebrated composition or a particular bit of property. Courts are reluctant to arrange explicit execution since it requires the progressing observing by the court of the agreement. Asset Mortgage : Chattel contract, once in a while abbreviatedCM, is the legitimate term for a kind of advance agreement utilized in somestateswith lawful frameworks inferred fromEnglish law. Under a typicalchattelmortgage, the buyer gets assets for the acquisition of mobile individual property (the property) from the loan specialist. The moneylender at that point protects the advance with a home loan over the property. Lawful responsibility for property is moved to the buyer at the hour of procurement, and the home loan is evacuated once the advance has been reimbursed. InAustralia, asset contracts are usually utilized bycompanies,partnershipsandsole tradersto subsidize the buy ofcars,commercial vehiclesand different business gear. flawlessness: In law,perfectionrelates to the extra advances required to be taken corresponding to asecurity interestin request to make it compelling against third parties]or to hold its adequacy in case of default by the grantor of the security intrigue. As a rule, when a security intrigue is adequately made, it gives certain rights to the holder of the security and forces obligations on the gathering who allows that security.However, in numerous lawful frameworks, extra advances - flawlessness of the security intrigue are required to authorize the protection from outsiders, for example, aliquidator. There are three head modes by which a security intrigue might be idealized (which technique for flawlessness is appropriate relies on the idea of the security intrigue and the laws of the pertinent nation). ownership of thecollateral; legal enrollment or recording; and notice to the borrower or a reserve holder. Apparatus: To comprehend the meaning of installations, it is first essential to grasp the nuts and bolts of characterization. Pretty much everything fits into one of two classes of property: genuine and individual. Genuine property incorporates land and, ordinarily, things that are appended to land, for example, structures and different enhancements. In certain purviews the idea of the connection is explicitly depicted. For instance, Cal. Civ. Code 660 gives: A thing is regarded to be fastened to land when it is connected to it by roots, as on account of trees, vines, or bushes; or imbedded in it, as on account of dividers; or for all time settling upon it, as on account of structures; or forever appended to what is consequently perpetual, as by methods for concrete (Morris, 2010)Fixtures fall somewhere close to close to home property and genuine property, be that as it may, for the most part, when an apparatus is joined to land it is viewed as genuine property. Article 9 of the Unif orm Commercial Code (Article 9) characterizes installations as merchandise that have gotten so identified with specific genuine property that an enthusiasm for them emerges under genuine property law. U.C.C. 9-102(a)(41). Blacks Law Dictionary 713 (ninth ed. 2009) characterizes an installation as close to home property that is connected to land or a structure and that is viewed as an irremovable piece of the genuine property, for example, a chimney incorporated with a home. Torrens: Torrens title framework is an arrangement of land enrollment wherein clear title is set up with a legislative power that issues title declarations to proprietors. It is a technique for enlisting titles to land. Land that is recorded utilizing this strategy is likewise called enlisted property or Torrens property. The framework was figured in 1858 by Sir Robert R. Torrens, the then pioneer Premier of South Australia to battle the issues of vulnerability, unpredictability and cost related with old framework title. The first U.S. Torrens framework was instituted by Illinois in 1897. In a Torrens framework, a court or agency of enrollment works the framework, with an inspector of titles and an enlistment center as the key officials. The landowner records an appeal with the recorder to have the land enrolled. The inspector of titles audits the lawful history of the land to decide whether great title exists. The enlistment center issues a testament of title to the proprietor if gr eat title exist. This testament is indisputable concerning the individual's privileges in the property and can't be tested or overwhelmed by an official courtroom. The disadvantage of the framework is the underlying expense of enrolling a property. The framework is best when land is partitioned just because on the grounds that it diminishes the quantity of deed passages an inspector surveys. References Hg,org. (2005).Breach of agreement. Recovered 03 Jan 2017 from https://www.hg.org/article.asp?id=20711 Morris. S (2010).Fixtures. Recovered 03 Jan 2017 from https://www.americanbar.org/content/dam/aba/distributing/probate_property_magazine/rppt_publications_magazine_2010_so_pp_SeptOct10_Morris.authcheckdam.pdf Train operators (2010).Valid agreement. Recovered 03 Jan 2017 from https://www.trainagents.com/DesktopModules/EngageCampus/CourseContent.aspx?ModuleType=StudentMyCoursesCrsPageType=TopicCourseRecordID=107LessonRecordID=1372TopicRecordID=24861Demo=True

How to Get Into UC Berkeley 4 Steps to a Stellar Application

The most effective method to Get Into UC Berkeley 4 Steps to a Stellar Application SAT/ACT Prep Online Guides and Tips Considering how to get into UC Berkeley? Getting acknowledged to Berkeley can be tough.How hard is it to get into Berkeley? In 2018, UC Berkeley got 85,615 applications, and it conceded 13,558 of those candidates, for an acknowledgment pace of 15.1%. This makes UC Berkeley a â€Å"strongly serious school†: it’s not exactly as serious as Ivy League schools, however you’ll need to have a solid application in all cases so as to get accepted.In the remainder of this guide, we’ll clarify the UC Berkeley affirmations prerequisites, when and how you ought to apply, precisely what Berkeley takes a gander at when they survey your application and how you can make the most grounded application to boost your odds of getting into Berkeley. How Does UC Berkeley Evaluate Applications? Contrasted with numerous different schools, Berkeley is really straightforward about what they’re searching for in candidates and how they assess applications. They first ensure you meet the base UC Berkeley confirmations necessities, at that point they survey your scholarly history, and afterward they do an all encompassing audit where they consider different territories, for example, your extracurriculars and reactions to exposition questions. UC Berkeley expresses that they utilize a â€Å"broad concept† of legitimacy, which implies nobody some portion of the all encompassing audit is consequently worth more than the others. The following are the variables UC Berkeley assesses for the base necessities, scholastic evaluation, and all encompassing audit. Least Requirements Meet the A-G subject course necessities: History: 2 years English: 4 years Arithmetic: 3 years Research facility science: 2 years Language other than English: 2 years Visual and performing expressions: 1 year School preliminary elective: 1 year Have a 3.0 GPA in A-G courses taken in the tenth and th grade years. (3.4 GPA for non-California inhabitants) Take either the SAT in addition to Essay or the ACT test in addition to Writing Scholarly Assessment Your weighted and unweighted UC grade point normal (determined utilizing tenth and th grade UC-endorsed courses as it were) Your arranged twelfth grade courses Your example of evaluations after some time The quantity of school preliminary, Advanced Placement (AP), International Baccalaureate (IB), respects and transferable school courses you have finished Your evaluations in those courses comparative with other UC candidates at your school Your scores on AP or IB tests Your scores on the ACT or SAT All encompassing Review Number and meticulousness of secondary school courses taken and grades earned in those courses Individual characteristics of the candidate, including authority capacity, character, inspiration, understanding, constancy, activity, innovation, scholarly freedom, duty, development, and exhibited worry for other people and for the network are thought of Likely commitments to the scholarly and social imperativeness of the grounds. Notwithstanding an expansive scope of scholarly interests and accomplishments, affirmation perusers look for assorted variety in close to home foundation and experience Execution on state sanctioned tests Accomplishment in scholastic advancement programs, including however not constrained to those supported by the University of California. This standard is estimated by time and profundity of support, by the scholarly advancement made by the candidate during that interest, and by the scholarly thoroughness of the specific program Other proof of accomplishment. This rule perceives model, supported accomplishment in any field of scholarly or imaginative undertaking; achievements in extracurricular exercises, for example, the performing expressions or sports; administration in school or network associations; business; and volunteer assistance So what does it take to get into Berkeley? Essentially, you have to have passing marks in troublesome classes, solid state administered test scores, and show that you’ll positively affect grounds. In the remainder of this article we’ll clarify precisely what you can do to meet every one of the desires Berkeley needs to find in candidates. UC Berkeley Application Deadlines On the off chance that you need to realize how to get into UC Berkeley, you first need to know all the significant application cutoff times. Berkeley states directly on their site that they never acknowledge late applications, so don’t miss any deadlines!UC Berkeley doesn’t offer early activity or early choice choices, so everybody applying has similar cutoff times. Cutoff time Activity August 1 UC Berkeley application opens November 1-30 Period application can be submitted on the web December Self-report December test scores January-February Submit official December test score results February-March Affirmations choices are conveyed Walk 2 Money related guide applications due May 1 Answer date for all acknowledged first year understudies July 1 Conceded understudies must present their last secondary school transcript The most significant cutoff time you should know about is November 30th. This is the latest day you can present your Berkeley application. Nonetheless, as long as you have your application put together by November 30th, you can in any case take the SAT/ACT in December. In the event that you choose to do this, you’ll self-report your scores in December, at that point send your official scores once you get them in January or February. We don’t prescribe holding up until December to take the SAT or ACT in such a case that you’re discontent with your score you won’t have some other opportunities to retake it. Be that as it may, if you’ve taken the test a few times and need one progressively shot, a December test date is an alternative. You’ll learn if you’ve been acknowledged to UC Berkeley in March (at times as ahead of schedule as February), and you’ll have until May first to choose which school to join in. The most effective method to Apply to UC Berkeley There are four primary strides to applying to Berkeley. The previous you start your application (as ahead of schedule as August first) the additional time you’ll need to finish all the means and the less weight you’ll be under to fulfill the time constraint. The means are the equivalent paying little mind to which UC school(s) you’re applying to since all UC schools utilize a similar application (and you just need to submit one application, regardless of whether you apply to other UC schools notwithstanding Berkeley. The following is a review of how to apply to Berkeley. For additional top to bottom data, look at our total manual for applying to UC schools. Stage 1: Create an Account First you have to make a candidate account. This progression will just take around a couple of moments since you simply need to round out essential data. Stage 2: Complete the UC Application In the wake of making your record, you’ll be quickly sent to the start of the application. A portion of the key pieces of the application include: Entering data about which UC school(s) you’re applying to (you’d pick UC Berkeley, however you can likewise apply to other UC schools with a similar application) and what you plan on studying Rounding out your qualification for grants Responding to segment questions Rounding out your scholarly history (what classes you took, the evaluations you got in them, in the event that they were praises or AP, and so on.) Rounding out data on your extracurriculars and any honors you’ve won Self-announcing your state sanctioned grades Responding to the individual knowledge questions There are eight individual proclamation questions, and you’ll need to answer four of them. Every reaction should be 350 words or less.The prompts are recorded on the UC confirmations site Stage 3: Pay Admission Fees and Submit Your Application Once you’ve completed each segment your application, you can submit it, as long as it’s between November 1-30. You’ll likewise need to pay the $70 application charge ($80 if you’re a worldwide understudy). At that point you’ll click submit, and your application will formally be sent to Berkeley! Stage 4: Submit Your Standardized Test Scores You’ll self present your grades when you round out your application, yet you additionally need to send official score reports to Berkeley.You’ll need to take either the ACT with Writing or the SAT with Essay. You aren’t required to take AP tests or SAT Subject Tests, yet Berkeley recommends taking at any rate a couple and presenting those scores too. We have directs explicitly on sending ACT scores and SAT scores to schools in the event that you need more data. What You Need to Get Into Berkeley Berkeley needs top understudies so you have to ensure your application is solid no matter how you look at it. The following are the five most significant classes Berkeley assesses when they take a gander at applications. In the event that you hang out in most or these territories you’ll have an extraordinary shot at getting into UC Berkeley! Classes The classes you took in secondary school are regularly the most significant piece of your school application. When UC Berkeley affirmations officials take a gander at your classes, they’re taking a gander at two things: the real courses you took and how troublesome they were.For the primary classification, they need to ensure you’ve taken the classes you have to prevail as an undergrad at one of their schools. This implies taking the A-G courses that we referenced previously. Recall that the A-G courses are the base UC Berkeley affirmations prerequisites; most candidates will have worked out in a good way past these necessities. A few majors, particularly those in math or science, suggest or require extra classes before you start school. For instance, on the off chance that you need to study science, Berkeley expects you to have taken one year of science, one year of material science, four years of math, and a few years of an unknown dialect. Research your expected major on Berkeleyâ€

Apcera

Apcera INTRODUCTIONMartin: Today we are in San Francisco in the Apcera office. Hey, Derek. Who are you and what do you do?Derek: I’m the Founder and CEO of Apcera. We’re a hundred and so people now but we’re still in a startup mode, so I do all different types of things.Martin: When did you have this idea for starting Apcera, and what did you do before?Derek: The idea for Apcera actually came around 2012, and it was an offshoot from some of the work I had done previously around platforms and platforms as a service. And what’s interesting about platforms as a service was the original premise was to try to accelerate the deployment of complex workloads. And what became very clear to me was that just speeding up the ability to deploy an app and to empower dev ops is necessary but not sufficient in the long term, and what you really needed was a trusted platform. And a trusted platform that was multi-cloud involved a lot of very, very hard problems, in our opinion, ones that we didn’t see the market willing to take on. You saw a lot of companies that would spin up and do some things in a couple of months’ time and then try to either get sold or try to push something out to the developer community where it’s like a toy or an additional tool in a toolbox that developers could use to try to hand assemble their things. And that still exists, right? We still see that and the ecosystem both embraces and then kicks those technologies out at a very fast rate these days.But businesses actually need a platform that they can trust, that they can actually move into this next generation of computing where they can get more out of their own existing resources. They can utilize not only one but multiple public clouds. And it’s interesting that the public cloud, I think, originally started around how do we move from CAPEX to OPEX and who’s the cheapest on the OPEX, the race to zero. But what we’ve seen what the customers were engaging with now is that some of those pu blic cloud vendors have gotten so big that actually it’s working against them and they’re nervous to put all their eggs in one basket, and so they want the ability to actually do things in a multi-cloud setup but they want to do it consistently and in a trusted fashion across clouds and with their own private resources.And so Apcera was born out of trying to solve that problem: deploy diverse workloads, orchestrate them together (systems are becoming more complex), and then govern them all. Governance and security and policy are all these words that can be taken as a bad thing. It’s like, “Ugh,” and you see people’s shoulders shrug. And so Apcera’s vision and what we’ve driven towards was to make that as transparent as possible, drive it into the platform that IT operations actually cares about and delivers to their internal customers and make developers happy, but all doing it in a trusted way.Martin: Derek, can you walk me through the first 12 or 18 months chronolo gically? When did you build the product? When did you talk to your first customers? When did you acquire them? So that I just have a vivid picture of how it went at the start.Derek: Sure. So about March 2012, I went and did a design on my own of what I thought we would want to build. At that point in time, I started talking to VCs, the venture capital community, a lot of time seed rounds or some of the very early rounds or an investment in the founder or the founders, with a little bit of the idea. And as you go through subsequent rounds, all those rules change.So in March of 2012, I was coming up with the idea. I spent about two weeks on it and then went to VCs, got funding in about April of 2012, put together the founding team, and we even met in June of 2012 to do the kickoff of “This is the vision. This is the general product that I think we should build.” And it was very different from what a lot of people had seen in terms of a startup, which was I said, “We will build s omething that might take us over a year to actually assemble.” And VCs usually don’t react well to something that they won’t even see for over a year, but part of our value proposition was that if we don’t take on the hard problems for our customers, they’re going to have to take them on, and then our value proposition goes away.If you look at the notion of trust as delivered through a platform, which is what we actually sell, it has to take on a lot of these hard problems. You can’t keep asking the developers to understand all of the different rules, how you’re supposed to access the database, and what level of security do you need there. If something comes up, like a zero day exploit, who’s exposed? How are we exposed? And dev ops, in my opinion, has evolved in a very good way to allow developers to both innovate, develop and actually deploy into production applications at a much faster rate than they were allowed to do.But don’t mistake that for the trust the bu siness and the company in general has to being solely with dev and dev ops. It’s not that they’re not talented enough. It’s that they don’t have the cross functional awareness in a lot of the Global 2000 to deliver that trust factor, and it needs to be in the platform. This isn’t as very different than what happened with the operating systems in the ‘90s. So if you step back and you squint a little bit, in the ‘90s we had a very simplistic operating system, and as we exited, we had very complex systems that governed single computing resources, but they took a lot of things into the platform so that the developer didn’t have to worry about it. This is the same type of trend, it’s just for tens of thousands of computers. And multiple clouds and multiple private resources and bringing them all together under a single fabric. But it’s not unlike the general trend in the ‘90s where a tremendous amount of function and feature set was driven into the platform, the ope rating system for a single computer at the time. Of course, it’s actually doing the same thing, and us and the ecosystem is driving that. So usually you innovate over here and you experiment, and then as we settle on patterns and functionality and feature set that actually make sense, those ends get driven down into the platform. Does that make sense?Martin: Yes. Derek, what do you think was the main driver for an investor to invest in the seed round? Was it only you as founder? What was the impact of your background, what you did before? What kind of confidence or so did you provide to the investor to invest in the seed round, especially given that you said, “It will take some time until we have something that we can ship”?Derek: That’s a great question. Seed rounds and early stage rounds are mostly confidence in the founder or founders, and so my assumption is that they had confidence in me to actually deliver on some things. I’ve been very, very fortunate throughout my career, early in the ‘90s at TIBCO really defining middleware and messaging systems as a construct for building distributed systems, in the ‘90s through fin services at Wall Street, the recognition Gartner analyst level of defining categories, and I was fortunate enough to participate in a lot of that early on.I spent six years at Google, and so really pushed on expanding out APIs to existing services inside of Google such that developers could get access to them easily, freely and with very little effort could actually incorporate these services into their own workflows. And that’s an important thing to understand of all SaaS companies are going down that path. So a SaaS company has a presence, they have some data, they start exposing some APIs, they might progress to add a scripting language or an environment, they glue these things together a little bit, and then you actually end up at the full-fledged application. I want to write a full-fledged application that consumes th e data and services that you as a SaaS provider providing that have a huge amount of value for me as a business. The issue is that if I do that totally on my own, all of the effort you put into your servers are always up, they’re geo located all over the globe, and then I as a developer sign up for a single account and run my app which my business is betting in a cloud provider, without having the sophistication to match with what you’re trying to do. When that app fails, the business sees that app failing and then they look at the service that you’re providing as not doing that.And so early on in Google we got that. And I didn’t participate directly in Google app engine but I was watching what it was trying to do and what problems it was trying to solve. And we were doing the developer APIs, and so the developer ecosystem inside of Google was kicked off by some of these efforts.VMWare then came along and Paul Maritz said, “Hey, would you be willing to join VMWare?” And VMWare, by the way, started right next to TIBCO on Porter Drive in Palo Alto. But I had no inkling of why I would ever join VMWare. But what was presented to me was come up with an idea that moves up the stack for somebody like VMWare. And the idea was deploying applications into a cloud environment and with production quality, meaning it stays up and you don’t have to do a lot of things to do it, was really a market that wasn’t being served for the Global 2000. And so the idea going to VMWare was to solve that problem. And what happened was that that part of the problem was a huge success in terms of what myself and the team delivered. The issue was that I really quickly realized that that’s going to run out of runway and that somebody’s really nasty hard problems that have to be baked into the core operating system, so to speak, for data centers and cloud providers didn’t exist. And so that’s why in 2012, while the technology that I had worked on was taking off, I deci ded to leave because I really believed I could see the writing on the wall when this was going to run out of runway, and just making developers deploy things faster was not sufficient.BUSINESS MODEL OF APCERAMartin: If you were to rephrase the value proposition that Apcera is offering to its customers in 10 to 15 seconds, what would it be?Derek: A trusted platform runs on multiple public clouds and your private resources, brings them all together in a single fabric, and allows you to do things both faster and with less headcount. The only thing inside of IT that’s getting more expensive is people, and so anytime you can actually repurpose or save headcount at being able to deploy and maintain the speed of innovation within a company, companies are very attracted to that, especially when trust actually involves security and policy and governance and all the stuff that they care about and know they need to care about, but being able to do that and still allow developers to actually be very, very agile and actually speed up.Martin: Who are your customers and how do you acquire them? And especially who is making the purchase decision at your customers?Derek: Most of the target area for us is the Global 2000. Our customers come in lots of different verticals, so telecom, fin services, media, insurance, but all of them roll up to we want to do a migration to another platform. So you can call it a cloud migration if youre going from on prem to a cloud. But weve seen customers who were trying to move from VMWare to OpenStack, so its all private. Weve seen true multi-cloud where they want to move to a public cloud but then they also want to tie in existing resources. And whats interesting about the public clouds is that the race is on now for a class of services, so its not as much Ill pick you over another cloud provider based on cost. Theyre now looking at Ooh, I might really want to run this application to consume that specific service which I dont want to build o n my own and that one of the top three big cloud providers invested. But then theres something over here with another cloud provider that I want and I have to be able to take advantage of that.And so that presents customers with we have a cloud migration story, an app migration type of initiative, and we are quickly going to get out of control with the number of people were going to have to hire or train to understand we do it this way today. How do we do it in this public cloud provider, then how do we do it over there? What do we have to do that might be different? All of these cloud providers do something slightly differently. Still theyre the same workload underneath, but how you secure it, how you manage it, how you actually orchestrate it together and plug it together with other components is different from everyone.And so customers are faced with Wow, were going to have to hire a lot of people. How do we actually trust that what we do there translates to everywhere else? And so Apcera immediately comes in and says, Keep doing what youre doing today and allow us to put a single fabric that actually is consistently enforced and driven from a governance and policy perspective, consistently across all environments so you dont have to worry about it. So the ability to demonstrate getting an application on our platform is very trivial. If you invest in container techs or Docker type images, its for free. It already runs in our platform. And then you show the customer in another two to three minutes policy dictating where that workload can run and moving it between VMWare, OpenStack on premise, then to Amazon, to Google, to IBMs SoftLayer to Microsofts Azure, all within about two minutes, with the system completely rehealing itself, the application always being available, thats very powerful. And they immediately go, Thats where we want to be. And their mind isthat its going to take them two to three years to get there. We can demonstrate to them that we can g et them there in a matter of months or even less.And so now instead youre looking at I dont have to hire a whole bunch of people to do this, and my three-year commitment to get there I can actually deliver this thing maybe in three to six months from a production grade quality standpoint internal to my business and my users. That becomes very powerful.Martin: Which professionals are you targeting? Are you targeting the head of dev ops or the CTO or CIO or whomever?Derek: Mostly we actually sell to IT operations. So theres usually a constituent inside of there thats chief architect in platform services and those types of roles. We have had CIO types who said, I have both. I have the dev ops and I have these IT ops, and I need to figure out something that these guys are going to deliver to this group to enable them to do what they want to do at speed but such that it were in a trusted fashion.Its not as popular anymore but like shadow IT ops and stuff is still a thing with some of the se larger companies that arent necessarily rooted in the echo chamber that is Silicon Valley. They have a migration path that they want to build, and they believe its a two- to three- to four-year journey, and us being able to quickly accelerate, demonstrate that we can do that, demonstrate that were a trusted partner for them, understanding that their IT budgets, which is their IT ops and a lot of the development and innovation piece, is growing maybe at 2% to 3% a year, yet the demands on the business are growing exponentially and what the expectation out of that group is is exponential yet the resources they have to spend is linear at best with a very, very small growth rate. And so us being able to come in and show them the speed at which they can actually get a platform and applications and services migrated in this fashion, in a trusted fashion where we can actually prove why its trusted, thats been resonating extremely well.Martin: Derek, you said that Apcera is basically a p latform as a service. How is the revenue model working, and whats driving the pricing?Derek: So platform as a service, I guess the best way to describe, is container management, orchestration, policy, all words that you can use to describe us. I cant tell you platform as a service itself is being redefined, whether its Apcera or anyone else. And the biggest thing to understand around that redefinition which we want to be part of is the developers have a preference and they want choice, and theyre willing to give that choice up for short term gains, but eventually the only choice that they care about, or the only preference and opinion that they care about is their own. And so delivering a trusted platform has to be able to enable their choice. So PaaS, as it was defined early on, was you the developer dont have very many choices. The platform is going to do all the stuff for you, but youll give it up to speed up. What were seeing now with things like Docker and container management systems is no, the developers wont have their own choice but we need a platform as an IT operations group that actually drives confidence that were doing the right thing.We sell a managed service, so we actually bill subscription-based for the number of assets that you use, whether it be nodes or memory. It depends on the customer. And so we sell by saying, How big of a platform do you want to set up? regardless of where it is. So regardless of if its on premise or if its public cloud, the pricing model is the same.ADVICE TO ENTREPRENEURS FROM DEREK COLLISON In San Francisco (CA), we meet Founder CEO of Apcera, Derek Collison. Derek talks about his story how he came up with the idea and founded Apcera, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Today we are in San Francisco in the Apcera office. Hey, Derek. Who are you and what do you do?Derek: I’m the Founder and CEO of Apcera. We’re a hundred and so people now but we’re still in a startup mode, so I do all different types of things.Martin: When did you have this idea for starting Apcera, and what did you do before?Derek: The idea for Apcera actually came around 2012, and it was an offshoot from some of the work I had done previously around platforms and platforms as a service. And what’s interesting about platforms as a service was the original premise was to try to accelerate the deployment of complex workloads. And what became very clear to me was that just speeding up the ability to deploy an app and to empower dev ops is necessary but not sufficient in the long term, and what you really needed was a trusted platform. And a trusted platform that was multi-cloud involved a lot of very, very hard problems, in our opinion, ones that we didn’t see the market willing to take on. You saw a lot of companies that would spin up and do some things in a couple of months’ time and then try to either get sold or try to push something out to the developer community where it’s like a toy or an additional tool in a toolbox that developers could use to try to hand assemble their things. And that still exists, right? We still see that and the ecosystem both embraces and then kicks those technologies out at a very fast rate these days.But businesses actually need a platform that they can trust, that they can actually move into this next generation of computing where they can get more out of their own existing resources. They can utilize not only one but multiple public clouds. And it’s int eresting that the public cloud, I think, originally started around how do we move from CAPEX to OPEX and who’s the cheapest on the OPEX, the race to zero. But what we’ve seen what the customers were engaging with now is that some of those public cloud vendors have gotten so big that actually it’s working against them and they’re nervous to put all their eggs in one basket, and so they want the ability to actually do things in a multi-cloud setup but they want to do it consistently and in a trusted fashion across clouds and with their own private resources.And so Apcera was born out of trying to solve that problem: deploy diverse workloads, orchestrate them together (systems are becoming more complex), and then govern them all. Governance and security and policy are all these words that can be taken as a bad thing. It’s like, “Ugh,” and you see people’s shoulders shrug. And so Apcera’s vision and what we’ve driven towards was to make that as transparent as possibl e, drive it into the platform that IT operations actually cares about and delivers to their internal customers and make developers happy, but all doing it in a trusted way.Martin: Derek, can you walk me through the first 12 or 18 months chronologically? When did you build the product? When did you talk to your first customers? When did you acquire them? So that I just have a vivid picture of how it went at the start.Derek: Sure. So about March 2012, I went and did a design on my own of what I thought we would want to build. At that point in time, I started talking to VCs, the venture capital community, a lot of time seed rounds or some of the very early rounds or an investment in the founder or the founders, with a little bit of the idea. And as you go through subsequent rounds, all those rules change.So in March of 2012, I was coming up with the idea. I spent about two weeks on it and then went to VCs, got funding in about April of 2012, put together the founding team, and we even met in June of 2012 to do the kickoff of “This is the vision. This is the general product that I think we should build.” And it was very different from what a lot of people had seen in terms of a startup, which was I said, “We will build something that might take us over a year to actually assemble.” And VCs usually don’t react well to something that they won’t even see for over a year, but part of our value proposition was that if we don’t take on the hard problems for our customers, they’re going to have to take them on, and then our value proposition goes away.If you look at the notion of trust as delivered through a platform, which is what we actually sell, it has to take on a lot of these hard problems. You can’t keep asking the developers to understand all of the different rules, how you’re supposed to access the database, and what level of security do you need there. If something comes up, like a zero day exploit, who’s exposed? How are we exposed? And d ev ops, in my opinion, has evolved in a very good way to allow developers to both innovate, develop and actually deploy into production applications at a much faster rate than they were allowed to do.But don’t mistake that for the trust the business and the company in general has to being solely with dev and dev ops. It’s not that they’re not talented enough. It’s that they don’t have the cross functional awareness in a lot of the Global 2000 to deliver that trust factor, and it needs to be in the platform. This isn’t as very different than what happened with the operating systems in the ‘90s. So if you step back and you squint a little bit, in the ‘90s we had a very simplistic operating system, and as we exited, we had very complex systems that governed single computing resources, but they took a lot of things into the platform so that the developer didn’t have to worry about it. This is the same type of trend, it’s just for tens of thousands of computers. And m ultiple clouds and multiple private resources and bringing them all together under a single fabric. But it’s not unlike the general trend in the ‘90s where a tremendous amount of function and feature set was driven into the platform, the operating system for a single computer at the time. Of course, it’s actually doing the same thing, and us and the ecosystem is driving that. So usually you innovate over here and you experiment, and then as we settle on patterns and functionality and feature set that actually make sense, those ends get driven down into the platform. Does that make sense?Martin: Yes. Derek, what do you think was the main driver for an investor to invest in the seed round? Was it only you as founder? What was the impact of your background, what you did before? What kind of confidence or so did you provide to the investor to invest in the seed round, especially given that you said, “It will take some time until we have something that we can ship”?Derek: Thatâ €™s a great question. Seed rounds and early stage rounds are mostly confidence in the founder or founders, and so my assumption is that they had confidence in me to actually deliver on some things. I’ve been very, very fortunate throughout my career, early in the ‘90s at TIBCO really defining middleware and messaging systems as a construct for building distributed systems, in the ‘90s through fin services at Wall Street, the recognition Gartner analyst level of defining categories, and I was fortunate enough to participate in a lot of that early on.I spent six years at Google, and so really pushed on expanding out APIs to existing services inside of Google such that developers could get access to them easily, freely and with very little effort could actually incorporate these services into their own workflows. And that’s an important thing to understand of all SaaS companies are going down that path. So a SaaS company has a presence, they have some data, they start exposing some APIs, they might progress to add a scripting language or an environment, they glue these things together a little bit, and then you actually end up at the full-fledged application. I want to write a full-fledged application that consumes the data and services that you as a SaaS provider providing that have a huge amount of value for me as a business. The issue is that if I do that totally on my own, all of the effort you put into your servers are always up, they’re geo located all over the globe, and then I as a developer sign up for a single account and run my app which my business is betting in a cloud provider, without having the sophistication to match with what you’re trying to do. When that app fails, the business sees that app failing and then they look at the service that you’re providing as not doing that.And so early on in Google we got that. And I didn’t participate directly in Google app engine but I was watching what it was trying to do and what problems it was trying to solve. And we were doing the developer APIs, and so the developer ecosystem inside of Google was kicked off by some of these efforts.VMWare then came along and Paul Maritz said, “Hey, would you be willing to join VMWare?” And VMWare, by the way, started right next to TIBCO on Porter Drive in Palo Alto. But I had no inkling of why I would ever join VMWare. But what was presented to me was come up with an idea that moves up the stack for somebody like VMWare. And the idea was deploying applications into a cloud environment and with production quality, meaning it stays up and you don’t have to do a lot of things to do it, was really a market that wasn’t being served for the Global 2000. And so the idea going to VMWare was to solve that problem. And what happened was that that part of the problem was a huge success in terms of what myself and the team delivered. The issue was that I really quickly realized that that’s going to run out of runway and that somebody ’s really nasty hard problems that have to be baked into the core operating system, so to speak, for data centers and cloud providers didn’t exist. And so that’s why in 2012, while the technology that I had worked on was taking off, I decided to leave because I really believed I could see the writing on the wall when this was going to run out of runway, and just making developers deploy things faster was not sufficient.BUSINESS MODEL OF APCERAMartin: If you were to rephrase the value proposition that Apcera is offering to its customers in 10 to 15 seconds, what would it be?Derek: A trusted platform runs on multiple public clouds and your private resources, brings them all together in a single fabric, and allows you to do things both faster and with less headcount. The only thing inside of IT that’s getting more expensive is people, and so anytime you can actually repurpose or save headcount at being able to deploy and maintain the speed of innovation within a company, compan ies are very attracted to that, especially when trust actually involves security and policy and governance and all the stuff that they care about and know they need to care about, but being able to do that and still allow developers to actually be very, very agile and actually speed up.Martin: Who are your customers and how do you acquire them? And especially who is making the purchase decision at your customers?Derek: Most of the target area for us is the Global 2000. Our customers come in lots of different verticals, so telecom, fin services, media, insurance, but all of them roll up to we want to do a migration to another platform. So you can call it a cloud migration if youre going from on prem to a cloud. But weve seen customers who were trying to move from VMWare to OpenStack, so its all private. Weve seen true multi-cloud where they want to move to a public cloud but then they also want to tie in existing resources. And whats interesting about the public clouds is that the ra ce is on now for a class of services, so its not as much Ill pick you over another cloud provider based on cost. Theyre now looking at Ooh, I might really want to run this application to consume that specific service which I dont want to build on my own and that one of the top three big cloud providers invested. But then theres something over here with another cloud provider that I want and I have to be able to take advantage of that.And so that presents customers with we have a cloud migration story, an app migration type of initiative, and we are quickly going to get out of control with the number of people were going to have to hire or train to understand we do it this way today. How do we do it in this public cloud provider, then how do we do it over there? What do we have to do that might be different? All of these cloud providers do something slightly differently. Still theyre the same workload underneath, but how you secure it, how you manage it, how you actually orchestrate it together and plug it together with other components is different from everyone.And so customers are faced with Wow, were going to have to hire a lot of people. How do we actually trust that what we do there translates to everywhere else? And so Apcera immediately comes in and says, Keep doing what youre doing today and allow us to put a single fabric that actually is consistently enforced and driven from a governance and policy perspective, consistently across all environments so you dont have to worry about it. So the ability to demonstrate getting an application on our platform is very trivial. If you invest in container techs or Docker type images, its for free. It already runs in our platform. And then you show the customer in another two to three minutes policy dictating where that workload can run and moving it between VMWare, OpenStack on premise, then to Amazon, to Google, to IBMs SoftLayer to Microsofts Azure, all within about two minutes, with the system completely rehe aling itself, the application always being available, thats very powerful. And they immediately go, Thats where we want to be. And their mind isthat its going to take them two to three years to get there. We can demonstrate to them that we can get them there in a matter of months or even less.And so now instead youre looking at I dont have to hire a whole bunch of people to do this, and my three-year commitment to get there I can actually deliver this thing maybe in three to six months from a production grade quality standpoint internal to my business and my users. That becomes very powerful.Martin: Which professionals are you targeting? Are you targeting the head of dev ops or the CTO or CIO or whomever?Derek: Mostly we actually sell to IT operations. So theres usually a constituent inside of there thats chief architect in platform services and those types of roles. We have had CIO types who said, I have both. I have the dev ops and I have these IT ops, and I need to figure out som ething that these guys are going to deliver to this group to enable them to do what they want to do at speed but such that it were in a trusted fashion.Its not as popular anymore but like shadow IT ops and stuff is still a thing with some of these larger companies that arent necessarily rooted in the echo chamber that is Silicon Valley. They have a migration path that they want to build, and they believe its a two- to three- to four-year journey, and us being able to quickly accelerate, demonstrate that we can do that, demonstrate that were a trusted partner for them, understanding that their IT budgets, which is their IT ops and a lot of the development and innovation piece, is growing maybe at 2% to 3% a year, yet the demands on the business are growing exponentially and what the expectation out of that group is is exponential yet the resources they have to spend is linear at best with a very, very small growth rate. And so us being able to come in and show them the speed at which they can actually get a platform and applications and services migrated in this fashion, in a trusted fashion where we can actually prove why its trusted, thats been resonating extremely well.Martin: Derek, you said that Apcera is basically a platform as a service. How is the revenue model working, and whats driving the pricing?Derek: So platform as a service, I guess the best way to describe, is container management, orchestration, policy, all words that you can use to describe us. I cant tell you platform as a service itself is being redefined, whether its Apcera or anyone else. And the biggest thing to understand around that redefinition which we want to be part of is the developers have a preference and they want choice, and theyre willing to give that choice up for short term gains, but eventually the only choice that they care about, or the only preference and opinion that they care about is their own. And so delivering a trusted platform has to be able to enable their choice . So PaaS, as it was defined early on, was you the developer dont have very many choices. The platform is going to do all the stuff for you, but youll give it up to speed up. What were seeing now with things like Docker and container management systems is no, the developers wont have their own choice but we need a platform as an IT operations group that actually drives confidence that were doing the right thing.We sell a managed service, so we actually bill subscription-based for the number of assets that you use, whether it be nodes or memory. It depends on the customer. And so we sell by saying, How big of a platform do you want to set up? regardless of where it is. So regardless of if its on premise or if its public cloud, the pricing model is the same.ADVICE TO ENTREPRENEURS FROM DEREK COLLISONMartin: Lets talk about your advice to first time entrepreneurs. What advice could you provide to first time entrepreneurs so that they can learn from your learning experience?Derek: There s a lot of great lessons to be learned. And I do quite a bit of annual investing these days and Im sitting on some advisory boards and I talk to a lot of young entrepreneurs. Coming from how Apcera approached the problem, it might sound interesting or counterintuitive to what we did, which was a very, very broad technology set that is addressing very, very fluid markets. And we purposely did this and we were trying to build a very large business out of that. But in general, the best advice I can say is concentrate incessantly on what makes you different, and anything that doesnt make you different, dont do that. Use someone elses technology to do it, or not outsource it per se but dont get caught up in the minutia of saying, We want to deliver this value, and it involves all these things. Keep wielding it out to, This exactly is what makes us different, and then maniacally focus on that and drive the value out of your customers.Customer interaction and understanding what you do well , but more importantly what is the problem were trying to solve for these customers and are we meeting that goal? And thats not something that youre going to start on Day 1 and then say, Okay, were good to go. We know what it is. Its a fluid process. You have to invest very, very early on and consistently iterate on what problems are they facing? What problems are we making easier for them to get through? Is it a bottom line thing? Is it a top line thing? Is it a speed thing? And be very, very clear on what those things are when you walk into your customers. And so even early on for entrepreneurs, the biggest advice I give is say, Okay, well, if you want to do all of these things but I only tell you to do one, which one is it? because I think, especially in Silicon Valley but Ive seen this now in pockets all across the world, entrepreneurs really want to do good. They want to solve big problems, and I think thats amazing. But getting going, what is the first thing that you solve and you do really, really well? And then you can grow from there. But if you grow and you have this massive undertaking and youre not exactly clear on what problems its solving and how you fit into the market, thats a challenge.And again, it might sound counterintuitive because Apcera starting out, people who werent in the know or on the inside were like, Wow, we didnt hear anything from you for like a year. And we were trying to solve some very, very hard problems, and thats why. But also now we have a very broad technology offering and we have applicability in markets that are extremely fluid. PaaS is being redefined. Cloud management platforms are being redefined. Container management is a new market thats emerging, even though its been around but now the analysts are starting to recognize it. And so making sure that youre constantly evolving and being aware of how you fit into your customers problem set and what the analysts expectations are has to be job number one.Martin: What ar e the patterns that you see on successful and not so successful entrepreneurs that you can share?Derek: One of the ones I had a conversation just the other day, a lot of entrepreneurs that Ive seen who have been successful moving into the entrepreneurial type of world is theyre extremely good at contributing individually. They usually are very controlling. They default to Never mind. Ill just do it myself. And Id have to be honest that I was probably that type of person still in 2010 or so. I think you have to commit to empowering the people that you bring on because the best things that you actually get done in life in terms of starting a company, you have to do it as a team, and its very hard for some entrepreneurs. They dont want to give up control. They dont want to give up investing in their people, so to speak, whether its equity or some other things.And at least from an Apcera perspective, Ive never regretted anything around really investing in the people, really pushing hard around things. Even when we started the company, I was by myself trying to get great health care benefits. We had no employees. It was just me. And someone looked at me and said, Thats kind of foolish because its really expensive. And I said, Only until we hit eight people. And the first eight people that I probably want to target are going to care deeply about this. You need to understand how you get the widest range of talent. And talent always has a different understanding of risk and reward. And even in Silicon Valley and in San Francisco, people have families. People want that work-life balance. And so investing in your people and making sure that if youre successful, theyre successful, do that from Day 1.A lot of piece is that I am not a massive fan of lawyers per se. Invest in a lawyer. The first call you should do before you hire anyone or sign anything is get a hold of them because you want everything to be done right if you want to set yourself up for success, whether tha t be potentially a new venture IPO or an MA or large investments. And all of that stuff matters, and a lot of entrepreneurs are really, really good at the big picture and really, really good at details way, way down in the leads. They need to make sure they invest in the middle stuff. They dont have to do it themselves but they need to make sure its being taken care of. And lawyers and health care and benefits and HR and all the stuff that you might not be thinking about, you want to get ahead of that, so invest in that earlier than you would expect.Martin: Derek, thank you so much for your time and for sharing your knowledge.Derek: Thank you. I appreciate it.Martin: Sure. And next time if youre thinking about starting a company, and you know that scaling is very important, I mean you can use capital for scaling and most importantly you have to build an organization with lots of people, and then if you want to scale via people and organization, you need to think about pushing owners hip down because in the end if you want to control everything, you wont be able to scale that much. Thank you so much. Great!Derek: Nice to meet you.