Brigham Young University Marriott School Center for Entrepreneurship

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Brigham Young UniversityMarriott SchoolCenter
for Entrepreneurship
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My Entrepreneurial Journey

• Background Information
• Just the Facts
• Common Threads of Successful Companies
• Check Your Ego at the Door
• First Who then What
• Confront the Brutal Facts
• Focus
• Measurement and Accountability
• Questions

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Strong Historical Revenue Growth
25.4
( Millions)
22.8
20.8

18.1
17.2
Service
16.0

11.6
10.6
8.9
8.5
License
6.4

3.7
2.9
1.9
1.5
2003
2001
2002
2000
1. 9 million , 3.9 million , and 1.0 million
in service revenue in Q101 , Q202 , and Q103
respectively from MMS Conference
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Q3 2003 Financial Highlights
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Altiris Has Outperformed Core Comparables
Indexed Price Performance(January 12, 2003 -
January 12, 2004)(January 12, 2003 100)
ATRS 162 NASDAQ 47 Core
Comparables 35 Best of Breed Comparables 6
Source FactSet.Core Infrastructure Management
comparables include EMBT, MERQ,MRBA, NVDM, NTIQ
and QSFT.Best of Breed Software Vendors
comparables include BEAS, CA, CTXS, HPQ, IBM,
MSFT and SYMC.
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Altiris LTM Price Performance
Last Twelve Months Price Performance(January 9,
2003 - January 12, 2004)
Source FactSet.Volume data adjusted for NASDAQ
double-counting.
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Confidence is Up
101 Number of new patent applications made every
hour. 2,265 Number of new businesses started
every day. 81 Number of entrepreneurs who are
optimistic about the prospects of success for
their companies.
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Fatal Failure Rate
The Business Implosion
4 Number of businesses that close their door
every10 minutes. 2,100 Number of businesses
that will close their doors And/or
file bankruptcy by the end of the
day. 257 Number of public companies (with a
total of 258 billion in assets) that failed in
2001 and declared bankruptcy. 67 Number of
companies in the first quarter of 2003 that have
Failed and declared bankruptcy on track to beat
the record!
Companies dont fail per se People fail their
companies, and then companies fail.
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Common Threads of Successful Companies
Check Your Ego The person who focuses on efforts
and who stresses his/her downward authority is a
subordinate no matter how exalted his/her title
and rank. But the person who focuses on
contribution and takes responsibility for
results, no matter how junior, is in the most
literal sense of the phrase, Top
Management. Peter Drucker, Author of Effective
Executive Egotism is the anesthetic that dulls
the pain of stupidity. Frank Leahy
Ego
People
Thought
Action
A Culture of Discipline
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Common Threads of Successful Companies
Check Your Ego Five Es 1. Entrepreneurial 2.
Excitement 3. Enthusiasm 4. Euphoria 5.
Extinction Ray Noorda
Ego
People
Thought
Action
A Culture of Discipline
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Common Threads of Successful Companies
First Who Then What We expected good-to-great
leader would begin by setting a new vision and
strategy. Instead great leaders got the right
people on the bus, the wrong people off the bus,
and the right people in the right seats -and
then they figured out where to drive it People
are not your most important asset turns out to
be wrong. People are not your most important
asset. The right people are. Jim Collins Author
Good to Great
Ego
First Who Then What
People
Thought
Action
A Culture of Discipline
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Experienced Management Team
Name Yrs ExperienceGreg Butterfield - President
CEO 20 Legato, Vinca, Novell Stephen Erickson
- VP, Chief Financial Officer 19 Deloitte
Touche Mike Samuelian - VP Worldwide
Sales 20 Legato, Vinca Dwain Kinghorn - VP,
Chief Technology Officer 13 Computing Edge,
Microsoft Poul Nielsen - VP, Marketing 20 Digital
, CA, Computing Edge Jan Newman - VP, Business
Development 16 Canopy, KeyLabs Chad Latimer -
VP, International 17 Legato, Vinca, Novell
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Common Threads of Successful Companies
Confront the Brutal Facts Every company needs to
maintain unwavering faith that they will prevail
in the end, regardless of the difficulties, AND
at the same time have the discipline to confront
the most brutal facts of your current reality,
whatever they might be.
Confront Brutal Facts
Ego
First Who Then What
People
Thought
Action
A Culture of Discipline
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Common Threads of Successful Companies
Confront the Brutal Facts Every company needs to
maintain unwavering faith that they will prevail
in the end, regardless of the difficulties, AND
at the same time have the discipline to confront
the most brutal facts of your current reality,
whatever they might be.
Confront Brutal Facts
Ego
First Who Then What
People
Thought
Action
A Culture of Discipline
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Unique Market Positioning
Discovery
Handheld
Image
Software Delivery
Monitor
Software Usage
Self Healing
Remote Control
Service Desk
Recovery
Small to Medium
Enterprise
Market Segments
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Common Threads of Successful Companies
Focus To go from good to great requires
transcending the curse of competence. Just
because something is your core business just
because youve been doing it for years or perhaps
even decades does not necessarily mean you can
be the best in the world at it. And if you
cannot be the best in the world at your core
business, then your core business absolutely
cannot form the basis of a great company. Jim
Collins Author Good to Great
Confront Brutal Facts
Focus
Ego
First Who Then What
People
Thought
Action
A Culture of Discipline
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IT Lifecycle Management
Asset Identification
Transition Migration
Contract Management
Deployment Configuration
Problem Resolution
Lifecycle Management
Application Distribution
Monitor Track
Business Continuity
Patch Management
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Complete Strategic Product Offering
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Common Threads of Successful Companies
Measurement and Accountability If you cannot
measure it you cannot improve it!
Confront Brutal Facts
Focus
Measurement Accountability
Ego
First Who Then What
People
Thought
Action
A Culture of Discipline
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Summary

• Just the Facts
• Common Threads of Successful Companies
• Check Your Ego at the Door
• First Who then What
• Confront the Brutal Facts
• Focus
• Measurement and Accountability
• Questions

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Thank You