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The historic race that reawakened the promise of manned spaceflight
�
Alone in a Spartan black cockpit, test pilot Mike Melvill rocketed toward space. He had eighty seconds to exceed the speed of sound and begin the climb to a target no civilian pilot had ever reached. He might not make it back alive. If he did, he would make history as the world’s first commercial astronaut.

The spectacle defied reason, the result of a competition dreamed up by entrepreneur Peter Diamandis, whose vision for a new race to space required small teams to do what only the world’s largest governments had done before.

Peter Diamandis was the son of hardworking immigrants who wanted their science prodigy to make the family proud and become a doctor. But from the age of eight, when he watched Apollo 11 land on the Moon, his singular goal was to get to space. When he realized NASA was winding down manned space flight, Diamandis set out on one of the great entrepreneurial adventure stories of our time.�If the government wouldn’t send him to space, he would create a private space flight industry himself.
�
In the 1990s, this idea was the stuff of science fiction. Undaunted, Diamandis found inspiration in an unlikely place: the golden age of aviation. He discovered that Charles Lindbergh made his transatlantic flight to win a $25,000 prize. The flight made Lindbergh the most famous man on earth and galvanized the airline industry. Why, Diamandis thought, couldn’t the same be done for space flight?
�
The story of the bullet-shaped SpaceShipOne, and the other teams in the hunt, is an extraordinary tale�of making the impossible possible. It is driven by outsized characters—Burt Rutan, Richard Branson, John Carmack, Paul Allen—and obsessive pursuits. In the end, as Diamandis dreamed, the result wasn’t just a victory for one team; it was the foundation for a new industry�and a new age.


From the Hardcover edition.

• Formats: Audiobook, CD, Unabridged
• Original language: English
• Number of items: 13
• Running time: 990 minutes
• Binding: Audio CD

Review
“Guthrie has a gift of building suspense around these airborne incidents of inherent drama — such as a balloon flight gone wildly wrong that ends in a botched parachute jump — as well as larger questions about space, technology and life’s purpose . . . “How to Make a Spaceship” is . . . ultimately flight-worthy and impressively ambitious. When the history of 21st century American space efforts is written decades or centuries from now, this book will be a valuable contemporary record of what it was like when humanity was trying to break out of its home.” – San Francisco Chronicle

“[How to Make a Spaceship] reads like a thriller. The story sounds incredible, as if torn from the pages of science fiction. And it has a happy ending. But as with all entrepreneurial ventures, nothing went according to plan: It was riddled with failure and disappointment;�ugly battles broke out between friends and founders; the world often looked like it was coming to an end; and Diamandis had to gamble everything he had. Most interesting was an observation that [Richard] Branson made in the book’s foreword: There isn’t much of a difference between being an adventurer and an entrepreneur. As an entrepreneur, you push the limits and try to protect the downside. As an adventurer, you push the limits, and protect the downside — which can be your life.” —Vivkek Wadhwa, Washington Post

“If you admire�those who aim really high, How to Make a Spaceship belongs on your bookshelf. [It] offers a rousing anthem to the urge to explore.” —Wall Street Journal
�
“[How to Make a Spaceship]�includes enough death-defying stunts, madcap schemes, wild coincidences, and rousing redemptive moments to fuel a dozen Hollywood blockbusters.” —Wired.com

"When the history of 21st century American space efforts is written decades or centuries from now, this book will be a valuable contemporary record of what it was like when humanity was trying to break out of its home.” �—San Francisco Chronicle

“If readers are looking for scientific discussions, humorous anecdotes, and intense action, Guthrie covers those. The flights are written to make readers feel like they’re experiencing them in real time, nerves and all.” —Publishers Weekly

“Engaging… Just the thing for aspiring astronauts and rocketeers.” —Kirkus

“I don’t know how Julian Guthrie does it. In her last book, she didn’t race in the America’s Cup, yet readers felt they had. And now in How to Make a Spaceship, although she wasn’t strapped into the cockpit of the first civilian spacecraft to rocket into outer space, her vivid writing places readers right there. With the flair of a novelist and the precision of a fine journalist, she takes readers on a journey not just into space but into the hearts and minds of the adventurers who dare go where NASA no longer does. Her tale will quicken your pulse.” —Ken Auletta, author of Googled: The End of the World as We Know It

“The story of Peter Diamandis is a reminder of the power of passion and persistence. How to Make a Spaceship chronicles the amazing journey of a key figure in the private race to space—a dreamer who, in the face of multiple setbacks and naysayers, simply refused to let go of his dream.” —Arianna Huffington, author, cofounder of The Huffington Post

“Too few kids and young adults understand the power of science and technology. We need role models demonstrating the power of passion and perseverance to make dreams come true. How to Make a Spaceship is filled with innovators and doers. The story will inspire makers of all ages.” —Dean Kamen, inventor, entrepreneur, founder of FIRST Robotics

�“This incredible book is The Right Stuff with afterburners. Intrepid designers and innovators risk their reputations. Gutsy test pilots risk their lives. Explorers push new boundaries of what so many once thought was impossible. All brought together by a real gravity-defying force, Peter Diamandis. How to Make a Spaceship is required reading for anyone who cares about space, aviation, and the future of flight.” —Captain Mark Kelly (USN, Ret.), former naval aviator, test pilot, and NASA astronaut

“This outstanding and compelling book shows the power of one man’s vision, and the ability of small teams to accomplish extraordinary things.� How to Make a Spaceship will inspire and guide you to take on your own Moonshot.” —Ray Kurzweil, Inventor, Author, Futurist and Chancellor, Singularity University

“[An] engaging account of the race to get a rocket up to the Karman line without getting NASA involved....Just the thing for aspiring astronauts and rocketeers.”�—Kirkus Reviews

About the Author
Julian Guthrie is an award-winning journalist who spent 20 years at the�San Francisco Chronicle�and has been published by�The Wall Street Journal,�The Huffington Post, and others. Her most recent book is The Billionaire and the Mechanic, a best-selling 2014 account of Oracle CEO Larry Ellison’s pursuit of the America’s Cup.


From the Hardcover edition.

Excerpt. � Reprinted by permission. All rights reserved.
1

Unruly

At around ten p.m. on July 20, 1969, eight-year-old Peter Diamandis positioned himself in front of the large television set in the wood-paneled basement of his family's home in Mount Vernon, New York. His mom, dad, younger sister, and grandparents were seated nearby. Peter, in pajamas and cape, aimed his mom's Super 8 camera at the screen, panned the room, paused on his white German shepherd, Prince, and returned to the television.

On the carpet next to Peter were his note cards and newspaper clippings, organized by NASA mission-Mercury, Gemini, and Apollo-and by rockets-Redstone, Atlas, Titan, and Saturn. The third-grader, unable to sit still under normal circumstances-his mother called him ataktos, Greek for unruly-fidgeted, bounced, and rocked in place. This was the moment Peter had dreamed about, a moment that promised to be better than all the electronics he could buy at Radio Shack, cooler than every Estes rocket ever made, more exciting even than the M80s lit on his birthday, sending his mom and friends diving for cover.

The Sears Silvertone TV was turned to CBS Evening News with Walter Cronkite, the seasoned newsman who was at Cape Kennedy, Florida. Peter, with the camera on, read the words "MAN ON THE MOON: THE EPIC JOURNEY OF APOLLO 11." He listened to a clip from a speech given by President Kennedy in May 1961: "I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth. No single space project in this period will be more impressive to mankind, or more important for the long-range exploration of space; and none will be so difficult or expensive to accomplish." The onscreen countdown began for Apollo 11 astronauts Neil Armstrong and Edwin "Buzz" Aldrin to park their lunar lander on the surface of the Moon, a quest for the ages, a Cold War imperative, and a high-stakes contest between nations that had begun when the Soviet Union launched Sputnik, the world's first artificial satellite, on October 4, 1957. Now, almost twelve years later, America was trying to make history of its own. Astronaut Michael Collins, piloting Apollo 11's command module Columbia, had already separated from the lander and was alone in lunar orbit, waiting for his fellow astronauts to walk on the Moon.

If all went according to plan, Collins, Aldrin, and Armstrong would reunite in orbit in less than a day. About seventeen thousand engineers, mechanics, and managers were at the Florida space center for the launch. In all, an estimated four hundred thousand people had worked on some part of the Apollo program, from the women in Dover, Delaware, who did the sewing and gluing of the life-protecting rubberized fabric of the spacesuits, to the engineers at NASA, Northrop, and North American Aviation who worked for years on the clustering, three-chute parachute system for Columbia. The cost of the program was put at more than $25 billion.

Peter daydreamed constantly about exploring the glittering and dark expanse in his own spaceship, like the Robinson family in the television series Lost in Space, with the precocious nine-year-old son Will Robinson and the humanized and weaponized Robot. But on this night, the TV screen had his undivided attention.

Cronkite, in his deep voice and languid manner, said, "Ten minutes to the touchdown. Oh boy . . . Ten minutes to landing on the Moon." The program flashed between streamed images of the Moon and simulations of the landing done by CBS with NASA's help. The signal from the lunar camera had to be transmitted a quarter of a million miles to the Parkes Radio Astronomy Observatory west of Sydney, Australia, and then across the Pacific Ocean by satellite to the control center in Houston. From there, the images would go to television networks and finally to television sets in the United States and abroad.

In the first few minutes of flight, the Saturn V first stage-which had its design origins as a ballistic missile used by the Germans in World War II-had used four and a half million pounds of propellant, and the craft's velocity relative to Earth had gone from zero to 9,000 feet per second in ascent.

Cronkite announced: "Go for landing, three thousand feet."

"Eagle looking great," said Mission Control in Houston, as grainy black-and-white images of a barren, rock-strewn landscape appeared on television sets.

"Altitude sixteen hundred feet," Cronkite narrated. "They're going to hover and make a decision. . . . Apparently it's a go. Seven hundred feet, coming down."

"Nineteen seconds, seventeen, counting down," Cronkite said. It was just before dawn on the Moon, and the sun was low over the eastern horizon behind the lunar lander.

Peter focused his camera on the screen. He had used his mom's camera to film NASA television broadcasts before. He had clipped countless newspaper and magazine stories of space missions and written letters to the National Aeronautics and Space Administration. He had a "Short Glossary of Space Terms," issued by NASA, and he memorized terms like "monopropellant" and "artificial gravity." He won first place in a county dental poster contest with his drawing of the launch of Apollo to the Moon and the caption "Going away? Brush three times a day." He and his elementary school friend Wayne Root made their own stop-motion movies, using Star Trek models on fishing line as props. Peter learned that he could scratch the film in postproduction to make spaceships fire laser beams. On weekends, Peter loved to sit his family down in the living room upstairs and give lectures on stars, the Moon, and the solar system, explaining terms like "LEO," for low-Earth orbit.

The launch of the Saturn V rocket on July 16, four days before the scheduled Moon landing, had been to Peter every Fourth of July rolled into one. Three men riding on top of a fiery rocket aimed at space! Five F-1 engines burning liquid oxygen and kerosene and producing 7.5 million pounds of thrust! It was like sending the Washington Monument rocketing skyward. Peter littered his schoolbooks with sketches and doodles of planets, aliens, and spaceships. He had drawn the Saturn V over and over, with its first stage, second stage, and third stage, its lunar module, service module, and command module.

At 363 feet, it was taller than a football field set on end, both beauty and monster, weighing more than 6.4 million pounds when prepared for launch. Peter had watched Neil Armstrong and Buzz Aldrin climb through the docking tunnel from Columbia to Eagle to check on the lunar module. The lunar module-the LM, pronounced "LEM" and originally called the Lunar Excursion Module-had never been tested in the microgravity of the Moon. Peter was not alone in wondering whether this spaceship would make it back to Earth. Columbia would return at more than 17,000 miles per hour. If its descent was too steep, it would burn up; if too gradual, it wouldn't make it through the atmosphere back to Earth. Even when coming into the atmosphere perfectly-threading the needle at supersonic speeds-Columbia would be a fireball, with temperatures on the outside exceeding three thousand degrees Fahrenheit. Peter's father, Harry Diamandis, appreciated this moment in history and welcomed any news that wasn't about the Vietnam War or the emotional civil rights struggles of the day. But he couldn't understand his son's fascination with space, given the challenges of life on Earth. He and his wife, Tula, had come from the small Greek island of Lesbos, where he grew up tending goats and bartering for food-olives for almonds, kale for milk-and working at his father's cafŽ. Harry's mother, Athena, was a housekeeper who would bring home surplus bits of dough in her apron pockets to bake for the family. One of Harry's favorite Christmas presents was a red balloon. He was a village boy, the first in his family to graduate from high school and go to college. Harry had wanted to be a doctor, and passed his medical boards in Athens before setting his sights on America. He arrived in the Bronx speaking no English. Their journey from Lesbos to America, and Harry's path to becoming a successful obstetrician, at times felt like its own trip to the Moon, with improbable odds, an element of fear, and a feeling of being a stranger in a foreign land.

On the television screen in the Diamandises' living room, images showed a simulation of the lunar landing. Then Apollo 11 commander Armstrong radioed, "Houston, Tranquility Base here. The Eagle has landed." The Eagle sat silently on the Sea of Tranquility in the Moon's northern hemisphere. Mission Control radioed back, "Roger, Tranquility. We copy you on the ground. You got a bunch of guys about to turn blue. We're breathing again."

"The lunar module has landed on the Moon," Cronkite marveled. "We're home. Man on the Moon."

More than five hundred million people, from crowds gathered before screens in Disneyland to American soldiers in Vietnam, watched as the white-suited, tank-headed Armstrong, a ghostly, blocky figure, backed out of the module and made his way down the steps. Tula watched Peter, hoping her son remembered to breathe. Armstrong said, "I'm at the foot of the ladder. The surface appears to be very, very fine-grained as you get close to it. It's almost like a powder. I'm going to step off the LM now."

It was just minutes before eleven p.m. in the Diamandis household. From Earth, the Moon was in a waxing crescent phase. Slowly, Armstrong moved his cleated foot onto the talcum surface, becoming the first human to ever touch another celestial body. "That's one small step for man," Armstrong said, "one giant leap for mankind." The view was desolate but mesmerizing, a desert scrubbed clean. The sky looked thick and dark like black velvet.

Peter stopped filming. This was the difference between believing in God and witnessing God. It was both answer and question, new frontier, old Earth. It was NASA doing what it said it would do. The astronauts were modern-day Magellans.

Cronkite removed his black-rimmed glasses, rubbed his hands together, and dropped his paternal demeanor. "There's a foot on the Moon," he said, removing his glasses and wiping his eyes. "Armstrong is on the Moon. Neil Armstrong-thirty-eight-year-old American-standing on the surface of the Moon! Boy, look at those pictures-240,000 miles to the Moon. I'm speechless. That is really something. How can anybody turn off from a world like this?"

It was close to midnight when Tula finally got the kids to bed. Marcelle, who was six, was asleep before her head hit the pillow. Peter, still wired with excitement, told his mom once again that he was going to be an astronaut when he grew up. Tula's reply never varied: "That's nice, dear. You're going to be a doctor." Medicine was known; space was experimental. Besides, the first-born son in a Greek family always followed his father's path. Family friends were already calling young Peter the future Dr. Diamandis. Tula had given Peter a child's doctor's kit, and he would sometimes have her recline on the sofa so he could check her pulse and listen to her heartbeat. Being a doctor would be an honorable profession for Peter.

After Tula left the room, Peter turned on his flashlight and ducked under his tented bedspread. He made entries in his secret diary: The Moon was freezing in the shadows but baking in the sun. He would need a suit and the right boots-maybe his ski boots. There was no air to breathe on the Moon, so he'd need oxygen. He'd need food, water, and of course, a rocket. He drew more pictures of Saturn V, and of the astronauts. Late into the night, drawings and notes scattered around him, Peter fell asleep wondering how he could possibly be a doctor when he needed to get to the Moon.

In the years following the lunar landing, Peter began making his own rovers, among other machines. He was predatory in his pursuit of motors to hack. In one case, the lawn mower motor disappeared, turning up later on his go-kart. Then the bedsheets went missing, revealing themselves eventually as parachutes for the go-kart. The Diamandis family lived in the middle of the block on a middle-class street on the north side of Mount Vernon, New York, about thirty minutes from New York City and bordering the Bronx. Their house was a two-story white Dutch colonial with blue shutters, a big front yard, and a narrow gravel driveway where Peter liked to set up jumps for his bike. The house also had a side yard and backyard, with cherry trees and a swing set put together with great effort by his dad and uncle.

Peter drove his lawn mower-powered go-kart down the street from his house, turned onto Primrose Avenue, and pushed the cart to the top of an enormous hill. Wearing no helmet, he blasted down Primrose Avenue like a junior John Stapp, the Air Force colonel who studied g-forces by famously riding rocket-powered sleds to a top speed of 639 miles per hour. Peter deployed his go-kart's "parachute" only when precariously close to the busy intersection.

Peter took particular delight in his sister's toys, eyeing them as a raven stares at a meaty carcass. When Marcelle received a new Barbie Dream House, Peter discovered that its motor was perfect for one of his projects, and the Barbie window shades provided the ideal chain to automate the arm of one of his robots. Marcelle and her parents went from amused to exasperated. Peter also hatched various weapon-related plans, including one that used a pipe cleaner fashioned as a projectile for his BB gun. When it didn't work, Peter mistakenly tried to suck it out of the barrel, only to have the discharged pipe cleaner shoot straight down his throat. He was rushed to the hospital and back to his experiments by nightfall. Peter got good grades, but his teachers wrote on his report cards, "Peter talks too much," and he could "work a little harder on settling down."

Every Sunday, Peter and his family drove to the Archangel Michael Greek Orthodox Church near Roslyn, where Peter was an altar boy, tasked with carrying the incense, candles, or the large gold cross and helping with communion. Confession wasn't required, but he talked openly with the kind Reverend Father Alex Karloutsos, telling him that he regularly took his sister's toys and too often made his parents worry. And he told him about his love of space; it was his "guiding star."

Peter shared with Father Alex his belief that they were all living in a biosphere, a kind of terrarium seeded with life by aliens. The aliens returned, Peter confided, to collect people as specimens or seedlings, but only in rural places like Nebraska where they wouldn't be noticed. Father Alex liked listening to Peter and knew that he was not a boy who could be placated by statements like "God is love." Father Alex told Peter that the greatness of the universe was a reflection of God's presence in our lives.

Most helpful customer reviews

3 of 3 people found the following review helpful.
The human story behind an extraordinary achievement in space flight
By Lee G
Think back to Alan Shepard, the first American in space, and imagine if someone had told you that a handful of civilians, without a dime of government funding, would loft two humans into space a scant 43 years later. Yet, spurred by a contest with a generous financial reward, a group headed by legendary aircraft designer Burt Rutan did just that. Especially notable is that the prize money didn't come close to covering their costs, and that's why their story is such a compelling one. The prize was the spark, but internal forces far more profound were driving these people, and it's the human story we get in this book. Read it, then go back and watch the footage of the two winning flights and the events leading up to them. You'll then have a deep and satisfying appreciation for this extraordinary achievement.

2 of 2 people found the following review helpful.
A great read.
By Amazon Customer
A great read, The story weaves together half a dozen character-driven threads. It's all about a cast of large characters: Peter Diamandis (the promoter), Burt Rutan (aeronautics prodigy), John Carmack (software genius), Erik Lindbergh (son of the great aviator), Michael Melvill and Brian Binnie (test pilots). The story brings to life the competition that led to the first reusable commercial suborbital spaceflights, My personal favorite is Burt Rutan. His creations have been amazingly innovative. One of my favorite scenes has MIke Melvill riding on top of the Rutan Raptor UAV prototype, flying it back to base like a some old-time cowboy. The book is packed with great stuff. The winning flights, of course, are the high points of the story. You've got to love the professionalism, determination, calm and expert piloting under pressure of both Melvill and Binnie. The Right Stuff indeed.

0 of 0 people found the following review helpful.
How to Make a Foundation
By Seth Hettena
The book starts out quite strong. Peter Diamandis, the founder of the X-Prize, is an a dynamo of activity. He is simultaneously attending Harvard Medical School and graduate school at MIT, launching a university, organizing collegiate clubs that turn into national organizations. He's the driving force behind the first part of the book, the writing is strong, and it makes for very interesting reading.

Unfortunately, Part II of the book, which is about the trials and tribulations behind the founding of the X-Prize is brutal. All the momentum the author built in the first part of the book comes to a grinding halt. We follow Peter around to meeting after meeting and learn about the death of his friend. Quite frankly, I skipped the last few chapters of this part and I don't feel like I missed anything. This third of the book could and should have been summarized in one chapter.

Part III, how Burt Rutan wins the X-Prize, gets interesting again. But by this point the whole thing is a bit disjointed.

It's really three books in one and the author would have done better to focus on the building of a spaceship -- as suggested by the title -- and less on the building of a foundation. Peter Diamandis is an interesting character to be sure. And I can understand why the author wrote so much about him. He kept detailed notes on his life and tape recorded his thoughts. It's a goldmine for an author, but in the end, it doesn't serve the book. Peter doesn't make spaceships; Burt Rutan does.

The book I was hoping for would have led me through all the trials and tribulations in building a spaceship in much greater detail and the engineering challenges that were faced and overcome. The book touches on this then spends more time recounting the two winning X-Prize flights. Clearly, this is a talented author who needs some guidance in organizing her material.

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• Published on: 2012-01-01
• Binding: Paperback

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[S350.Ebook] Download Ebook Dorland's Illustrated Medical Dictionary, 30th Edition (Special Value Package: Spell-Checker and PDA Software Included), by Dorland

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• Sales Rank: #6663553 in Books
• Published on: 2003
• Binding: Paperback
• 2190 pages

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[T136.Ebook] Free Ebook Damming the Flood: Haiti, Aristide, and the Politics of Containment, by Peter Hallward

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Once the most lucrative European colony in the Caribbean, Haiti has long been one of the most divided and impoverished countries in the world. In the late 1980s a remarkable popular mobilization known as Lavalas, or “the flood,” sought to liberate the island from decades of US-backed dictatorial rule. After winning a landslide election victory, in 1991 the Lavalas government led by President Jean-Bertrand Aristide was overthrown by a bloody military coup. Damming the Flood analyzes how and why Aristide’s enemies in Haiti, the US and France made sure that his second government, elected with another overwhelming majority in 2000, was toppled by a further coup in 2004.

The elaborate international campaign to contain, discredit and then overthrow Lavalas at the start of the twenty-first century was perhaps the most successful act of imperial sabotage since the end of the Cold War. Its execution and its impact have much to teach anyone interested in the development of today’s political struggles in Latin America and the rest of the post-colonial world.

• Sales Rank: #12779366 in Books
• Brand: Brand: Verso
• Published on: 2008-04-17
• Released on: 2008-04-17
• Original language: English
• Number of items: 1
• Dimensions: .95" h x .16" w x .65" l, 1.90 pounds
• Binding: Hardcover
• 442 pages

Features

• Used Book in Good Condition

Review
“Damming the Flood is an excellent book, the best study of its kind. It offers the first accurate analysis of recent Haitian history, and of its history in the making. Finally, we have an honest rendering of how the Haitian poor sought to advance their struggle for dignity at the close of the twentieth century, and of the forces that have stymied their struggle. Hallward’s new book is required reading for anyone who seeks to know Haiti and to understand the forces arrayed against all those who believe in genuine democracy.”—Paul Farmer

“Very convincing, a marvelous book. This riveting and deeply-informed account should be carefully read by those who recognize that Haiti’s tragic history is a microcosm of imperial savagery and heroic resistance—resistance which, as Hallward argues, will continue to shape Haiti’s political future if its people are granted the opportunity to take their fate into their own hands.”—Noam Chomsky

“Damming the Flood demonstrates that, contrary to what so many self-proclaimed experts have led us to believe with the steady diet of half-truths and outright lies they have been feeding us, it is indeed possible to ‘get Haiti right.’ All it takes is a healthy dose of respect for a nation and a people so deserving of it, and an uncompromising devotion to the truth.”—Patrick Elie, former Secretary for National Defense, Haiti

About the Author
Peter Hallward teaches at the Centre for Research in Modern European Philosophy at Kingston University, London. He is the author of several books including Absolutely Postcolonial, Badiou: A Subject to Truth, Out of This World: Deleuze and the Philosophy of Creation, and Damming the Flood.

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5 of 6 people found the following review helpful.
The Book to Read on Haiti
By Nathan D. Backlund
No foreign policy issue is more distorted in the corporate media than Haiti, with the exception of Isreal/Palestine. Peter Hallward has written a marvelous book with a politically engaged perspective. His account of the years leading up to the U.S. kidnapping of Aristide in 2004 is an invaluable corrective to the demonization of Aristide and Lavalas. The story of Haiti, as told by Hallward, gives the reader insight into the lengths the U.S. government will go to repress popular movements that seek to redistribute wealth. Most Americans cannot comprehend the level of repression the U.S. can bring to bear on a small country like Haiti. For further evidence see the diplomatic cables released by Wikileaks and published in The Nation magazine. This book receives the highest praise from Chomsky, Zizek, and Dr. Paul Farmer. You shouldn't need any further proof that is is a must read.

1 of 2 people found the following review helpful.
Hallward Gets to the Heart of Haiti Today
By michael P. morrissey
Vital information that pulls no punches. Closely
researched and reasoned. With Paul Farmer
and Jeb Sprague's books a veritble handbook
for understanding today's Haiti.

0 of 1 people found the following review helpful.
Five Stars
By Garnet Stanley
A lucid analysis. Well written!

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Your concrete road map to rapidly grow your business and get your life back!

Have you ever wanted to grow your business but held�back because of fear that it would take over your life?�As an owner, it’s all too common to feel you have to�choose between your personal life and the success�of your business. But the surprising truth is that the�only way to truly scale and grow your company is�to reduce its reliance on you. This means that, done�right, scaling ensures that you can grow your business�without sacrificing your life.

Jeff Hoffman, a serial entrepreneur and former�CEO in the Priceline.com (Priceline Yardsale) family�of companies, and David Finkel, CEO of Maui Mastermind,�a business coaching company with thousands�of clients worldwide, offer a concrete road map for�rapidly growing your business while also gaining�more personal freedom.

You’ll not only learn the best strategies to generate�growth, but you’ll also get proven insider tips to sustain�that growth through sound systems, empowered�teams, and intelligent internal controls. Hoffman and�Finkel will also show you how to overcome predictable�obstacles in any pillar of your business—including�sales, operations, and finance—with insight for�building better lead-generation systems, managing�cash flow, and retaining talent. You’ll learn how to:

• Escape the Self-Employment Trap and build a�business, not a job.
• Systematize your business to reduce costs and�increase capacity.
• Ensure your company survives the “Hit by a�Bus” test.
• Uncover your company’s top leverage points�(and execution strategies to implement what�you discover).
• Fund your growth with the seven cash flow�commandments.
• And much more.

Scale offers a game plan to work less and get your�business to produce more. Written by two worldclass�entrepreneurs who have started, scaled, and�successfully exited from multiple businesses, which�collectively have generated tens of billions of dollars�in sales, it gives you their bottom-line best ideas to effectively�grow your company.

If you have ever felt stuck in your business, not�knowing the best way forward, this book is your mustread�guide.

• Sales Rank: #37500 in Books
• Published on: 2014-08-14
• Released on: 2014-08-14
• Original language: English
• Number of items: 1
• Dimensions: 9.30" h x 1.00" w x 6.30" l, 1.00 pounds
• Binding: Hardcover
• 288 pages

Review
“Almost every chapter provides the kind of pragmatic support new business owners need—and deserve.”
— Booklist

“This well-written, well-organized book will help business owners who want to enjoy a life beyond business.”
— Publisher's Weekly

“Scale is a competitive weapon! This book gives you exactly what you need to succeed in the big game.”
— Philip and Gayle Tauber, founders, Kashi Company

“Scale is a masterwork that encapsulates enough practical wisdom to fill several books. . . . This book will ignite years of successful growth for any reader who applies what they share.”
—Rob Kautz, former CEO, Wolfgang Puck Worldwide

“Hoffman and Finkel have hit a grand slam with Scale. Each of the chapters is worth its weight in gold and jam-packed with immediately actionable guidance.”
—Jason Jennings, New York Times bestselling author, Think BIG, Act Small and The Reinventors

“Wow! Scale gives you a step-by-step process to grow your business the right way. I would tell every business owner that they need to read this book.”
—Sandy Gooch, cofounder, Mrs. Gooch’s Natural Food Market (later acquired by Whole Foods)

“Scale is a must-read for anyone interested in founding and scaling firms.”
—Jonathan Ortmans, president, Global Entrepreneurship Week, and senior fellow, Kauffman Foundation

“If you’re tired of struggling and spending every waking moment consumed by your business, then this is the book for you. Learn how to build a successful and sustainable business that has value without your being involved every minute.”
—Susan Solovic, New York Times bestselling author of It’s Your Biz and award-winning entrepreneur

About the Author
JEFF HOFFMAN, a founding�team member and former CEO�in the Priceline.com (Priceline�Yardsale) family of companies,�is a serial entrepreneur who�has successfully scaled and�sold multiple companies. Collectively,�his businesses have�generated sales in the billions�of dollars. He lives in Chicago.

DAVID FINKEL is the CEO of�Maui Mastermind�, one of�the world’s premier business�coaching companies with thousands�of clients worldwide. He�is the Wall Street Journal bestselling�author of ten books, including�Build a Business, Not a�Job. He lives in Jackson Hole,�Wyoming.

Excerpt. � Reprinted by permission. All rights reserved.

INTRODUCTION

In 1992, a 22-year-old undergrad dropped out of college to launch his own business. He wanted to be his own boss and decided to build a company selling health products. His sisters told him he was a “*$%*&^@” idiot, and his befuddled parents asked him softly if he wouldn’t rather finish his degree first. But he was committed to make this, his first real attempt at formally building a business, a massive success. He bought the wholesale rights to a line of health products and invested his life savings ($3,200) in stocking inventory and setting up a small office, then spent long hours marketing the line, personally posting thousands of flyers and making hundreds of sales calls.

Eight months later, the business had failed; his family graciously never said “I told you so.” But the story doesn’t end there. The good ones never do.

After taking some time to lick his wounds and salve his bruised ego, our now 25-year-old recent college grad made another go in a totally different business. His earlier failure had taught him some crucial lessons (including a sorely needed dose of humility). Cataloging his talents and interests, he decided on a new industry—info-marketing. He made a list of the top ten business leaders in this industry and approached each one, asking for the opportunity to interview them about how they had built such successful companies, and asking for any advice they could give to someone just starting out. Initially, these big players ignored him, but he was persistent, hounding them until he finally got eight of the ten to meet with him. In their interviews, these leaders spoke candidly about the lessons they had gleaned after decades in the business world, climbing the same peaks our young businessman wanted to scale. He took their advice to heart, following up on skills and topics they said he would have to understand to be successful. He read dozens of business books and made a study of how to successfully build a business.

Eight years later, he was an “overnight” success, the owner of one of the top real estate training companies in the United States, having trained more than 50,000 investors who went on to buy and sell over $1 billion of properties. With no debt or outside investors, his company generated over $3 million of annual operating profit and was valued at $10 million to $16 million. After he sold this company, he went on to found and build half a dozen other successful companies, each time leveraging the lessons and experiences from his earlier businesses.

In 2009 a mutual friend introduced him to a business superstar—a guy who had helped launch and grow one of the fastest-scaling companies of all time, Priceline.com, which had grown from $0 in sales to over $1 billion in less than four years. When the two of them met in Atlanta, they talked for hours, realizing they had a lot in common—especially their shared passion for mentoring and coaching other business owners. One had built several multimillion-dollar companies and personally trained more than 100,000 business owners; the other helped build a multibillion-dollar company that revolutionized an industry. But they both loved coaching and mentoring business owners to scale their companies.

You may have already guessed that the college dropout turned successful entrepreneur was David, and the Priceline.com superstar was Jeff. Like David, Jeff launched his first start-up, a software company, while still in college. Unlike David, Jeff and his team nailed it with their first company, which they later sold to American Express for millions. Priceline.com was actually Jeff’s fifth start-up, and after the company went public and Jeff transitioned out of the business, he went on to be the CEO of uBid.com and RedTag.com. He even launched a very successful entertainment company, Black Sky Entertainment, which went on to generate over $100 million in sales.

We’ve both lived the life of serial entrepreneurs, not just launching companies, but leading them through those all-important middle years when a business must either stay stuck as an extension of the founder, or scale and grow independent of the owner. Over the years, we’ve grown our friendship and shared the stage teaching at various business conferences. During that time, we came to realize that we shared a complementary skill set and approach to growing companies. And we also learned that we had shared experiences of those scary, absorbing, and exciting years when these businesses began to grow at triple-digit rates or faster. We joked that at times it felt like we were on the back of a rodeo bull, holding on with all our might, praying for that eight-second buzzer to sound. The thing we discovered is that whereas in the rodeo those eight seconds are literal, in your business the buzzer doesn’t go off for years.

We also realized that we shared a frustration with the existing business books that addressed scaling a company. Too many told readers what to do, but didn’t have the details on how to do the what to do. That’s why we decided to pool our years of experiences to write this book. We wanted to put in one place a structured, systematic approach not just to create growth, but, more important, to show you how to survive and enjoy that growth by leveraging the systems, team, and internal controls necessary to sustain that development over the long term. Following this methodology, not only do you get growth in sales and profits, but you’ll also enjoy increased freedom as the business owner. You can build a company that is stable, vibrant, valuable, and a joy to own. This book contains the guiding principles and the concrete formulas you can apply to consistently create the dual results of business growth and personal freedom.

We are primarily serial entrepreneurs, not authors. We love building businesses, and have been fortunate to enjoy some big successes, and to have survived the stupid, messy mistakes that, looking back, were both predictable and avoidable. While we wouldn’t trade our paths, we wanted to catalog and share our real-world lessons about how to do it better, smarter, and faster. This is the book we wished we had read when we were struggling to grow our earlier businesses.

Everything you read here has been tested and validated. It is proven to work; we’ve used it to build more than a dozen successful companies with combined sales in the billions. More important, over the past ten years, we’ve taught these ideas to more than 100,000 business owners around the world, and the results they’ve gotten have proved the concepts, strategies, and tools are transferable and get results. We wrote it so that you can read any chapter, put down the book, and immediately apply several of the key ideas the very next day in your business—generating immediate results.

The ultimate goal for a business owner is to build a company that he or she can one day sell, continue to scale, or even own passively. Most business owners reach for growth by working harder and personally trying to produce more. This is a flawed model that at best will lead to only moderate growth. At worst, this strategy can literally put your entire company at risk.

Instead, we will introduce you to the Level Three Road Map, a comprehensive model for building and scaling your business. Essentially the Level Three Road Map will help you go from a Level One business (a start-up), through Level Two (an owner-reliant company), to Level Three (a rapid growth or “exit stage” company).

The bottom line is that scaling your company and reaching the ambitious goals that you really want requires that you move beyond an “owner-reliant” business to one that is systems driven, with a solid management team and intelligent business controls in place—a Level Three business.

Overview of the Book

First and foremost, this is a book about rapid growth, and how you can build a scalable business that not only consistently grows, but also sustains that growth over time. What you’ll come to learn is that a direct by-product of building your business the right way is that you’ll get your life back. It is a broken model that says you must work 80-hour weeks and sacrifice everything to grow your company.

You don’t have to choose between your business and your life. Rather, if you do it right, you get your business and your life. In fact, we strongly believe that the only way to build a truly scalable business is by radically reducing its reliance on you, the owner, and supporting that rapid growth through systems, team, and internal business controls.

Part one of the book focuses on building a solid foundation. You’ll learn the essence of the Level Three Road Map. This structured formula to scale your company not only will help you create and sustain rapid growth, but at the same time will help you dramatically reduce the company’s reliance on you. It closes with a simple tool to help you clarify your business context—the market you serve, the competition you face, and the position you want to claim in the market. We’ll approach all three of these key dimensions of your business context in a radically different way than it’s likely you have ever done before.

In part two, you’ll identify the fastest leverage points to grow your company and how to turn those leverage points into a winning business strategy. What’s more, we’ll give you our step-by-step process to create a clear, actionable, one-page plan for executing your strategy on a rolling, 90-day basis. You’ll also learn how to read the rapidly changing world around you in order to continually keep your business fresh and relevant to the marketplace.

In part three, we’ll walk you through how to overcome the predictable obstacles to scaling, pillar by pillar. From lead generation to lead conversion, operations, finance, HR, and leadership, we’ll give you proven solutions to dozens of the toughest challenges you’ll face as you scale your company. You’ll learn how to build “expert systems” to pull out the key know-how that currently is locked in the heads of a few, expensive employees and replicate that expertise in scalable systems; systematically grow your sales; manage your cash flow; fund your growth; and create a culture of accountability inside your company.

In part four, you’ll find out how to leverage your time to scale your company. We’ll give you a brand-new model to think about time, and six simple time mastery strategies that will help you upgrade eight hours a week of time you are already working for higher and better uses to grow your company. We’ll also give you a clear plan to implement the ideas from the book in a manageable way.

Whether you’re a small, 3-person retailer doing $350,000 a year in sales, or a 22-person service business with annual sales of $2.5 million a year, or even a 255-person manufacturing company with $26 million a year in sales, this book will give you clear, actionable insights to grow and scale your company. Not only will the systems we share help you sustain long-term success, but you’ll also see fast results.

The road map we’ve laid out for you to follow will enable you to scale your company the way you’ve always dreamed you could. We hope you’ll reach out to us after you read this book, and share your own stories of success. (Our contact information is at the end of the book.)

7 Free Online Tools to Help You Grow Your Business

------------------------------

Because we know how important executing on these ideas is to help you enjoy the growth you want, we created a special Web site with seven tools to help you get results. This free value-add for readers like you includes downloadable PDF versions of all the strategy tools shared in this book, along with dozens of valuable video training sessions to help you scale your company and get your life back.

To get immediate access to these tools just visit www.Scale YourBusinessToolkit.com. (See the appendix for full details of all seven valuable tools.)

PART I

Building on a Solid Foundation

Sometimes it feels more like my business owns me than me owning my business. I’m reasonably intelligent and self-motivated. I’m willing to put in the work to grow it, I just need the right road map to show me the best path to grow my company and get my life back.

—Comment by anonymous business owner at recent conference

PRINCIPLE ONE

BUILD A BUSINESS, NOT A JOB

The year was 2007 and Tom was burning out. He was running a successful wholesaling business in Florida, but the 80-hour workweeks were getting to be too much. He had two young kids at home whom he wasn’t seeing enough, and he felt torn between the demands of the business and being present with the important people in his life.

And if Tom was tired, so was his wife, Lee. She was tired of Tom missing out on family dinners, not being more involved in family activities, and of watching Tom’s long hours impact his health.

Tom and Lee knew they needed to find a way to get out from under the crushing pressures of running the business day-to-day, but they didn’t know how. Nor did they want to lose the momentum in the business. They felt the same way so many of us do—trapped by our business, like Atlas, holding the world on our shoulders, afraid to take a step back to reevaluate our position for fear that the whole thing could come crashing down around us. We dream of a way to grow our businesses without sacrificing our lives. But for Tom and Lee, as for a lot of us, it just wasn’t obvious how to do this.

So Lee went online to research potential solutions. That’s when she learned about a business workshop we were hosting in Arizona to raise money for several nonprofit charities.1 The goal of this workshop was to teach business owners how to design their businesses both for growth and for reducing their reliance on the owner. Lee wanted to encourage Tom to continue to grow the business but to do so in a way that allowed him to spend more time with the family and didn’t take such a harsh toll on his health. She bought him a ticket to the event and arranged his travel.

That workshop taught Tom many of the same tools, strategies, and principles that you’ll be learning in this book. When Tom returned home, he immediately began implementing what he had learned and watched as his business blossomed. He also saw his family and his personal life bloom as well, since he finally learned how to manage them both together. Our goal in this book is to help you achieve that same balance of business growth and personal freedom.

Prior to the workshop, Tom thought his business needed him to oversee each and every detail. He believed he had to be there every moment of the day to drive his team forward to produce results. We introduced him to a new approach to scaling his company, one that he could implement in his business in bite-sized chunks that fit in around his responsibilities running the day-to-day. Quarter by quarter, he watched his business grow and its dependencies on him shrink. By 2013 not only had he scaled his $5 million a year wholesaling business into a $23 million per year venture, but he had reduced his hours in the business to under 20 per week.

We share Tom’s story with you not because he is special (he is a very nice guy with a lovely family, but he doesn’t walk on water), but because he is likely a lot like you. You’re driven to succeed but feel stuck as to the best way forward. You carry the weight of your business on your shoulders without complaint and are the linchpin that holds everything together. While you work hard to grow your business, what you may not have realized is that one of the most powerful chains holding you back from succeeding on the scale you want is the way you’ve designed your business in the first place. Your business’s heavy reliance on you, which may have been necessary when you first launched your business, has become a major weakness.

Why is it that some owners can move from one successful company to another, seemingly with a golden touch? Because they have learned to master the critical methodology of building a successful business. It’s like the football coach who keeps winning everywhere he goes. He wins not because of the team he has at each new organization, but because he has a system for building winning football programs. While every business is different, just like every team, it’s our belief that the commonalities of building a successful business far outweigh their specialized differences. What’s more, you likely already know enough of the specialized idiosyncrasies for your industry. If you just mapped them onto a better model of building a business, you’d soon enjoy a radically enhanced success with your business.

Still, there are going to be many owners who say, “But my business is different. It’s special.” What they never realize is that by asserting their business’s specialness, they’ve locked themselves into being involved in every detail of that business. Their belief that their business can’t be weaned off its reliance on them since it is so specialized, complicated, or unique is one of the most expensive limiting beliefs they could ever own. It literally costs them millions of dollars of lost growth. What’s more, it also costs them their freedom as they become trapped in the very business they once launched to help them become free. If you think your business is unlike any other company out there, you miss the chance to learn from what other successful companies and business owners have spent years learning and proving. Imagine a football team that had a chance to be coached by the winningest football coach of all time, but instead says, “We don’t want your help because you coached other teams, not ours.”

So why would a business owner turn his back on a proven methodology to sustainably grow his company, and instead lock himself into an expensive cycle of solo trial and error? Generally, it’s because he equates reducing his business’s reliance on him with a loss of control. He fears that by his letting go of the “control,” major disasters will strike and the business will be irreparably harmed. The irony is that the more the owner feels like he is in “control,” the more he isn’t. Although the superficial reins of power may be his, at the core he doesn’t own the business—the business owns him.

Take Sandy’s example. She owned a very successful company that worked for large corporations planning and executing major promotional events and campaigns. When two of her key employees had family emergencies, she was the one who had to step in and fill in all the gaps. A third key employee went away on a previously planned vacation right in the middle of that business storm, leaving Sandy the sole manager left behind to deal with the stress and strain of the massively understaffed company.

It probably won’t surprise you that when we asked Sandy what she would do if faced with the same family emergencies as these two key employees, Sandy said she would find a way to work and handle the emergency. As for what she would have done if she had been the one with the vacation planned for this time, well, she didn’t even hesitate—she’d cancel the vacation to deal with the business crisis. When you centralize all the control on you, your business doesn’t have the depth and strength to operate without you there. You’ve built a business—and backed yourself into a corner.

The “Hit by a Bus” Test

We want to ask you an extremely important question, one that very few business owners ever allow themselves to consider because often the answer is too painful to contemplate:

If you were hit by a bus tomorrow (or otherwise incapacitated), what would happen to your business?

We surveyed more than 1,000 business owners over the past five years, and our findings revealed that if the average business owner became incapacitated and couldn’t work, their business would fail in less than 30 days. Thirty days! Think about what this would mean for their families, employees, and customers. You put in all those years of blood, sweat, and tears to build something that could literally end in an instant.

Even if you are blessed with the health and good fortune never to be hurt or unable to work, that doesn’t mean you’re home free. The unfortunate reality is that most business owners build a job for themselves, not a business. The businesses they are creating are dependent on their showing up to run them, day in, day out. They have built what we call owner-reliant businesses, with long hours, no real freedom, and no defined exit strategy

Even “successful” businesses have to deal with this challenge. In fact, many owners of successful companies are so busy doing the day-to-day job of their business that they don’t have the time or energy left to grow and develop it as a business. Here you are, having done all the hard work of growing sales and production, yet you’re likely still so consumed by managing the day-to-day operations that you don’t get to truly enjoy all the fruits of your labors. If you’re not present each day, your business suffers, in many cases grinding to a halt.

Are you really free if—even as the “business owner”—you don’t control your time and what you do with it? Isn’t that the entire reason you became a business owner, to control your own schedule and enjoy the time and freedom to do what you wanted, when you wanted? Of course it is.

Furthermore, you simply cannot safely scale your company if you are the critical lodestone for your business. In order to scale your company you will need to build a business, not a job.

Escaping the Self-Employment Trap

All businesses start at Level One (start-ups), feeling their way forward to launch their new venture. Those that survive reach Level Two (owner reliant). It’s here that most companies get stuck. A Level Two business is a business that works, but only because you, the business owner, are there every day to make it work. You make most of the decisions. You generate most of the business. You meet with all the key clients and perform most of the important work of the business. You stay in full control. Sure, you have people to help, but they’re there to do just that—help—not to lead or take ownership of central parts of your business. The core knowledge of how to manage and direct the business is locked up in your head, and if something should happen to you, your business would crumble. Even if you manage to somehow escape for a short vacation, you probably sneak your iPad or smart phone with you on the trip and check e-mail when your family isn’t looking.

The painful reality is that most Level Two business owners get caught in the Self-Employment Trap. They’re so busy doing the “job” of their business that they can’t step back and focus on growing their business. What’s more, because of the way they are building their business, the more success they have, the more trapped they become inside their company.

So what’s the way out of the Self-Employment Trap? You’ve got to work less and get your business to produce more. Remember, the more you do, the more you have to keep doing. The more you get your business to do, the more time you have to grow and build your business. This means building your business with the end in mind, the end being the day when it is no longer reliant on you the owner. We call this type of business a Level Three business.

In the early years of your business, you’re naturally the main engine driving your business forward. You’ll wear all the hats at various times, and you’ll have few formal structures and systems within your organization upon which you can truly rely. But as the business matures, you become more confident you’ll generate consistent sales and ensure that your business stays profitable. At this point, you’ve got a Level Two business.

As you enter Level Two, you’ll face a crucial decision point at which you can settle for owning a Level Two company or instead choose to raise your business to be a strong and independent entity that benefits from your involvement but is ultimately independent of it.

Most helpful customer reviews

11 of 11 people found the following review helpful.
I recommend this book for any business owner seeking to break ...
By Phil Wofford
I recommend this book for any business owner seeking to break out of having the business run them! Utilizing principles in SCALE you can transition from working in the business to working on the business. I will recommend this book to my clients as a must read, must DO!

7 of 7 people found the following review helpful.
It's a good read but greater than that it is a guide book.
By Pro
What a great book! It's a good read but greater than that it is a guide book. The thought process the book guides you through along with the free online tools the book links you to are priceless. The book also gives you examples of different businesses and how they implemented the ideas given to solve their problems, something I appreciate. Many books give you a lot of concepts for you to figure out how to implement but this book tells you exactly what actions to take. I'm very happy I made this purchase.

6 of 6 people found the following review helpful.
Scale..Soar...NOW..
By Darian Ward
Jeff Hoffman's book is a gem! Don't limit your business by doing everything yourself. Wrap your brain around expansion, delegating and creating a plan for growth. Having a strategy is key and you will find a step by step outline for evaluation, creating successful processes and implementation. So refreshing to know a power player who totally supports young entrepreneurs..Should be required reading for business schools.

See all 56 customer reviews...

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