Dot Matrix Quotes

Memory was a story you told yourself about yourself, extrapolated from a tiny dot-matrix of facts.

The floor was of warm, old oak planks, many of the individual planks extraordinarily long, as if sawn from the mast of a tall ship. There were two working tables in the middle of the room, and around the walls were located a binder’s press, with its tall screw; a camera stand; an industrial sewing machine; a gluing cabinet with exhaust hood; a guillotine table and cutting board; a TRS-80 computer and dot matrix printer on a narrow mahogany desk that might have come from a boat; a partner’s table topped in green leather and gilt edging on which resided no fewer than six typewriters, ranging from a 1920s Underwood to a very recent all-plastic Brother machine; a mid-eighteenth-century highly polished flame mahogany map cabinet of twelve drawers;

When I first started dual enrollment at Lake City Community College you could print in the library for free. I printed whole books. Like James Legge's 1891 "Tao Te Ching" translation. He was to parentheses what Emily Dickinson was to the Em Dash. "To know and yet (think) we do not know is the highest (at­tain­ment); not to know (and yet think) we do know is a dis­ease." I'd sit around listening to records as their dot matrix printer whirred. Slowly printing a book from the 6th century BCE. They had those hard blue plastic headphones. Your ears would ache. But Rimsky-Korsakov was pretty metal. Herbert Benson's "The Relaxation Response" had me picking "ZOOM" as my meditation mantra. Reading Vonnegut with his nonlinear narrative. Books will often have Acknowledgments. A page or two. Things that helped you. What matters. Everything I write is an Acknowledgment. What matters. And I've printed whole books.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

We found instead that two-pizza teams could also operate successfully in a matrix organization model, where each team member would have a solid-line reporting relationship to a functional manager who matched their job description—for example, director of software development or director of product management—and a dotted-line reporting relationship to their two-pizza manager. This meant that individual two-pizza team managers could lead successfully even without expertise in every single discipline required on their team. This functional matrix ultimately became the most common structure, though each two-pizza team still devised its own strategies for choosing and prioritizing its projects.