Solix Technolo gies today is the only independent pure play information lifecycle management tools vendor in the market, and indeed has been so for several years. Our competition is not from other entrepreneurial software vendors but from some of the largest companies in the industry – IBM, Hewlett-Packard & Informatica – each many times our size in overall resources. On paper at least we are the sole David facing three Goliaths.

Yet despite this disparity in overall size, Solix has more than 150 customers who use our technology to manage their data and that is the heart of their organizations. And we are advancing into the era of Big Data and Cloud and new tools to meet new challenges.

So how do we manage this? Recently the editor of  ceo2ceos.com asked me exactly that question – how can we continue to compete against these giants, and what is my advice for aspiring entrepreneurs who want to use new ideas and approaches to take on established players?

The interesting fact about our competition is that they do not attempt to compete against us based on technical superiority. Rather they cite their greater size and spread fear, uncertainty, and doubt (FUD) about our viability. The fact is Solix has been in business since 2002 and has weathered tough economic times, which economists rate as the worst financial disaster to befall the United States since September 1929. Through it all, while other companies cut back, we maintained our staff, customer service level, and development schedule. Today Solix remains financially stable, with a bright future ahead.

To answer the editor’s first question, I said that this continued success is based on three legs:

1. Engineering Focus – We maintain best-of-breed status in the industry with a constant focus on and investment in building a great technology. Our constant goal is to be the technology leader in ILM.

2. Marketing by our customers – Our answer to our competition is let our customers speak for us. We have many happy customers such as Honeywell, Duke Energy, American Tires, who are happy to participate in joint webinars and customer case studies. We further closely work with them on the latest developments and direction and to hear what they need. We use that feedback for our future product direction.

3. Partnerships – We are continuing to invest on our relationship with our partners, including our OEM relationship with Oracle Financial Services, and we have more such partnerships in the works that will help us expand our presence in the market.

This strategy works. My advice to other entrepreneurs is to dream big and invest in realizing those dreams in terms of developing innovative, superior technology and strong communications with their customers and prospects. Listen to what they need and let that guide your development direction.

We wish our customers, partners and employees wonderful Holidays.

Solix Technolo gies today is the only independent pure play information lifecycle management tools vendor in the market, and indeed has been so for several years. Our competition is not from other entrepreneurial software vendors but from some of the largest companies in the industry – IBM, Hewlett-Packard & Informatica – each many times our size in overall resources. On paper at least we are the sole David facing three Goliaths.

Yet despite this disparity in overall size, Solix has more than 150 customers who use our technology to manage their data and that is the heart of their organizations. And we are advancing into the era of Big Data and Cloud and new tools to meet new challenges.

So how do we manage this? Recently the editor of  ceo2ceos.com asked me exactly that question – how can we continue to compete against these giants, and what is my advice for aspiring entrepreneurs who want to use new ideas and approaches to take on established players?

The interesting fact about our competition is that they do not attempt to compete against us based on technical superiority. Rather they cite their greater size and spread fear, uncertainty, and doubt (FUD) about our viability. The fact is Solix has been in business since 2002 and has weathered tough economic times, which economists rate as the worst financial disaster to befall the United States since September 1929. Through it all, while other companies cut back, we maintained our staff, customer service level, and development schedule. Today Solix remains financially stable, with a bright future ahead.

To answer the editor’s first question, I said that this continued success is based on three legs:

1. Engineering Focus – We maintain best-of-breed status in the industry with a constant focus on and investment in building a great technology. Our constant goal is to be the technology leader in ILM.

2. Marketing by our customers – Our answer to our competition is let our customers speak for us. We have many happy customers such as Honeywell, Duke Energy, American Tires, who are happy to participate in joint webinars and customer case studies. We further closely work with them on the latest developments and direction and to hear what they need. We use that feedback for our future product direction.

3. Partnerships – We are continuing to invest on our relationship with our partners, including our OEM relationship with Oracle Financial Services, and we have more such partnerships in the works that will help us expand our presence in the market.

This strategy works. My advice to other entrepreneurs is to dream big and invest in realizing those dreams in terms of developing innovative, superior technology and strong communications with their customers and prospects. Listen to what they need and let that guide your development direction.

We wish our customers, partners and employees wonderful Holidays.

Solix Technolo gies today is the only independent pure play information lifecycle management tools vendor in the market, and indeed has been so for several years. Our competition is not from other entrepreneurial software vendors but from some of the largest companies in the industry – IBM, Hewlett-Packard & Informatica – each many times our size in overall resources. On paper at least we are the sole David facing three Goliaths.

Yet despite this disparity in overall size, Solix has more than 150 customers who use our technology to manage their data and that is the heart of their organizations. And we are advancing into the era of Big Data and Cloud and new tools to meet new challenges.

So how do we manage this? Recently the editor of  ceo2ceos.com asked me exactly that question – how can we continue to compete against these giants, and what is my advice for aspiring entrepreneurs who want to use new ideas and approaches to take on established players?

The interesting fact about our competition is that they do not attempt to compete against us based on technical superiority. Rather they cite their greater size and spread fear, uncertainty, and doubt (FUD) about our viability. The fact is Solix has been in business since 2002 and has weathered tough economic times, which economists rate as the worst financial disaster to befall the United States since September 1929. Through it all, while other companies cut back, we maintained our staff, customer service level, and development schedule. Today Solix remains financially stable, with a bright future ahead.

To answer the editor’s first question, I said that this continued success is based on three legs:

1. Engineering Focus – We maintain best-of-breed status in the industry with a constant focus on and investment in building a great technology. Our constant goal is to be the technology leader in ILM.

2. Marketing by our customers – Our answer to our competition is let our customers speak for us. We have many happy customers such as Honeywell, Duke Energy, American Tires, who are happy to participate in joint webinars and customer case studies. We further closely work with them on the latest developments and direction and to hear what they need. We use that feedback for our future product direction.

3. Partnerships – We are continuing to invest on our relationship with our partners, including our OEM relationship with Oracle Financial Services, and we have more such partnerships in the works that will help us expand our presence in the market.

This strategy works. My advice to other entrepreneurs is to dream big and invest in realizing those dreams in terms of developing innovative, superior technology and strong communications with their customers and prospects. Listen to what they need and let that guide your development direction.

We wish our customers, partners and employees wonderful Holidays.