What's interesting to me is not the fact that Sarowitz decides to scrap the junk and rewrite but rather that he took the time to improve on an already existing product. He uses the profits from his existing enterprise to improve his offering in the industry and grow his customer base by presumably adding value.

So many companies are just all too happy to kick back and ride the gravy train. They have no vision of what things could be like with a touch of innovation and sweat. It takes a boss like Sarowitz to see what things could be like and move the ball down the field.

from this i conclude the that Inc. crowd doesn't know that the failure of large software projects is about as likely as success. strange.

It's good to see experience win out for once. When I read that he hired an enterprise guy with 17 years of experience, at first I was doubtful (I've met a number of those who I wouldn't want running a start-up team), but from the sound of it, the guy was solid and knew his stuff.

Seems like this Cooper guy is the hero of the story.