![]() ![]() Their own business and the opportunity to devote their energies to the Had hoped." Paul and Victoria enjoyed the independence of owning "We were an early mover, so we had highĮxpectations, but things didn't happen as quickly or easily as we "We expected to ride the dot-com boom of the nineties," The business started off slower than she and Paul had envisioned,īut revenues-and profits-grew steadily (see Exhibit 1) for the first 4 Workforce was trying at times, but rewarding. Standardization and creating cohesion among No Magic's Lithuanian Managingīanking relationships in a country with little expertise and Paul oversaw most of the software developmentĪnd Victoria acted as coordinator and chief financial officer. Writing proposals, reviews, policies and procedures-you get theĪs frantic as those times appeared, there was satisfaction inīuilding something new. When necessary, got dressed up and cleaned up to play the 'AmericanĬompany founders and executives.' During the weekends, we worked on In other words, we were chief cooks, bottle washers and, Relationships with universities, local vendors, and government ![]() The local infrastructure-office space, buyingĬomputers, establishing the software development process, ties and During the day, we dealt with training staff and establishing We were the guys negotiating the deals in the U.S. The little shop in Lithuania on the way to work. In the early days, we were the guys picking up the toilet paper at Software engineers, instilling American cultural values about work inĮastern Europe seemed, at times, beyond her grasp. But while Victoria prided herself onīeing able to wade through financial statements, to negotiate deals withĮuropeans and Americans alike, and to "talk tech" with Would have been challenging enough for most American-born MBAs with Setting up a software development operation in the United States Started No Magic and pondered how they might proceed into the future. To present to potential investors, she reflected on how she and Paul had Money and expertise, but were cautious about relinquishing control of Paul thought that No Magic had matured to the point of needing outside Sales people to develop and implement a sound marketing plan. $700,000 to hire a chief sales officer and two additional dedicated Victoriaīelieved that No Magic needed someone to develop a marketing plan and toīuild an internal sales organization. The company had experienced two consecutive years of losses. Magic's revenues increased steadily through 2000. Taking advantage of the cost advantages of offshore locations, No Provided outsourced software development and installation services. By 1999, No Magic had programmingįacilities in Lithuania and Thailand that created software products and Important element, an educated workforce-are available to theįounded in 1995 by Victoria Girdziunas and her husband Paulĭuncanson, No Magic provided systems software development services to However, the basics-a developing infrastructure, and the most Has the fundamental infrastructure needed to support our business.Ĭertain elements may be lacking in various degrees or not available, Businesses which are not adapting to this change We see that the 'globalization ofīusiness' and the 'global economy' are not future occurrences, but Naive viewpoints about Eastern Europe." She continued: or WesternĮurope, or Americans or Western Europeans, who sometimes exhibit very Manner-be it Lithuanians, some of whom believe that to better theirĮconomic condition they need to find a way to the U.S. My husband and I have a business which is based in Lithuania,"Įxplained Victoria Girdziunas, President of No Magic, Inc., a softwareĭevelopment and consulting company. "Most people whom I meet seem surprised when I tell them that APA style: No magic: just software that works.No magic: just software that works." Retrieved from MLA style: "No magic: just software that works." The Free Library. ![]()
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