It is the story of my adult life. A VC dispatches me to some city to perform due diligence on a company he/she contemplates investing in. Upon arrival I meet the “reception committee.” It usually includes the CEO, the CTO and the CMO. Nine times out of ten the folks on the committee are intelligent, knowledgeable and accomplished. Moreover, they do their very best to charm me.
I still remember the reception committee from the due diligence on Tideway I did for Apax Partners some seven years ago. The folks were awesome. I am fairly certain they could convince birds to fly off the tree if they chose to apply their very many talents toward this end. I really don’t know whether Apax (who invested in Tideway) and BMC (who acquired Tideway at a later time) consider their investments in Tideway successful. But, take it from me: even the Royal Shakespeare Company would have been hard pressed to stage such a terrific act as the one played by Tideway for my benefit in 2004.
You might wonder what’s wrong with this picture? Spending a day or two in the company of smart people who do their utmost to explain the ‘secret sauce’ of their business design and their technological ‘recipes’ does not sound as too bad a way to make a living.
It is not. But, the thing that is wrong with this picture is that the reception committee is a marketing/sales committee in disguise. They are usually very aggressive in selling their company. Many times they hype it as if there was no tomorrow. Sorting the facts from the hype, as distinct from finding the deeper truths that will make the company click, is, well, tiresome.
When I was young and naive, I tried a few times to change the dynamics, telling the folks something like the following:
Look, guys. This is not about impressing me. This is about your “getting married” with the VC I represent for the next three years, or five years or whatever the investment horizon might be. If you accept this premise, the warts are as important as the attractive aspects of your product and the great success you have selling it.
It never worked. The minute I would finish my spiel I would see eyebrows raised and glances exchanged. I could almost hear the windmills of their minds turning in exasparation at my inability to grasp the rules of the game.
After a few awkward experiences trying to change the due diligence dynamics by stating what I considered to be the plain truth, I learned my lesson and stopped saying foolish things such as the lines cited above. Instead I started trying the “please learn from history” approach. When the marketing hype in the investor presentation hit the fan, I would say a few words along the following lines:
Well, you know, the VC I represent has a warehouse of great business plans that failed miserably. If history is any indication, what would you think could get your company in trouble?
Needless to say, this approach also did not work – I was flying again at the teeth of human nature. The typical answers I was getting were reminiscent of the advice I myself recieved many years ago as a senior in college before my first job interview: “if they ask you what your weaknesses are, just say you are too passionate about your work…”
But, over the past couple of years things have improved immensely for me and for my VC clients. The progress we as an industry made in technical debt techniques enables me to easily get over the marketing hype insofar as the code is concerned. A company might claim that its team of development “tigers” is superior to the teams assembled by the late Steve Jobs, but such claims are not too credible when we find Cyclomatic Complexity numbers in the hundreds. As a matter of fact, some of the complexity numbers I witnessed in a recent engagement were higher than 2,000. With such complexity numbers, it is almost irrelevant whether the complexity is per class, per method or per file. Nor does it matter that the team proclaims to be on top of the latest and greatest in Scrum or some other software methods. To state it simply: the code sucks to the extent that almost nothing else matters.
Cutter is a pluralistic culture in the best sense of the word. The convictions and practices followed by one consultant need not be identical to those of another consultant. The Agile Practice offers a marketplace, expecting the client to determine which consulting style best fits his/her needs. I, as the practice director, do not make the choice between Alistair Coburn v. Jens Coldewey v. Hubert Smits - the client does.
So, I am not inclined to mandate that due diligence from Cutter must include technical debt analysis. But, I am fairly certain I personally will not be taking due diligence engagements unless technical debt analysis on a representative sample of the code is included as key piece of the due diligence.
The reason for so doing is very simple: code does not hype.