After thinking long and hard about the implications of “bridge-burning”, the ethical dilemmas posed by airing “dirty laundry” about a competitor, and the other issues involved, I have decided that posting this letter in the forums at Norada, ZOHO, Salesforce, several other providers, and review sites for “cloud-based” CRM and Project Management is necessary.  My name is Drew Hyde, and you may contact me at the email and telephone number listed at the end of this post – posting this anonymously would be the absolute chicken-shit way out, which is not me.

After going through a several-year-long CRM/Project Management nightmare – assessing, using, and exploring over 40 alternatives.  After building custom Access, SQL, Filemaker, and Oracle databases to attempt managing our businesses.  One frustrated afternoon, I came across a post on ZOHO’s forums regarding other suggested CRMs.  This was my first introduction to Norada’s Solve ‘360 product. 

I sent the following email to them – please read it and you will understand where I am coming from.  4 minutes after I sent the message, Steve Ireland, the founder and head of Norada called me and asked how they could help my company be a success.  He then spent nearly 3 hours on the phone with me over the next 2 days, addressing each and every concern I had, demonstrating every capability of the product that I thought was relevant, helping me clarify aspects of our business model, I could go on.  It was honestly one of the most exciting tech and business discussions I have had in 30 years.  Beyond that, the product is truly revolutionary – every other CRM has been converted into an “also ran” when compared with Solve ‘360.  This technology is simply stupendous.

Choosing to work with Steve and Norada is a decision I do not believe I will ever regret.  I am ready, willing, and enthusiastic to talk with anyone about this product and company.  You can reach me at or 801.448.6715.

Again, no anonymity – my name is Drew Hyde.  Please make the time to read my original email to Norada, it shows that I have the background to make the claims, and that I am not a ranting troll.  Save yourself money, save yourself heartache, save your business, Solve ‘360 can help you do it – there is no longer any reason to suffer and wait with substandard, overpriced solutions.

My 17 year-old son has a snarky saying: “Not just good, but good enough.”  Unfortunately this is what ZOHO, Salesforce, and the others believe.  Norada with Solve ‘360 shows that they believe: “Good is never enough, why settle?.”  In Norada’s founder Steve Ireland’s words: “The technology is very cool, but what really gets us jazzed is when our clients find new ways to work, and their businesses succeed.”  It is also very cool that they are in Calgary, Alberta Canada – (One of the Pale Ales I have had was a Rig Pig Pale Ale, from Brewsters in Calgary.  As soon as possible I will make it north and buy bottomless pints for the Norada folks.)

Drew Hyde

801.448.6715
Salt Lake City, UT USA
 

SALES - Perhaps You Can Save Me!
Hi Solve ‘360/Norada Folks,

This is very long, but please read.  Understanding our position is important before we make a switch to Solve ‘360

I am very, very frustrated and I came across you in a current forum post over at ZOHO (https://forums.zoho.com/#Topic/2266000000745536 ) that you may be very interested in following up soon.  Let me give you some background about my business situation and experience.

15 years ago we started a not-for-profit, here in the US, working with disability issues - policy, treatment, advocacy/representation, education, etc. ... .  By 1994 we had grown to 60+ employees and a $5M annual budget, but we were also beginning to push the envelope of what we could do revenue-wise with the IRS (US Tax Agency).  We went through the tedious process of converting into a for-profit venture and continued our core business donating 15% of our net earnings to disability-related not-for-profit organizations to ensure we did not lose touch with the foundational reasons for our business and our responsibility to the community.  Our venture capital was coming via a homebuilding-related company sponsored venture fund.  We were projecting full profitability in June 2009.  The central revenue generator for our business was representation of individuals applying for disability benefits, which - here in the states - is a labyrinthine process with about a 60% denial rate.  As were are non-attorneys we were under a different payment system from the Federal Government.  In February 2009 the Federal Government changed a policy, that would extend our payment (sales cycle) from and average of 270 days to 810 days.  Needless to say, we could not absorb this change.  The venture fund had dried up because of the relationship to homebuilding, and the credit markets were not sympathetic to our plight, so we had to close the business.  When we closed in March, we had 127 employees and were on track to turn $12M in gross revenue, all of which is now gone.  Not a sob story, too bad, but business happens.  We legally/administratively split up the clients between former employees who could absorb the wait because they are receiving disability benefits (almost all of our employees were people with disabilities), and were able to protect every client’s (several thousand) potential benefits.  By doing this we maintained our standing as potential contractors with the Federal Government, particularly the agencies dealing with disability and disability benefits.