Monthly Archives: February 2004

Christine Herron

Christine Herron

Christine is a founding partner at Cycle Partners, a provider of strategic analysis and high-impact execution to growth companies. Previously, she was the founder and CEO of Mercury2, an international trade logistics software vendor, which delivered groundbreaking trade automation applications in concert with a worldwide network of policymakers.

Earlier, she drove Internet products and strategy initiatives for NetObjects, including very early WAP support, XML adoption, and ECMA standardization. At Microsoft, Christine was on the initial Internet Server Marketing team during the height of competition with Netscape Communications. Christine started as an investor with Geocapital Partners, where she helped to raise a top-ranked mid-sized fund before the Internet bubble and focused on early Internet infrastructure and network management software.

Christine ranked one of the Top 20 Women in Technology by AltaVista in 2000 and is a frequent speaker on globalization and emerging market dynamics. She now serves on the advisory boards of TEN (the NASA Ames Research Commercialization Center) and Space Jockeys LLC. Christine holds an MBA from Stanford University and a BA from Columbia University.

Christine is getting married this saturday to Shannon Newton (pictured as well) — Of course, she’s a ton of fun!

LinkedIn data analysis

Do you think you are getting too many LinkedIn requests? I had a sneaky suspicion that I was getting a bunch of requests, but I wanted to empirically check how many I was receiving.

So I tracked every request I got for a month.

In the last month I received 25 requests – which is almost once per day (and more than once every business day). A summary of all the requests I received are below.

Some highlights:
# Requests: 25
Number where I was the intended target: 2
Number that I initiated: 0
Number that I was just a link of the chain: 23

Of the 23 …
Number that I forwarded: 9
Number that I declined (thought they were inappropriate): 14

Of the 25 … number of hops:
Two: 2
Three: 2
Four: 6
Five: 15
(commentary: because I was hop #3 in a 5 hop chain of most requests, I was less likely to forward the request because I have no relationship either to the person initiating the request or to the intended target)

The data:

2/15/05 — 5 hops. i was hop #3. someone wanted to recruit a former CEO for a manager position in Teaneck NJ. i declined.

2/13/04 — 3 hops. i was hop #2. one VC wants to meet another VC. i forwarded.

2/10/04 — 4 hops. i was hop #2. good recruiter looking for a candidate. i forwarded.

2/9/04 — 5 hops. i was hop #4. someone wanted to pitch work to someone across the country. i declined.

2/9/04 — 4 hops. i was hop #3. someone wanted a job. i declined.

2/8/04 — 5 hops. i was hop #3. someone trying to pitch Microsoft. i declined.

2/6/04 — 4 hops. i was hop #3. some guy wants to connect to a former coworker. i forwarded the request.

2/6/04 — 4 hops. i was hop #2. friend wants to sell something to Washington Mutual. i forwarded the request.

2/6/04 — 5 hops. i was hop #3. someone trying to reach the asst to the CEO of Starwood to sell them something. i declined.

2/5/04 — 5 hops. i was hop #3. someone trying to reach the CEO of Princeton Review to pitch them something. i forwarded the request.

2/4/04 — 3 hops. i was hop #2. person trying to connect with an old business colleague. i forwarded the request.

2/4/04 — 5 hops. i was hop #3. someone i do not know wants a job from someone i do not know. i declined.

2/4/04 — 5 hops. i was hop #3. someone wants to learn about a company five hops down the chain. i declined.

2/3/04 — 5 hops. i was hop #3. Some guy wants to sell camera phones into starbucks. i declined.

2/2/04 — 5 hops — i was hop #3. some guy wants to introduce a new piece of software to another guy. i declined.

1/29/04 — 2 hops — i was hop #2. someone i never heard of is moving to SF and wants to connect. i declined.

1/26/04 — 5 total hops. i was hop #3. guy looking for a job. i declined.

1/26/04 — 5 total hops. i was hop #4. someone looking to get into the wine and food industry. i forwarded the request.

1/23/04 — 5 total hops. i was hop #4. someone looking for consulting work. i declined.

1/22/04 — 4 total hops. I was hop #3. looking for a candidate to hire. i forwarded the request to a friend who is the potential candidate.

1/21/04 — 5 total hops. I was hop #5. Guy wanted to reach me. wanted to get involved in Lead21. i accepted him. he immediately became a Lead21 member

1/19/04 — 2 hops (guy requested me directly). wanted to sell me something. i declined.

1/19/04 — 4 total hops. I was hop#3. some random guy wants to meet michael yang. i declined.

1/17/04 — 5 total hops. i was hop #3. someone looking for a job. looked unqualified. i declined.

1/14/04 — 5 total hops. i was hop #4. job seeker wanting to get in touch with a recruiter friend of mine. looked legit so i forwarded it on.

Book review: Woodrow Wilson

I was fortunate to listen to Woodrow Wilson by Louis Auchincloss during a few car trips to Palo Alto.

Woodrow Wilson is a very complicated historical figure — and it is hard to read this book and still have a very flattering opinion of him. Though many neocons today are often called “Wilsonian”, I don’t think that accurately expresses Wilson’s philosophy.

Summation: it is certainly worth at least listening to this book on tape.

Kirsten Bartok

Kirsten Bartok

Besides being fabulously beautiful and a great dancer, KB is a partner at Alpine Investors — a leverage buyout shop in San Francisco. She was previously a venture capitalist for JPMorgan Partners and also worked as an investment banker for Goldman Sachs. She has an MBA from Stanford Business School and a B.A. in political science from the University of Pennsylvania.

Kirsten, 31, is also on the Board of the World Affairs Council of Northern California, a term member of the Council on Foreign Relations, and is the chairperson of San Francisco Annual Rebuilding Together.

Howard Dean is

Imagine a well-hyped start-up that raises $41 million and receives plaudits from the media. The start-up is going to remake the industry and change the world (and maybe even change civilization). The company markets itself and gets more hype and one of the most famous investors buys in at the very top of the stock price …

and then … all of a sudden … everyone realizes that the emperor has no clothes …

It turns out the company spent almost all of its cash on ineffective television ads and is now unable to raise more money, out of cash, laying people off, and asking the rest of the staff to work for massively reduced pay.

Is this circa 2000? Is this

No, it’s Howard Dean for President.

But the similarities to (formerly listed on NASDAQ as IPET) are eerie.

Joe Trippi, dot-com maven and former CEO of Howard Dean for President, literally ripped a page from’s history. The history of the share price almost exactly matches the rise and fall of Howard Dean’s futures price as traded on the Iowa Electronic Markets (see If you shorted Dean in January 11, you’d be a rich man.

And like, which was able to attract money from some of the most famous investors even at its peak, the Howard Dean for President campaign was able to attract and endorsement from Al Gore at the precise time of its peak. According to the Iowa Electronic Markets, Gore bought Dean (IOWA: DEAN) on December 9 at 36 – and as of Feb 3, Dean was trading at only 5 – meaning DEAN lost 86% of its value in less than two months. Can you say dot-bomb?

John Kerry, by contrast, is nothing like a dot-com. He’s more like a traditionally boring, slow-moving conglomerate – like Heinz (NYSE: HNZ) for instance. He’s steady and dependable – but ultimately will not resonate with the growing Hispanic market which prefers salsa over ketchup.

Feedback Loops

Howard Dean and John Kerry are both products of a massive feedback loop. Basically, they are fads. Like any stock, they have inherent value. But much of the value of a stock lies in its perceived value. Inherently, was never worth anything under any measurement – but at certain points of the company’s life it was worth a heck of a lot because investors thought other people would buy it (in the end, of course, it turned out to be a house of cards).

The number one reason people give for voting for John Kerry is “electability.” Voters think he’s more likely to beat President Bush in November than the other Democratic contenders. So basically, the number one reason people like Kerry is not because they like his ideas, agree with his proposals, or even because they think he’s cute — but it because they think other people will vote for Kerry. The argument, of course, is very circular.

And the same thing happened to Dean. He is just another fad (he’s not John McCain, he’s actually Ross Perot). People liked him because he reached a tipping point – kind of like why everyone orders a “Red Bull and vodka” and no one orders “Mountain Dew and whisky.” Frankly, I’m sticking with my beer, chips, and salsa.

Director of Client Services at Clickability

John Girard, CEO of Clickability, passed this job to me:


Clickability seeks a Director of Client Services to lead and develop its client servicest eam. The position requires a high degree of commitment and responsibility, exceptional written and verbal communications skills, and a high level of technical aptitude. The job will be best suited to an individual who can work successfully both as part of a team and independently. Applicants should be interested in joining a fast-paced, expanding small business.

We are seeking a candidate with a broad range of abilities and interests; someone as capable building and developing structures for team growth, as working directly with customers who need immediate technical assistance with our products. Candidates should understand everyone at Clickability is expected to wear multiple hats, and to wear them well!

The position will start as a contract position and will transition to a full-time position with benefits if the candidate meets specific initial milestones.

About Clickability

Clickability, Inc. is a leading provider of content management software-as-a-service. We are an established, profitable ASP company with over 4 years of experience providing outsourced Internet technology products to some of the world’s most prominent brands.

Among the 70+ publishers who have selected our award-winning solutions are The Wall Street Journal, CNN Interactive, Internet World, and For more information, please visit:

Job Responsibilities:

• Day-to-day customer assistance / troubleshooting
• Management and hands-on implementation of customer integration projects
• Some after hours client support
• Client services team and support structures building:
o Team growth planning
o End-user training documentation development
o Client services portal strategy and deployment

Job Qualifications:

• 3+ years of client services / technical project management required, 4 years preferred, ideally from a Big Three firm or an established content management vendor
• An in depth understanding of Internet technology (DNS, web metrics, etc.)
• Exceptional written and verbal communications skills
• Exceptional organizational skills – we are committed to the highest possible levels of service to our clients, and you should be too
• Required technical skills: HTML / CSS / JavaScript / XML

Apply to: