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Aug. 2nd, 2011 11:15![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png){kind=small}
mapsedgeI broached the subject of virtualizing the office to MoneyGuy, hoping, 1. to isolate myself from the bullshit that seems to orbit this place, and 2. to save some money on gasoline, and received an answer I do not like, but understand.
It comes down to control: MoneyGuy's need to control what happens here at the office, and at least in some areas I agree with that. He wants - needs - to keep DataGuy close. At home, DG could follow any tangent he wanted to, and isn't disciplined enough to stay on the path to any long term goal. MoneyGuy also uses me as a kind of barometer: as my frustration level rises, he knows that something needs to be addressed.
On the more negative side, I also got The Lecture of how the company is costing him money, how he's giving us free labor to run the company - he talks like it's mine and DataGuy's company, and he's just a hired gun instead of a principal -- no, THE principal partner. This dance is old, and the carpet beneath our feet is worn with the number of times we've done it. I was warned - once again - that if sales don't pick up, I won't get a paycheck.
Who's the salesman? Him. Who isn't out selling stuff? Him.
So, in my head, I've set a time limit for this business. I've always been good at spotting patterns, and this pattern is familiar. Eight years ago, Data Reporting was going to make the difference. Six year ago, Contact Management was going to save the company. Four years ago, Websites were the hot ticket. Two years ago, Texting was The One. Six months ago, Texting Phase II was It.
We don't have any more products.
The clock is ticking, boys.
It comes down to control: MoneyGuy's need to control what happens here at the office, and at least in some areas I agree with that. He wants - needs - to keep DataGuy close. At home, DG could follow any tangent he wanted to, and isn't disciplined enough to stay on the path to any long term goal. MoneyGuy also uses me as a kind of barometer: as my frustration level rises, he knows that something needs to be addressed.
On the more negative side, I also got The Lecture of how the company is costing him money, how he's giving us free labor to run the company - he talks like it's mine and DataGuy's company, and he's just a hired gun instead of a principal -- no, THE principal partner. This dance is old, and the carpet beneath our feet is worn with the number of times we've done it. I was warned - once again - that if sales don't pick up, I won't get a paycheck.
Who's the salesman? Him. Who isn't out selling stuff? Him.
So, in my head, I've set a time limit for this business. I've always been good at spotting patterns, and this pattern is familiar. Eight years ago, Data Reporting was going to make the difference. Six year ago, Contact Management was going to save the company. Four years ago, Websites were the hot ticket. Two years ago, Texting was The One. Six months ago, Texting Phase II was It.
We don't have any more products.
The clock is ticking, boys.