Sunday, January 15, 2017

Business Contrat 2.0 – Found a template (posted on Feb 4th 2010 on

Knowing that I am flirting with the idea of doing consulting, I was looking for advices about common mistakes and better ways to evaluate client contracts. Contracts can put you in obligations you haven’t thought and make you slip your deliveries, force you to make more work than planned and worst, jeopardize your relationship with clients. Root cause is most likely unclear expectations on both sides. With some spaghetti clauses that only juridic lawyers can understand, it is easy to fall in this path and everyone loose at this game.
RIM (Régionale de ingénieurs de Montréal/ordre des ingénieurs du Québec), was organizing a training Workshop called “Business Contracts 2.0″. The presentation from Gilles Thibault of edilex was extremely interesting.
Currently, their is no established standard to create contracts. Basically their is as many form as the number of lawyers out there. Most of the time, lawyers are the only one comfortable with them because they’ve wrote them and it is in their juridic jargon. Unfortunately it doesn’t help much who really used them. Most of the time, clients and contractors have hard time understanding them but it is a lucrative process for high hour rate paid lawyers. According to Gilles, lawyer will disappear if they can’t provide better services for contracts (a little bias).
Edilex is proposing a template for contract to ensure nothing is missing and enforce structure to ensure clear expectation between each party. A contract need a table of content, its like a plan.
Proposed Template blocks:
  1. Identification & location (name + birth->juridic name + rights applicable)
  2. Party identification (Physic/moral-Society/union/coop ->representative liquidator Trustee/power delegation etc. )
  3. Preamble (context used for fall-back defect clauses)
  4. Lexicon (clarification/disambiguation & shorter sentences)
  5. Object (simple/multiple;utility conditions/redaction)
  6. Cost (adjustment/payment method/warranty/phase delivery etc.)
  7. Attestations party A (not obligation/warranty-improve trust-don’t want to fight about obligation and duty to disclose information)
  8. Attestations party B
  9. Reciprocal obligations
  10. Obligations party A (Align with Business process/order of execution)
  11. Obligations party B
  12. Special provisions (orphan/specific/bi-directional)
  13. General provisions
  14. End of contract (resolution/termination)
  15. Start of the contract
  16. Duration
  17. Scope
  18. Annexes
So basically, why a template?
  • Clearly define what it include and isn’t (You can’t remove sections)
  • Provide table of content (Don’t need to reread all the contract)
  • Find holes/unclear-possible point of conflicts
  • Reduce dramatically judge interpretation during conflict
  • Can help deciding to not get involve in the project (risk/client honesty)
  • Provide structure/uniform frame
  • Enforce clarity
I will try to apply some of those ideas and it is making me way less scared and equipped to sign new contracts. I really like this approach.

Monday, December 12, 2016

How to negociate your compensation package with a startup?

Its quite simple but most startup will make it look complex to make a better deal then you.

  1. First, know your market value (ex: 100K)
  2. Second, get the startup base salary offer (ex: 60K)
  3. Third, estimate the unpaid value: market value - base salary = update value (100-60=40K); usually the unpaid value is paid in stock with a premium
  4. Forth, get the last valuation of the company & number of shares total + double/tripple dipping clause details.
  5. Evaluate the risk factor to get the unpaid value in stock. Basically the stock option premium to ask.  
    1. Startup phase/maturity level (risk factor to apply)
      1. MVP = fucken risky, a big factor is required (ex: 100)
      2. Market Fit exploration = Fucken risky so a big factor too (50-100)
      3. Market validation phase, time to scale = 2-5
      4. Quality of the investor and network they bring = 2-100 (vary a lot)
      5. Market (hype or ...) = 2-10K
    2. Strategic location = 2-1000 (vary a lot)
    3. Type of startup
      1. Type of startup = unicorn (big factor), etc.  1-100
      2. Business type, B2B or B2C : 1-100
      3. Type of revenue (recurrent, retension
      4. Data driven = 1; non-data driven (get out)
      5. Working culture
      6. Collaboration and communication culture
    4. Management team
      1. Management team, advisor experience in place = 2-1000
      2. Team quality: 2-1K
      3. CEO focus = 2-1M
      4. Management Mission and Vision clarity
    5. Financing
      1. Delay before next founding required -> 2-1000
    6. Your value
      1. Role type = Tech has more value
      2. How rare is your skill = 1 to 100
  6. Evaluate the number of share you should claim (40k*25 = 1M; current valuation = 10M; stock = 10% ownership)

As you can see, its quite simple, its basic math.

Saturday, October 22, 2016

What is optimal for engineer/entrepreneur/intrapreneur, be optimist or pessimist?

Since many years, I have noticed a disturbing appearance patterns, my network (engineer/entrepreneurs) project a more pessimist image than my wife network (sales/managers) who project a more optimist one.

I did start researching on the subject and found reassuring studies. Basically sales people are more likely to perform if they are optimist and engineer/entrepreneurs more likely to success if they are defensive optimist. The 2 groups need to use opposite strategy to better perform. An optimist should relax and pessimist should focus on his weakness to better perform. 

Concerning entrepreneur and life in general, I think the optimal configuration is the combination of both: optimist in appearance but pessimist under the hood. For sales, knowing that appearance is critical, I think people should show more the optimists part but need to work hard under the hood (pessimist to keep improving). For entrepreneur/engineer its the same but need to remove the optimist mask more often to work.  
Image result for duck pedaling image

Now, I better understand why natural selection didn't eradicate pessimist or our monkey brain

The best article I found on the subject is "The Positive Power of Negative Thinking" from Adam Grant. 

Here are the article highlights sections:

Although evidence shows that happiness often makes us more successful by fostering energy and creativity, it can backfire for defensive pessimists. When strategic optimists and defensive pessimists threw darts, they did equally well overall, but were most effective under opposite conditions.
If you want to achieve a major goal, conventional wisdom says to think positive. Picture yourself delivering the perfect presentation, and absorb the energy of the audience. Envision the ideal job interview, and imagine yourself on cloud nine when you get the offer. Although these strategies sound compelling, it turns out that they often backfire. Many of us are more successful when we focus on the reasons that we’re likely to fail.
Strategic optimists and defensive pessimists succeed under different circumstances. If you’re a defensive pessimist, or you’re attempting to motivate one, the strategies that prove effective are often the reverse of what you expect.
“Before long, I began to realize that they were doing so well because of their pessimism… negative thinking transformed anxiety into action.” By imagining the worst-case scenario, defensive pessimists motivate themselves to prepare more and try harder.
If you’re the kind of person who’s always telling other people to look on the bright side, you might want to reconsider. Whether people succeed is not a matter of thinking positively or negatively, but rather whether they choose the strategies that match their thinking styles. As psychologists Heidi Grant Halvorson and Tory Higgins write in Focus, “It’s the fit that counts.”
And if you’re a defensive pessimist, when preparing for a performance that really matters, you might want to list your weaknesses instead of your strengths, and drink a glass of anxiety rather than a shot of confidence.

Ultimately, both styles are deadly at their extremes. Pessimism becomes fatalistic, and optimism becomes toxic. The key is to find the sweet spot, the more moderate ranges that combine the benefits of both approaches. In the words of Richard Pine, “The best chief executives—and that includes presidents—know that too much optimism is a dangerous thing, that wise and productive leadership means striking a balance between optimists’ blue sky view of the world and pessimists’ more clear-eyed assessment of any given situation. Take one part salesman, one part inventor, one part lawyer, one part safety engineer, stir gently and you’ve got a great chief executive.”

Optimists tend to thrive in jobs that require resilience and perseverance. For example, in insurance sales jobs with high rejection rates, optimists sold 37% more than pessimists over a 2-year period.

At the same time, we need pessimists to anticipate the worst and prepare us all for it. On average, research indicates that people who never worry have lower job performance than those who worry from time to time. Studies also show that when entrepreneurs are highly optimistic, their new ventures bring in less revenue and grow more slowly, and when CEOs are highly optimistic, they take on more risky debt and swing for the fences more often, putting their companies in jeopardy. (This may be why there are fewer optimistic CFOs than CEOs.)

Tuesday, October 27, 2015

How to setup a VPN connection on ubuntu?

Here is how to setup your vpn on ubuntu:

install vpnc stuff (see notes bellow)

create your XXXX.conf file

reboot (don't forget otherwise it won't work)


sudo vpnc-connect nuance

sudo vpnc-disconnect



sudo aptitude install vpnc

sudo aptitude install  network-manager-vpnc


vim /etc/vpnc/XXX.conf


#IKE Authmode psk

IPSec gateway

#IPSec gateway XXX.YYY.ZZZ.WWW


IPSec secret ZZZZZ

Xauth username YOUR_USERNAME

# Xauth password YOUR_PASSWORD (optional)

Domain ZZZZZ

Thursday, October 22, 2015

Linkedin need to be self disrupted or be disrupted

I joined linkedin back in 2003. I love it to keep track of my professional connections and I use it a lot to connect people. My experience with it has decline over time. Now that linkedin is the reference in professional social networks, they are become lazy but my needs increase so I think like many, its time to encourage linkedin self disruption or helping them hanging themselves.

Why should linkedin be self-disrupted or disrupted?

  • UX sucks (basic ex: how to access all my emails???)
  • Searching isn't convenient -> I want google search convenience that's it.  
  • linkedin email platform sucks so badly (why are they trying to lock me in) -> Linkedin you are not an email company, use a better platform at list (gmail) please. 
  • Why do I have character limit size in contact email + I can't add links???? 
  • Google search were blocked (what were they seriously thinking, they can do a better work then serious guys)
  • We need to search on how to create a blog post on linkedin, it should be obvious
  • Their jobs alerts are ridiculous (16 year experience - R&D machine learning, data-mining, entrepreneur), examples job match:
    • Software dev graduate ????
    • Data migration engineer MySQL, PHP ?????
    • IT analyst (graduate program) ^??^%$%#$
    • Junior windows developer #$%@#^^$^%#$%T@$@
    • Learning coordinator -> WOW???
  • You have to spam your network before been able to create your account -> SERIOUSLY ITS CRAZY
  • Mechanism to connect is not consistent...sometimes I can't set personal message before message is sent....I hate that. 
  • Have you notice the list of relation profession (how they might know you) isn't sorted by last job when you connect.....isn't that crazy. Do they have UX at linkedin??? 
  • Integration with blogspot sucks....It doesn't put post title and leave only the blog title and it can't be edited. Its just bad. 
  • We can't share slideshares slides outside can't force people to stay guys!

I seriously doubt Linkedin employee eat their own food otherwise they wouldn't be doing average work like this. Please linkedin employee, do something before someone disrupt your business. I would love to see facebook entering this field to make Linkedin make major UX improvements.

Thursday, October 15, 2015

Summary of deeplearning libs available in python

Saturday, April 4, 2015

How to create your ipython datascience notebook server fast?

ipython [notebook] is a powerful tool to share notes.

Here is how to start an ipython private notebook server:

  1. Install anaconda python distribution
  2. ipython notebook --pylab inline (works directly with anaconda python distribution)
  3. localhost:9000 (*open your favorite browser)

*If need to run it on a restricted server: set port forwarding localhost:9000 -> 8888 (so you can use a normal browser)

Here is how to start a public ipython notebook on the grid:
  • ipython profile create nbserver
  • cd /home/$USER/.ipython/profile_nbserver/
  • gen password: ipython;from IPython.lib import passwd; passwd()
  • openssl req -x509 -nodes -days 365 -newkey rsa:1024 -keyout mycert.pem -out mycert.pem
  • edit ~/.ipython/profile_nbserver/
    • c = get_config()
    • c.NotebookApp.password = u'sha1:XXXXXXXXXXXXXX'
    • c.IPKernelApp.pylab = 'inline'  # if you want plotting support always
    • Notebook config
    • c.NotebookApp.certfile = u'mycert.pem'
    • c.NotebookApp.ip = '*'
    • c.NotebookApp.open_browser = False
    • # It is a good idea to put it on a known, fixed port
    • c.NotebookApp.port = 8888
  • ipython notebook --profile=nbserver

How can you share notebooks?

  1. Create a public notebook (B)
  2. Leverate with github. Your ipynb files will be rendered on if you commit on github like this:
  3. use (Sense is a collaborative platform to accelerate data science from exploration to production.)
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