As a consultant for the last 25 years, focusing on helping other businesses, specifically in the IT sector, with highly specialised solutions, I had a blast and was paid really well for it. For example, for SUN Microsystems, I helped them shape public policy around their solution sets via IP software licensing, work with IT security policies and so forth.
So, the thought of giving up during my business phase never crossed my mind. During my 15-year stint at Xerox, my first and only real employer, there were many times I almost quit, but that’s not what a true-blue entrepreneur does. I made the decision when I left Xerox not to push atoms but bits and bytes, so no brick and mortar for me. As you can see, challenges actually surfaced a lot when I was an employee, not after I became an entrepreneur.
Most of my projects were via referrals, so my reputation got ahead of me, and that’s how I ended up with the multinational engagements. I think having a sales background taught us how to sell an idea and change perceptions in our favour, so misunderstanding is not a real problem.
The key milestone is to decide whether any opportunity is really worth it to make that effort, as in putting in the often considerable activity to influence the target markets or decision makers. Some opportunities may not be worth the price to be paid. In 2006, I was asked if I wanted to head an agency under MOSTI. I immediately blurted out, “Please don’t do this to me, Datuk!” I was notorious for delaying my shift to management for as long as I possibly could. When I did, my staff was making more money than I did, which is usual in sales.
This article was originally published on Ta-daa.
