Self Publishing Version 4

My recent posts have briefly touched upon the new website Outskirts Press launched over Memorial Day weekend, which we are lovingly referring to as  Version 4.  Is this the 4th “version” of the site we’ve had? No; we’ve had more than that.

Version 4 comes from a convoluted history of enhancement-naming conventions.   When I was single-handedly programming the first few versions of the Outskirts Press website in CGI and Perl (way back in 2002, 2003 and 2004), it went through a number of different “looks.”   As the number of books we published exploded from 51 in 2004 to 220 in 2005, it started to become apparent that the site I had programmed was not sufficient for all the books we were publishing. In other words, it was bending under the quantity and demands we were putting on it.

So, the IT department was taxed with rebuilding the site from the ground up. This involved a migration of the programming and data to SQL.  They started calling that first SQL version of the website SQL 1.  Very little changed aesthetically with that first migration. It was a daunting enough task simply migrating all the author records and data into the SQL databases.

Once the foundation was in place to handle our growth, and once SQL 1 was working, we immediately began working on some aesthetic improvements that leveraged the new, faster advantages resulting from the SQL databases.  These improvements became known internally as SQL 2.

Last year we launched SQL 3, which was a combination of some database improvements and aesthetic improvements, mostly involving the internal Author’s Center portions of our website. In other words, we were using resources to improve the experience for our core group of customers.

Even before SQL 3 was launched, I was already working (at least in my mind) on the next leap forward for our website and our company. This fundamental change was known as SQL 4 by our IT team, but since “SQL” has very little resonance outside of the IT world, we decided from a marketing & branding perspective to call it “Version 4” instead, more akin to software releases and operating systems.

So that’s the genesis of the name. With the next posts we’ll talk about the fundamental differences and improvements with Version 4 of the new and improved Outskirts Press, along with some hiccups along the way.

CEO Interviewed by Student Literary Award Winner

The 2010 Student Literary Awards were announced and presented at the Denver Public Library on April 29th. Winning students in both the Letters About Literature and River of Words contests were recognized by the Colorado Humanities in front of a full crowd of teachers, parents, and supporters.

During the event, Cassie Lipscomb, the 2nd place winner in Category IV of the River of Words Poetry contest, asked to interview me for a school project…

Cassie: Is it necessary to go do further schooling to make my writing better? What kind of schools does it take?

Brent: No one will frown on you for having a higher education. Not only does going to college make your writing better, but it makes your life better, although perhaps not for the reasons you may think. College isn’t about attending a lot of English and Latin classes and/or getting your MBA in creative writing. College is about having an experience and being surrounded by intelligence 24/7. You can learn as much sitting in the student union participating in a lively discussion with other classmates as you can in a 500-person auditorium listening to a professor.  You will literally become smarter through osmosis while attending college, and that’s before you even step into the classroom – and yes, the classes will help you become smarter still.   After all, writing fiction involves your ability to create an experience for the reader while writing non-fiction involves your ability to effectively impart knowledge.  Regardless of what kind of writing you prefer, college will help you improve your craft. What kind of college becomes secondary. It’s not what the school brings to you; it’s what you bring to the school.

Cassie: What do you like about your job? What do you dislike about the job?

Brent: I’ve always said I’m a writer first and a CEO second, but nowadays I spend the majority of my time on the latter instead of the former. I love helping writers. Nothing is more gratifying than getting a jubilant email from a newly published author, or seeing a photograph of a writer holding their book with tears of joy in their eyes. It is very fulfilling and I love it.    Things I dislike about the job are the same things that apply to nearly every job – the daily and sometimes minutiae-riddled “grind” of producing something. Whether you are writing a book or running a company or buried in a cubicle somewhere, production takes effort and discipline.  It helps if what you produce is something you love.  Since you’re going to be spending so much time doing something, you had better love it, right?

Cassie: What does a regular day of work consist of?

Brent: I spend a lot of time managing departments and projects via email.  But… that’s not quite right. You can’t really manage departments or projects. You can only manage the people involved with the departments or the projects. So I manage people, but the ultimate goal is to aim departments in a certain direction and aim projects to fulfill a certain benefit for our authors.   So email takes up quite a lot of my day. And the phone, although I find the phone somewhat inefficient, unless it’s a conference call. As for writing, it is my personal goal to write and publish a new book each year. I didn’t pull that off in 2009, so I must in 2010. I do not carve out a specific time each day to write anymore.  With an awesome 5-year old in the picture, I just haven’t got the time. You’ve probably heard it before and you’ll probably hear it again, and it gets repeated so often because it is so true: A writer writes.  You can’t be a writer if you don’t write. And writing a book requires a lot of writing, and a lot of discipline.

Cassie: Is this what you thought the job would be like?

Brent: I never had any preconceived notions about what it would be like to run a publishing company, or what it would be like to be a writer, but I am enjoying the ride so far.

Cassie: Where do you get your ideas to write?

Brent: When I was younger, my mind was constantly alive with ideas for novels and short stories, and I wrote a lot of both.  As I’ve grown older, my writing has turned to non-fiction and is related to what I do for a living. That is probably out of necessity more than heartfelt desire.  Writing a book takes so much time, I feel it needs to accomplish multiple goals to be worthwhile.  As sad as it makes me to admit it, I’m not sure fiction can accomplish multiple goals. At least, my fiction can’t.

Cassie: How do you get over writer’s block?

Brent: I don’t write unless I’m feeling it.  I don’t try to force anything. Which means I don’t get over writer’s block. Every once in a while, it just goes away. That isn’t a very inspirational answer, but it’s an honest one. It’s also the reason my book production is so erratic.  Fortunately, I have the flexibility to write that way.  Other writers on ‘deadlines’ might have quite a different answer, and probably a better one.

Cassie: How do you choose between publishers?

Brent: Interestingly, this is the subject of one of my books. There are five paths toward publication that you can pursue.  Conglomerate traditional publication, small press traditional publication, full-service self-publishing services, D-I-Y (do it yourself) self-publishing websites, and fully-independent self-publication.   They all have pros and cons. The path you should take depends upon your talent, your patience, your goals, your desire, your pocket book, and your time.  The good news is, and it seems to be an epiphany for many writers when they realize this, that you can take multiple paths. 
 
Cassie: Is there a lot of competition to deal with these days?

Brent: I assume you are referring to competition with other writers, but regardless of what this question refers to, the answer is “Yes.”  There is always a lot of competition for everything.  The trick is to not view competitors as ‘the enemy’ but rather as opportunities to learn and excel.

Migrating a website

Any entrepreneur, business owner, CEO, or manager knows that running a successful business is hard. People with conflicting personalities push and pull, motivated by their department’s agendas. Fortunately, most of these internal struggles remain where they belong–inside, away from the microscope of the customer/client’s eyes.  The goal is to keep these struggles internal even when the product instigating the struggle is for “public consumption” like a new consumer product, or a piece of software, or a new website. 

The world is filled with examples of these internal struggles if you look hard enough. You might periodically notice a movie poster or advertisement announcing the date the movie opens, only to discover later that it was moved to a different date altogether.  Or you might be waiting anxiously for a new computer game based upon its release date and then become frustrated when the game is postponed another six months.

The two opposing forces in all these cases are usually the same:  the marketing (creative) people VS the business (financial) people.

They are each motivated by their own agendas, albeit for the overall betterment of the company. They just have different perspectives. Creative people want to broadcast their accomplishments with marketing and PR. After all, what’s the point of working so hard on something if no one knows about it?

On the other hand, business people want to manage risk (what’s the point of bringing a whole bunch of people to something if it “doesn’t work?”).  There are a variety of different definitions of something not working.   In the case of the movie example above, the definition of “doesn’t work” usually falls into one of two camps to motivate a release date reschedule. Either the movie is literally not completed yet, or a different, potentially better, movie is “getting in the way” – which might dampen box office receipts.

In the case of the computer game example, the definition of “doesn’t work” is typically quite literal. The release date might be moved simply because the game does not run– or does not run properly.  Ironically, in many cases, the business (financial) people can be responsible for releasing a piece of software like a computer game too early, even if it doesn’t work properly. After all, they are also motivated by quarterly revenue projections and stockholder expectations, etc.

We have four  main departments at Outskirts Press, and the launch of the Version 4 website involved all of them. We have two “creative” sides, i.e. the sales/marketing side and the book production side.  We also have two “business” sides, i.e. the technical (website) side and the accounting side.   Sure, there are technicalities involved in properly producing a book, but when compared with the technicalities involved in creating a dynamic, database-driven e-commerce website, producing a book falls squarely into the “creative.”

The creative sides wanted to start announcing the new website a while ago, to build excitement for new authors as well as inform current authors of the functionality and navigation changes.  The business sides wanted to wait until 4-6 weeks after it was live, to put it through its paces and make sure everything was working flawlessly.

Like all business relationships, and most relationships of any sort, a compromise was reached. We let our current authors know about the changes over Memorial Day weekend, but are holding out any big announcements for a few days, not withstanding some brief mentions of it on my blog — this one and a few early mentions of it in the past (I just couldn’t help myself; it is all I’ve been working on for months).

So why do we feel Version 4 of Outskirts Press is so special? We’ll get to that in an upcoming posting…

Outskirts Press Version 4.0 is here

Hooray!  After about a year of development, we launched version 4.0 of the Outskirts Press self-publishing website over Memorial Day weekend.   The whole operation went smoother than we expected, thanks in large part to our amazing technical team, headed by our Chief Technical Officer, Lynn.

For anybody involved in website and/or softare development, you already know that migrating a large website or software platform from one version to the next is fraught with difficulty and potential potholes.  Luck favors the prepared, as they say, so we took great precautions to make the transition from Version 3 to Version 4 as seamless as possible for our authors.

This meant running a parallel version of 4.0 on an alternate test server for a month before launch as we continually tested and revised it for final release.  This also meant a full-blown “test launch” on the Tuesday before Memorial Day to see if the data migrated successfully.  The first test launch presented some unforeseen problems, which the developers resolved over the course of the next couple of days.  We ran another test launch on Thursday and this one was successful, thereby green-lighting the live migration on Saturday evening. We purposefully aimed for the middle of the Memorial Day weekend when our anticipated web traffic would be relatively low.  One of the “perks” for people in IT and website development fields is that they rarely get holidays off for this very reason — holidays are the best times to make large changes to B2B and B2C platforms.

Our IT team worked throughout the night to ensure that the “scheduled maintenance” message on our website was up for as short of a period as possible.  The new site went live around 7am mountain time Sunday morning, giving us Sunday and Monday of Memorial Day weekend to collect any dust that had gathered from the reconstruction. 

Our website development and enhancements are an on-going function– or perhaps catalyst– of our continuous fast growth, so the live launch of Version 4 didn’t necessarily mark a “welcome relief” in IT’s eyes. But it certainly was a big step, marked by many long nights, and now we’re happy to finally introduce it to our current and future authors.

In the coming posts I’ll discuss many of the improvements that come with Outskirts Press 4.0. I’ll also discuss some of the additional complexities that such a large migration can add to operational processes, and how one can overcome them…

Entrepreneur of the Year Semi-Finalist Reception

On April 29th I attended the Ernst & Young Entrepreneur of the Year reception as a semi-finalist. I was in good company, with some impressive Rocky Mountain entrepreneurs including Mr. John Griffith from Alpine Waste & Recycling and Mr. Kevin Reddy from Noodles & Company — and those were just my fellow nominees!  Judges included heavy hitters like Mr. Scott Scheirman, CFO of Western Union and Ms. Katie Scherping, CFO of Red Robin.

The reception took place at the Cherry Hills Country Club and involved two 9-minute interviews with two of the eight judges.  Personally, I met with Katie Scherping and Mr. Ray BonAnno, CEO of Fleet Car Carriers.   During the reception itself I also chatted with Vice President of Goldman, Sachs & Co Karen Han.

In the following week the judges deliberated on the 35 semi-finalists to determine the finalists, who will be attending the next round of festivities later this month. Sadly, I wasn’t among them. The lone finalist from the Rocky Mountain Region then attends the nationals in Palm Springs. And the lone finalist from the nationals attends the international round in Monaco next spring.  If at first you don’t succeed, try try again…

Entrepreneur of the Year Criteria #6

According to Gregory K. Ericksen in his book Entrepreneur of the Year Award: Insights From the Winner’s Circle, the final criteria the judges use to help them determine a winner is the degree of difficulty in launching and/or growing the business.

This can include everything from the competitive landscape to more specific triumphs like overcoming personal adversity.  Obviously, this is all a matter of perspective, since launching any business is somewhat difficult, and the odds become stacked against you when it comes to growing a thriving business with revenue growth percentages in the multiple-hundreds, as is the case with Outskirts Press.  

Ultimately, all businesses have competitors, naysayers, and hecklers. True leaders persevere and succeed in spite of those obstacles, not in the absence of them.   The same can be said for books. All books have competition, naysayers, and negative reviews. Professional authors persevere and succeed in spite of those obstacles, not in the absence of them.

Entrepreneur of the Year Criteria #5

According to Gregory K. Ericksen in his book Entrepreneur of the Year Award: Insights From the Winner’s Circle, the fifth criteria the judges use to help them determine a winner is “originality.”

A lot of factors can contribute to originality. Have you pioneered a new approach or created a new technology?  Are your business practices or products/services original? Are you constantly working on improvement and innovation?

As far as Outskirts Press is concerned, examples of all of the above are encapsulated by our Version 4.0 website, which will be launching sometime this month (with any luck).  I’ve discussed Version 4 in previous posts (and will again in future posts, too), so I won’t here.

Entrepreneur of the Year Criteria #4

According to Gregory K. Ericksen in his book Entrepreneur of the Year Award: Insights From the Winner’s Circle, the fourth criteria the judges use to help them determine a winner involves the culture, values, and incentives surrounding the work force, the company, and the community. 

An example of this involves our EVVY Book Awards.  Every Diamond and Pearl book we publish is eligible to be nominated for an official Outskirts Press EVVY Award Nomination.  Those nominees are subsequently submitted to the annual Colorado Independent Publishers Association EVVY Awards.  Recently we won 16 different awards, the most among all participating publishers.

The Outskirts Press production team members for each first, second, and third place award also won compensatory bonuses for their valued contributions in producing EVVY-award-winning books for their authors.  One of our internal goals at Outskirts Press is to help our authors publish award-winning books. So by creating a bonus structure for our production department that recognizes when that goal is met, our authors are happier and our cover designers, book formatters, and author representatives are happier, too. Win-win. 

Another example is our $10,000 donation to the Colorado Humanities last December and our sponsorship of their Colorado Book Awards and Student Literary Awards

Later this week, on May 6th, the winners of the Colorado Humanities Student Literary Awards will be announced in Denver.  I will be attending the event and revealing the full-color anthology, published by Outskirts Press.   The anthology is titled 2010 Student Literary Awards Anthology: Winning Art, Poems and Letters by Colorado Students.

Handing out awards to young and aspiring writers is very fulfilling. And seeing their faces light up when they discover they are published authors is extraordinary.  I love it. Another win-win.  And that is culture, values, and incentives in a nutshell.

Entrepreneur of the Year Criteria #3

According to Gregory K. Ericksen in his book Entrepreneur of the Year Award: Insights From the Winner’s Circle, the third criteria the judges use to help them determine a winner is the management team the leader has put together.

The management team of a company can include executives and board of directors members, but ultimately, I think this criteria probably examines all the people of an organization.  Has the entrepreneur successfully pulled together talented people who are committed to the company’s long-term goals?  

It helps if the executives and members of the board bring different talents and experiences to the table, so the overall advantages experienced by the company are wider and therefore the benefits offered to the customer are more valuable.

Entrepreneur of the Year Criteria #2

According to Gregory K. Ericksen in his book Entrepreneur of the Year Award: Insights From the Winner’s Circle, the second criteria the judges use to help them determine a winner is the financial performance of the company.

In this regard, there are two categories of entrepreneurs, and two ways entrepreneurs get money for companies. Some entrepreneurs start companies that are good at earning money from customers.  These leaders spend the bulk of their time managing and growing a company that makes money.

Other entrepreneurs are good at soliciting money from investors. These leaders spend the bulk of their time convincing larger companies into giving them money.

The majority of the articles in magazines like Entrepreneur are aimed at CEOs who fall in the latter category.  Often, the revenue figures that are publicized about companies do not reveal the amount of money those companies earned but rather, the amount of money those companies were given.

I’ve always felt that if you are a leader who falls into the first category, you don’t have to worry about being good at the second.  Run a company that earns money and a funny thing starts happening — bigger companies with money start banging on your door asking if they can give you more.