And what about your products? You can't have a strategy without those.
Our products are critical. One of the things we want to do with enterprise product is to market the heck out of it. Given the push by IBM and HP into the Linux world, it is important for us to get the word out. We have also established a whole bunch of partnerships.
Marketing is fine, but what about the products themselves?
Canaveral is a Windows-only product that competes directly against Citrix. We have one quarter of sales from that, and have new sales programmes that we are launching. We have new sales programmes for our partners. We have very high expectations, it is easy to use and install, and it gives our resellers more margin.
And of course we are continuing development: we have development operations in Leeds and in India. Basically the Leeds operation is responsible for Tarantella, and India is responsible for Canaveral. Doug is now focused on additional technologies we can embed into the product. He remains a member of the board, and we have him totally focused on looking at technology.
How do you find outsourcing product development to India?
I love it. This is the third team where I have had development teams offshore. Previously worked with development teams in Moscow, Frankfurt and India. It's a good thing. In this case the logistics are simple. When Tarantella bought New Moon there were some people in the company from India. We moved seven people over there, including the team leader and then hired locally. It was pretty straightforward.
So what’s the next move?
One thing we have implement is a whole new pricing programme. This will enable our largest customers to buy anywhere in the world off the same price list. So we're trying to make it easier for customers to buy from us.
