Business
Arthur Clarke once said,
there are three phases to a great idea:
“The first phase is when people tell you it’s a
crazy idea, it will never work; the second phase is when people say, it
might work, but it’s not worth doing; and the third phase is
when people say, I told you that was a great idea all along!”
In this section one can read about the businesses I am involved with.
Over the time I’ve developed five areas of expertise that
always allowed me to operate in my comfort zone. Those are (listed
alphabetically)
- Telecommunications and
Computer Networking
So one should not be surprised to find that I’ve always
developed my businesses around one or more of those areas, my
businesses being uniquely differentiated and competitive.
As the time went by I had to close down some of my businesses (few,
really...), started new ones (many...) of which I’ve kept
some running for long time – like the Digitalmedia business
that I’ve started back in 1992/1993. With time my ambitions
changed, progressed, developed into something different. If one could
describe my drive with few words, that would be "daring, pioneering".
That’s the way
I've done it for more than 25 years!
On this site I’ve listed my businesses as separate entities,
but in reality I do not fragment them. When I am modelling or running a
business, I tend to utilise all my areas of expertise at the same time.
A good example is the AirDSL business where I can apply all five of my
areas of expertise. Also the Digitalmedia, which started as multimedia
processing business but very soon evolved into a fully converged,
Multimedia-Broadcasting-Telecoms consultancy business, is a good
example where I use more than one area of expertise.
Many years ago I've started and tried to operate an airline. A real
one, with 5 wet-leased, 157- seat configuration, two-class, indecently
fast, intercontinental range aircraft on my operating certificate.
Unfortunately the venture did not work well commercially. Under the
pressure of the diminishing window of opportunity I had at the time, I
failed to build solid corporate structure. I (foolishly) hired people
in key position that let me down and before I knew it, the newly
started airline collapsed under its own weight like a house made of
playing cards. Ouch!
That experience made me adopt a very simple position: I would not want
to try to build another airline or charter business again or anything
that involves conveyance of passengers or cargo. Ever!
Today I limit my involvement in the aviation industry to three aspects
only - flying in my own aircraft, operating Internet aviation
businesses (and relying on my experience in the sphere of e-business)
or use aircraft (not necessarily owned by me) to conduct non-transport
business flying, specifically as aerial services.
Nice!
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