Honestly, I was blown away (called my friend after we finished but before reviews came out and both agreed: we weren't sure if this was even fun), and this was the push I needed to go off on my own and make something bigger.
I've been working on it for about 10 months, but a significant amount of that time was spent in things that didn't feel very productive: trying to figure out marketing / PR, trying to pitch publishers, setting up a business, play testing, and trying to jump through app store hoops. I think a lot of that will be easier next time.
It is a massively self-evident fact that a lot more money was made during the “principles” period than after. And the company outperformed its rivals to the point that it was able to acquire competitors with twice as many employees. If “money to be made” is your core objective, you should strive to be more like Creo in the decade that ended a year before its demise.
Decades after the company disappeared, it has a very active LinkedIn Group and people are singing its praises online. If you are right that it was so “toxic”, this is a strange legacy. Interestingly, the core technologies developed by Creo are also still very much alive and, as a very rare example in technology, have not been surpassed technically nor replaced in the market. Technology moved very fast at Creo but their tech has stayed virtually unchanged under Kodak. Amazing.
Where I work now, we do at least three M&A deals a year ( as the acquirer ). I have many ideas about M&A. My ideas about leadership are still very firmly planted and aligned with what I experienced at Creo.
Congrats on pontificating on the most serious issue of our time: why you can’t call black people negros or colored people. I’m done with HN.