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the camera direction and the upVector. The direction of this final vector will depend on whether the upVector is pointing upward or downward, which again depends on the way the position and target paths cross each other. Since it is perpendicular to the position path and the upVector, it can immediately be used to shift the midpoint. So, use this code to find the correct midpoint for your curve, in the InitBezier method: bezMidPosition = (bezStartPosition + bezEndPosition) / 2.0f; Vector3 cameraDirection = endPosition - startPosition; Vector3 targDirection = endTarget - startTarget; Vector3 upVector = Vector3.Cross(new Vector3(targDirection.X, 0, targDirection.Z), new Vector3(cameraDirection.X, 0, cameraDirection.Z)); Vector3 perpDirection = Vector3.Cross(upVector, cameraDirection); perpDirection.Normalize(); The upVector is found by taking the cross product of the position path and the target path, both projected in the XZ plane by setting the Y component to 0 (this way, you get the same lines as shown in the images!). You find the direction perpendicular to this upVector and the position path by taking the cross product of them. When you ve found this perpendicular direction, you can shift your midpoint into that direction, like you ve done earlier: Vector3 midShiftDirecton = new Vector3(0, 1, 0) + perpDirection; bezMidPosition += cameraDirection.Length() * midShiftDirecton; That s it. There is, however, a case when this will not work. If the targDirection and the cameraDirection are parallel to each other, or the upVector and the cameraDirection are parallel to each other, the cross method will fail, resulting in the perpDirection variable being (0,0,0), which will cause an error when you normalize this vector. So, you will detect this case and take care of the problem by setting an arbitrary value: if (perpDirection == new Vector3()) perpDirection = new Vector3(0, 1, 0); Put this code before the line that normalizes the perpDirection.

Gruner: Having been in the computer business, particularly the high-

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But after a couple of years of maturity out there, it was as close to a bug-free piece of software as I ve ever seen anywhere BidFax, being built on that base, pretty much hit the road pretty close to bug free It did have some hardware glitches with the fax card in its early days, but all of that got resolved with the better drivers, etc It was about as solid as a Sherman tank going down the road Smolin: So you didn t use a commercial installer for either one Vanderpool: There weren t any commercial installers at that point in time And again, going a different route, looking at the experience that we had with PMS-II and sending things out by post, etc, versus electronic distribution, it just made no sense to do anything beside electronic Again, it was painless for the end user.

performance, engineering and scientific aspect of it, that s populated by a lot of early adopters that want the very latest technology, even if it doesn t quite work. Financial people and investor relations people, and legal people in general, are very conservative. So we had to do a lot of missionary work to have them feel comfortable with the technology. The kinds of things that clients would ask us for were, How can you make this easier to use How can you simplify it How can you make this such that my administrative assistant can manage the system One of the things we did early on was to try to make as much of the system self-administrative as possible. They could go into a private, password-protected site and manage aspects of their telephone system as well as their website. As Regulation FD and Sarbanes-Oxley came in and became real factors, the thing they would come to us for was direction on interpretation. At the time, we had 500 to 700 clients, and they d want to know, What are other companies doing

They weren t saying, We re looking for this new feature. That wasn t so common, whereas that would be very common in the computer business. This was more interpretation of the regulations, and how to take stress out of their lives.

Gruner: Yes, I would say Shareholder.com played a significant role in the late 90s and up until now, interpreting both the technology and the regulatory environment. And from 1995 to 2000, the company and I personally spent a lot of time going to trade conferences, luncheons that NIRI (National Investor Relations Institute) would host, talking about What s the Internet and giving demonstrations, trying to make that less intimidating, explaining it. And then, starting in 2000, we did a similar thing with Regulation FD and Sarbanes-Oxley. Not explaining it so much, but showing examples of what other companies were doing. Livingston: Did you worry about any competitors Gruner: At Shareholder.com we had several competitors. By far our most

serious competitor was also a Boston-based company, called CCBN. CCBN was a very smart company. They were funded by Thomson Financial, a major company in a lot of aspects of corporate services, financial services. They were our arch-competitor. But at the same time, with the dot-com boom, about a dozen companies popped up in investor and shareholder communications, funded by venture capitalists. At one point, by late 1999, I calculated that over $85 million of venture capital had flowed into this little niche of shareholder communications. And we were still living on our quarter-million-dollar capitalization and doing fine. We were offered investments many times by VCs and turned them down. We just felt growing organically was how we wanted to proceed.

They just answered the question that was asked and put in the code and bang, bang, it came up for them So that s kind of the model that we re on today I think Smolin: How long did it take your typical user to learn to use PMS-II Vanderpool: To learn PMS-II, sometimes it required them coming in and actually going to school It was the subject itself The use of the software was incidental to understanding the technique and how to apply it to the business model that they were in So, that was the bigger training issue there, how to schedule, not necessarily how to use the software to schedule It was pretty much straightforward if you understood what you were trying to accomplish Then how the software went about doing it was pretty straightforward.

Livingston: You didn t want to give up control. Gruner: I did not want to give up control. At the time, I owned about two-

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