WE OCCASIONALLY take a glimpse at Microsoft seniors/alumni and especially where they happen to land after leaving Microsoft. Such shady figures can cause more damage from inside other companies, which they are likely to 'marry' with Microsoft. Unless there is sufficient opposition and sanity, companies might wed an eternal betrayer, just like EMC did.
Poole is one of the most prominent ex-Microsofties to leave the company in the past year. Until last September, he was vice president of Microsoft’s Unlimited Potential Group (one of the better division names, in my opinion), and was in charge of providing software to markets in less-developed nations around the world. Before that, he was responsible for the Windows desktop operating system, so he knows a few things about shipping large-scale products. He first came to Microsoft in 1996 through its acquisition of eShop, a company he co-founded in 1991. Some of his post-Microsoft insights can be found on his “creative capitalism” website here.
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Poole says NComputing is having a “profound effect on markets that were previously unable to use computer infrastructure because of cost.” His role is to help the company build its business from a strategic perspective, using his knowledge and contacts from around the world. “The exciting thing about NComputing is they’re already at scale,” he says. “It’s cheaper to fill up a school [with these PCs] than any other choice out there.” Poole says NComputing has about 150 employees in 14 countries, and they’re currently selling into 90 countries.
Sprint Nextel Corp. has appointed a former Microsoft executive to the Clearwire Corp. board.
Brian McAndrews’ appointment to the Clearwire board took effect immediately, Clearwire said in a Tuesday filing with the Securities and Exchange Commission. He most recently led the advertiser and publisher solutions group of Microsoft Corp. (Nasdaq: MSFT) as senior vice president and also is a director of Fisher Communications Inc. (Nasdaq: FSCI).
Wipro says that it has deployed Office Communications Server 2007 to more than 80 customers, who range in size from 10,000 to 80,000 employees.
SOMEWHERE at Microsoft, there is a closet packed with leftover Slate umbrellas — a monument to the folly of asking people to pay for what they read on the Internet. These umbrellas — a $20 value! — were the premium we offered to people who would pay $19 for a year’s subscription to Slate, the Microsoft-owned online magazine (later purchased by The Washington Post). We were quite self-righteous about the alleged principle that “content” should not be free. The word itself was an insult — as if we were just making Jell-O salad in order to sell Tupperware.