Author: abhiyerra

I read this post on reading a 100 pages a day and I think it is a way to get to the next step of my Social Media cleansing. I am watching way too much YouTube which is not providing me with any value. So instead I hope to instead read a modest 50 pages a day instead of the 100 recommended.

Social media used to be a unifying force something where we can see messages from all the spectrum for better or worst. But now it seems Social Media has become an echo chamber. A discussion with AI generated comments or 300 characters. I do not think this is a good thing. Social media has gone back to being fiefdoms but now much worst because they are not interoperable like Usenet, but rely on proprietary locked in connections.

I don’t necessarily want to support this. I don’t think it is necessarily good for society or one’s mental health to engage in this tripe. So I will be reverting back to blogging on my own websites. These will be what I will distribute to other social networks and bring the conversation back to content we have.

It is time to depart from this multipart opsZero. We have one opsZero that can then create other brands. No need to build another brand.

This site is moving to being just a site for abhiyerra.com and the true YerraCo is OpsZero.

Quality is the next step for the company. The outcome of this is that every microservice we have will have to fulfill conditions of cost and quality. These are financial metrics as well as quality metrics. The approach we seek to take is to move more and more of our work to a decentralized microservices and then apply the SPC to each microservice.

Each microservice then should do the following:

• Generate KPIs for timestamps.
• Turning these KPIs into control charts
• Realtime view of sales and expenses
• Turning these into control charts

Each microservice should be relatively self contained..

The libraries we are building:

• Deming. KPI tracking and storage that is used within the app.
• Malone. Payment and billing system.

I have a fascination with functional programming languages like Lisp, OCaml, F#, Haskell as alternates to the tried and true like Python, Ruby, or Shell. But as a business owner I have to also make bets on technology that fit with the paradigms of the organizational structure that I have. I have largely bet on Python for everything. We don’t have really any code that uses any other language.

I’ve been exploring reasons to use F# and in many ways there are isolated scenarios where using it would actually make sense to use especially with the robust type system. But the types of programs I am building don’t require a robust type system. They need the ability to build fast and with access to a large ecosystem of libraries such as pandas and numpy that Python provides. Betting on an esoteric language just doesn’t feel like a good idea.

Insofar as that goes, I am committing all our efforts to using Python. It just doesn’t make sense to use anything else even a faster language like Go unless we absolutely need the performance that brings. We will be a Python shop and put all our effort in support the Python ecosystem and making that better.

As the company transforms into a HoldCo there are a few requirements that I realize I need to meet:

• Figure out the financial statements of the company including organizing the income statement and balance sheet with a focus on managerial accounting versus GAAP. I need to really understand the flow of work and the costs associated with them. This means both personal and business costs are modeled under a single ledger.
• Clean up the balance sheet. Currently the balance sheet for the HoldCo is a total mess. I want to clean it up to remove as many unnecessary pieces. This means divestment, reorganization of debt and general simplification. This will also mean reordering spending to appropriate accounts. The goal is to be aggressively asset light.

As a business you need to figure out what are your strengths and weaknesses and my strengths are not in asset heavy industries. I am just not knowledgeable about it to be useful. The last attempt I had of Startup Sonoma was in many ways a lesson I should have taken.

Assets are fickle. They need constant upkeep and the knowledge to upkeep them. If you don’t have that knowledge then it is pretty difficult to maintain those assets. Startup Sonoma wouldn’t have functioned without a continuous checklist of tasks that needed to be done and maintenance that involved multiple groups.

Yes, it was also an asset light business since we didn’t own the building or the upkeep, but we were beholden to an actual physical asset.

I suppose what I mean asset light is physical asset light.

It’s only been today that I released CashMoney.lol but it was still a learning experience. What I learned is that I released a product not knowing who the end customer was and it was a B2C tool in an industry notorious for fraud and shills selling easy wins.

It is not going to succeed. It just isn’t worth it for most people. Is it useful for me? Yes, totally. It makes it super easy to research companies, but it isn’t super useful as others can find the same information on Yahoo Finance.

Maybe a differentiator would have been to provide additional information such as yields, etc. However, again how to pitch this to others would be problematic.

I will continue building on this for other products, but it won’t be a primary focus per se for me and I will focus more on B2B.

As we get ready to launch more products I’m thinking the way to go forward is to have multiple domains.

• Each domain can be independent and have its own loose identity.
• We can build PHP functions to support our needs in WordPress.
• We can use third party tools for selling such as Gumroad, LemonSqueezy, etc.
• If we need to we can purchase WordPress for specific domains.

The pitfalls for this is that WordPress Subscriptions don’t work and we will need to come up with an alternative. Otherwise, not a huge deal.

At the core of what we do there is a set of things we do with our team & process. This is our model.

What we do for our customers is our controller.

Each marketing and sales and how we define what we do as a product is a view.