Inside Sales Idiot Nominee – Feb 2015: Albany Ford Subaru & Flagged No Response

This one sold itself as an ISI nominee from the subject – “Albany Ford Subaru – Flagged No Response“.


As much as I love getting an email with subject of the sender prominently displayed (hint: it is better to write a subject that your audience cares about), the inclusion of “Flagged No Response” as part of the subject was a unique touch of incompetence on the part of the folks who set up their Marketing Automation on Motosnap.

Also impressive was the inclusion of the big banner image – in a world where people are increasingly reading emails on their mobile devices, a big wide image like that with that amazing logo and picture of their building (?) is also a big example of what not to do.

Cutting your Comcast Bill in Half – Part 1, Internet


Comcast’s business model is simple – sell to new customers on a good deal and then rely on their laziness and ignorance to increase average revenue per account to thousands of dollars a year. Over the last month I’ve upgraded the internet at my house, my office and my girlfriends house and saved up to 50% while getting up to 6x faster speeds.

In this blog post I’m going to show you how to do the same.

Loyal Customers Get Screwed

The first thing – and this is the most important thing – to understand is that loyalty is actually punished by companies like Comcast. When you’re an existing customer, a whole slew of plans and options just flat out aren’t available to you – as the South Park creators so successfully showed, when you’re an existing customer, you’re completely taken for granted (or, “their bitch”, thanks South Park).

The good news is, though, that you can overcome a lot of these problems just by being disloyal.

Saving on Internet

Before starting this process a month ago, the three specific monthly bills with Comcast were around $100 including taxes.

Initially, I followed the great advice of people like GE Miller and went through the “account retention” process – where you say you’re going to cancel your account and get immediately escalated to the Account Retention team. These are the people at the carrier who are rewarded and compensated for keeping subscribers, and who have a lot of latitude in what they are able to “include” or discount to keep you as a customer.

The rewards and bonuses must be pretty good, because some of them get pretty crazy.

While this is solid advice, there are still limits to what these people can and will do, and often their lowest price and best upgrade offer is still a much worse deal than you can get if you’re not a customer at all.

The solution, it turns out, is actually pretty simple. You become not a customer. Here’s the four-step process (with a bonus Step 5 to save another $500 a year).

Step 1: Choose a Plan

Providers are always running specials and deals to get new customers on board. I’m not sure what their Customer Acquisition Cost is (CAC) but given the number of advertisements I see it has to be in the realm of $500-$1000. For DirectTV, Selling, General & Administative costs make up more than 50% of its gross profit a few years ago – this is a lot of money.

This also makes business sense; they know through cohort analysis that if they can tempt you in with a good deal they’ll jack up the price and your laziness will keep you where you are.

Since I’m in America, the land of the free market and competition, there is almost no competition in broadband internet access. Being in San Francisco, that means I’m limited to looking at options with Comcast. At the time of writing, they were offering a 105Mbs internet plan for $44.95/month; the options change all the time though, so check out and decide on which plan suits you best.

When you look at the terms and conditions of the offer, you’ll note that one of the first conditions is that it is “available for new residential customers only”. That’s cool – you’re about to become a new customer, with some temporary help from a buddy.

Step 2: Enlist a buddy for an hour

Now you know what plan you want, it is time to start the process of becoming a new customer by getting some help from a buddy – it should only take an hour of their time, and you can actually return the favor for them if they want to do it at the same time!

The key is that your buddy is going to be signing up to the new internet plan at your house. They don’t need to live there – there’s no need for proof that they have anything at all to do with your address; all they need is some photo ID and a social security number.

To make it happen, you and your buddy simply show up at your local service center (Comcast ones listed here), and tell them that you’d like to cancel your service. Your buddy, standing next to you, would like to sign up for the “available for new residential customers only” plan you selected in Step 1 above.

You’ll want to bring your cable equipment with you, but you can hold onto it for a couple of weeks if you like (since you’re going to be coming back to do the same process in reverse in Step 3).

There is normally an account setup cost of $30, but if you ask them for a discount they’ll drop it down to $12 without a fight at all.

If you need a modem (and you should really buy your own – see further down this post) they’ll give you one on the spot. You’ll then be able to go home and plug it in (swapping out the one you already have) and once you go through a quick setup process (their phone number, 1-855-OK-BEGIN, works pretty well – just don’t do it on speaker phone because if the computer mishears you you’ll go into a never ending loop) and you’ll be online with your new faster cheaper plan in no time at all.

Step 3: (ab)Use The 30-Day Money Back Guarantee

Now, perhaps your buddy is a housemate or a significant other – if they’re happy to be the one with their name on the bill for the next 12 months then you can probably skip this step. However if they’re genuinely just a buddy doing you a favor who doesn’t want to run the risk that you won’t pay your cable bill and their credit report will be on the hook (or that you’re going to do illegal things online and get them in trouble as the legal account holder), you’ll want to do the process involved in Step 2 in reverse.

The good news is that Comcast has a 30-day money back guarantee, so you can head in after a couple of weeks and have your buddy cancel the service you set up in Step 2. They bring the cable box you got in Step 2 in and they’re done in about 20 minutes.

You, standing next to them, decide you want to become a new customer on the same plan. You sign up for the new plan/service at your own address, and you’re back in business, possibly for half the price.

Step 4: Set a reminder for next year

Most of the plans I’ve seen revert to their “normal” price after 12 months. So, you’ll want to set a reminder to go through this process again in a year.

Step 5: Buy your own cable modem

Comcast are currently charging you $10 per month to rent a cable modem (or wireless router). This comes to $120 a year, or almost $500 for the normal life of a piece of technology like this.

The good news is that you can buy your own from Amazon for around $60 if you don’t need wireless, or $100 if you do, which means you’ll be ahead in financial terms in as little as 6 months.


Now, some of you reading this will be thinking “hey, my time is valuable – is this really worthwhile?” You’d be right to think this way, but let’s look at specific savings and see how wrong you probably are.

Comcast Business to Xfinity Internet Plus Blast

Until this week we had Comcast Business at my startup. We’re not demanding enough yet to need WebPass or MonkeyBrains, and we were paying $84/month for 16Mbs.

In terms of changing plans, I didn’t even need “a buddy” because Comcast Business and Xfinity are very separate organizations inside Comcast. I simply walked into the Comcast customer service center and signed up for a new Xfinity plan as a new customer, came back to the office, and I was up and running – from walking out the office door to getting back and online – in under 60 minutes with 100Mbs internet for $45/month.

That’s a saving of $500/year – not bad for an hour’s work. If you’re legitimately earning more than $500/hour for every hour you work every week of the year (sure you are), then you might not get cash value in savings, but you’ll also see time savings by having your internet more than 6x faster.

Comcast Speed Test 1

Xfinity for Cable and AT&T for Internet

My girlfriend was running Comcast for TV and Xfinity for internet, due in large part because her apartment building told her she had to use AT&T (or another DSL service?) for internet access. Her total bill was over $100/month. I thought the instructions about using only DSL were a bit off because she was using Comcast for TV, and sure enough, it was possible to move her over to Comcast. Because she was an existing customer, however, she was stuck with paying over $100 to bring it all together – not a great result.

Through making the change to Xfinity for internet and cable box, she’s now paying $39/month. There’s still some frustrations with stepping back to non-HD cable, but we’re working on fixing that (I’ll have an update in a part two post about TV specifically).

So, while it isn’t apples for apples, she’s now paying $50 (when you include Netflix and Hulu) for basic cable, HBO and stacks of other streaming all through a super cheap Chromecast in high quality – a saving of 50% for internet 10x faster internet and all the content you can stream.

Inside Sales Idiot Nominee: Emma(?) from Silicon IT Hub PVT LTD

A quick one from another set of off-shore outsourcing bottom feeders. While any LinkedIn user knows that these are pretty much the only messages being sent on the platform these days, this one was too funny not to share.

Highlights include:

  1. Emma spelling her own name wrong. Probably a tell that this isn’t really Emma.
  2. Unnecessary use of the PVT LTD descriptor of an Indian registered company – don’t these people realize this has become a red-flag in business solicitation?
  3. LOUD NOISES and other Caps In Strange Places.
  4. The best line I’ve read today: “implement this techno name of designs” (referencing Responsive Design, which they claim to have been one of the first to implement).

Enjoy the stupidity of Silicon IT Hub PVT LTD (nofollow applied).


Inside Sales Idiot Blowback from Techcello

So, it seems like the folks at Techcello aren’t happy about being called put for wasting other peoples time with their sales approach. Aside from getting another message overnight imploring me to delete the post, I’ve now started getting angry comment spam.

Here’s the details of today’s comment spam from “”.


Here’s where the mystery “Geoff” is coming from:


Inside Sales Idiot Nominee – Feb 2015: Ramani from from Techcello

While Groundhog day is too early in Feb to be declaring a winner, I couldn’t let this guy’s effort today go by. So funny for so many reasons, but my definite favorite was the suggestion of a “telephonic discussion” as the most exciting next step.


Truth be told I’m kinda interested in what the hell a pitch to a SaaS company with a product already could possibly offer in terms of migrating their product from on-premise and what “SaaS automation” is. But I’m not interested enough for a Telephonic Discussion so I’ll just have to remain minutely curious.

Touching a Chord

24 hours ago I published a blog post reflecting on the wonderful renewal I’ve been witnessing on my quarterly trips back to my home town, Wollongong.

It seems that the post has really touched a chord.


In that 24 hours, almost 3000 people have read the post. Aside from a few of my own Facebook friends, the readers have been come as a result of people sharing it with their friends. This amazing response – which has seen at times 360 people an hour reading the article – is a testament to how many people are still proud, passionate and optimistic about the future of their city.

Comments have come in from as far afield as Austria, and given a lot of the traffic has come in while folks in Australia would be asleep on a Saturday morning I can only assume there’s a lot of Wollongong ex-pats reading the post – which itself is an awesome thing and sign that people continue to care, deeply, wherever they’re living now. In the time it has taken me to capture that screenshot and publish this, another 200 people have read the post – it is 7am on a Saturday morning in Wollongong.

There’s been hundreds of likes and a bunch of re-shares of my original post on Facebook and Twitter, and ABC want to do an interview on Monday morning (which is thankfully going to be an hour before the Superbowl starts here).

Aside from the obvious sign that people really really care about Wollongong (which is great and very special), the most encouraging thing about all of this is the signal it sends to the City’s current leaders to keep going – keep improving, developing and driving the city forward, and don’t let a minority of whingers and small-minded negative folks with loud voices and too much time on their hands stop the city down from achieving its potential.

Wollongong’s Wonderful Renewal

TL;DR: my hometown has been a depressed and despairing place for all my life, yet on my most recent visit I was struck – truly struck – how much the city has changed for the better. It was breathtaking. This post is a reflection on my hometown’s history over the last three and a half decades (to get a sense of how far we fell behind) and some observations about what’s really working to turn the place around, creating an incredibly bright future.

Opening celebrations for the new Wollongong Central project. Photo: Robert Peet, Illawarra Mercury

The centre of Wollongong coming back to life. Photo: Robert Peet, Illawarra Mercury

Update: looks like this post has touched a chord – more info on the response in this separate post.

I’m writing this on a layover in Auckland flying back to San Francisco from one of my quarterly trips to Wollongong, my home town, located an hour south of Sydney. With more than half of the AffinityLive team based in our Wollongong engineering office, I make sure to get back to spend quality time with the team every few months – especially given the growth in our Australian team (up 150% in the last year).

Returning to visit my home town every few months – spending time with mum and staying in the house where I grew up – has given me a really interesting perspective to observe the changes happening in Wollongong. Like when you catch up with distant family members or friends with kids only occasionally, being an infrequent observer helps you see starkly the changes every-day observers see only gradually. Unlike kids who are “getting so big” and “growing up so fast”, a city can be getting noticeably better, or worse.

Noticing changes in our hometowns when we return isn’t anything unique or unusual of course – it happens to any of us who’ve moved away when we come back for a visit. When I notice the changes in Wollongong, though, I’m looking with more than the usual sense of nostalgia.

A Decade of Regional Development Efforts

For more than 10 years, through my early 20’s to early 30’s, I was involved in civic activities to try and make the city a bit less dark, dreary and depressing. On the civic front, this included being a foundation board member at RDA Illawarra (like a regional council/county) and a board member of the Wollongong Hawks (our national basketball league team). On a professional/technology front, this included co-founding (if that’s the right word) initiatives like StartPad (precursor to iAccelerate), ICTI and Digital Wollongong. All told, I’m guessing I spent around 2500-3000 hours working voluntarily to improve the prospects for employment, liveability, and the economy of Wollongong.

Like many hard(er) working champions of Wollongong, I toiled away because I believed in the potential of the city: the incredible human capital in the thousands of smart, educated people graduating from the University of Wollongong, the amazing natural environment with our mountains and beaches, and our close proximity to Sydney (and all that this overpriced, congested, global city offers).

But, while it was rarely discussed among those of us championing the city, I also knew deep down how dark and depressing the situation in the city was. Staying upbeat and positive in the face of a depressing reality is OK in short bursts, but trying to keep it up indefinitely will send anyone crazy eventually. And there were a lot of us showing crazy cracks.

Structural Suffering & Depression

Born in the last 100 days of the 1970’s, I’d never known my home town to be prosperous or successful.

As a city dependent on steel manufacturing and coal mining, the 80’s were particularly brutal to Wollongong. Technology and international competition reduced the steelmaking workforce by 80% (from almost 29,000 employees in the late 1970’s to 6,000 in 1996). By the middle of the 1980’s, a collapse in the price of coal meant the higher-cost underground coal mining industry couldn’t extract coal profitably competing with cheaper open-cut methods, causing numerous mines to completely close.


The knock-on effects outside these direct employers – transport, maintenance, equipment etc – were massive hits on a region with a population of 200,000 people. Port Kembla, once a bustling town, effectively died (except for the prostitution).

When I was studying economics in high school, Wollongong’s unemployment rate was 5 percentage points higher than the national rate, and things were much worse for young people. Many of the “blue collar” jobs our newly retrenched locals had the skills to fill didn’t exist in the country, much less the city.

Social Disadvantage and Despair

In addition to this “structural unemployment” caused by major industry decline, the other big challenge was/is the massive-scale “social housing” developments (in the US they’re called “projects”) built in the north and south of the city in the 1950’s. The consequence is that the city has tens of thousands of disadvantaged people, many of whom didn’t count in the unemployment statistics because they didn’t bother looking for work (either because they believed it wasn’t out there or they were content to eek out an existence on welfare payments and/or less legitimate means). Not looking for work means a lower “labour force participation rate” – Wollongong residents were 15% more likely to be part of this “hidden unemployed” than the Australian average (Wollongong at 56.2%; Australia at 64.6%).

If the fifteen years to the middle of the 90’s were tough, things didn’t get better with the boom Australia experienced over the next decade: instead of catching up from a rough period, Wollongong fell even further behind. From 1996 to 2006, job growth in the Wollongong area was barely half that of the rest of Australia (Youth Unemployment in Australia, Burrows, 2009, page 5).

In summary, you had a place that had been mauled by structural change, had a much greater than average number of people who’d “dropped out” of the economy (at least) – a pretty poor situation to then get hit with “the recession we had to have” in the early 90’s.

If this wasn’t bad enough, when things turned good with the longest expansion since WWII for the rest of the country, Wollongong was instead just slowly staggering forward, creating jobs at half the rate of the rest of the country.

Dark Clouds & Self Delusion

The collective effect of all of this was an often dark, despairing cloud hanging over the spirit of the city. That the only “feel good” leader of the city I can remember was later found to be a paedophile (and murdered “Primal Fear” style) is as damning as it sounds. Other leaders like my friend David Campbell mainly tried to minimize harm and manage the situation, while many other “leaders” who were just in it for themselves and their crooked mates held the city back. Given the politics of the region (very safe seat requiring no electoral benefit for any government to give a shit about), even if there was a credible government turnaround plan based on leadership and investment, there wasn’t the political willingness to fund it, much less leadership to lead it.

While the city still had all of its natural beauty, you could see why Wollongong was sneered at and looked down upon by most other Australians.

Efforts to change perceptions, while well meaning, stood no real chance of lasting success because they projected fiction, not reality (locals will remember the “Image Campaign” and the ‘we all know it’s bullshit’ tagline “City of Innovation”).

To illustrate, imagine the experience of a visitor who’d caught the train to Wollongong; they’d have to navigate crowds of bogans, junkies and petty crims, run the gauntlet of western Crown St and the dark and violent mall (see video below), pass the eyesore of the entertainment centre, to finally make it to the beauty of the beach and Flagstaff Hill.

Don Draper couldn’t market our way out of that reality. The fact we tried is testament to our tenacity and belief in the potential of the city.

First Signs of Promise

I remember being involved in a project in 2006 called the “Wollongong City Centre Revitalization Strategy“. It was spearheaded by the state Department of Planning under Frank Sartor, and a special agency was set up, headed by the impressive and energetic Chris Johnson to develop plans for half a dozen cities in the state. Wollongong was the first to get the treatment (probably because it needed it most), and I was one of the committee members providing input and reviewing the ideas/research coming out of the Department of Planning and the Office of the Government Architect.

For as long as I could remember, ideas to improve the city’s situation were vested in “projects”, most of which were little more than thought bubbles. There was the project to install a gondola, Cairns-style, to the top of Mt Keira to boost tourism. There was the project to build a boardwalk, Atlantic-City-style into the Pacific ocean off City Beach. There were innumerable individual property development projects, all of which needed to get a planning exception approved by Council because the City’s land-use plan was a few decades out of date and anything of any significance height or size wise was impermissible. Some of the projects worked out well – Innovation Campus – and others were massive mistakes that will rob the city of potential for generations (building the windowless Entertainment centre and rebuilding a barely used Stadium on prime beach-front land are right up there).

The City Centre Revitalization plan was different. Rather than focus on a specific issue (or two), it identified a series of a dozen that the city could do to revitalize the city centre. The plan applied research and best practices from around the world (Wollongong certainly wasn’t the first city to find itself in a depressive downward spiral). Some of them were needlessly controversial (build higher density and really tall buildings around transport infrastructure like the station – oh no, tall buildings must be evil!?!). Some of them were more aspirational, and others were just common sense (yet the fact they still had many detractors showed how there is an inverse correlation between the spare time some people have to complain and their actual levels of common sense).


The strange thing about the process was just how obvious and sensible the whole thing was: identify the problems, create a series of complementary visions to address them, and then change planning controls and policies to encourage them. Some inspired decisions by government (the free Green Bus) played their part, but on the whole it was about setting the system up (with better, modern rules and incentives) so the economic energy of the private sector could turn high level visions into concrete reality. The community’s role in helping shape the plan was at the planning stage, not the implementation stage – instead of arguing about building X or traffic change Y, the high-level blueprint right at the beginning was the focus of input. Of course, community participation was fairly poor (less than 1% of the city’s population made a submissions), but from what I’m told by people who do this sort of consultation for a living, the website we built and the town-hall meetings we held resulted in about 5x the normal amount of participation than this sort of thing normally gets.

The main pieces of the vision, after debate and dilution (opening the mall to slow moving traffic outside core shopping hours and bonus building height (or FSR) rules for buildings subject to design competitions being the two I most regret seeing sidelined), the rules were codified as a new Local Environment Plan (LEP – the legal document that outlines what can and can’t be built by “zone”) by early 2007. The stage was set, but then things appeared to make a big turn for the worst.

Darkest Before the Dawn

As they say, if you want things to change, you’ve got to change things. However, changing things on a city scale is a pretty capital intensive undertaking. Building new buildings, upgrading transport, roadworks and other cityscape improvements aren’t cheap, fast or easy. With most of the things needing to change in the city being privately owned property, it also wasn’t something you could mandate top-down – the private sector needs to want to change, want to invest.

All of this was going to be tough, a long game. Then two things happened – the city became embroiled in its largest ever corruption scandal (March 2008), and then not long after that the global financial crisis hit (Lehman Bros collapsed in September 2008, freezing credit markets globally).

The ICAC investigation into the corruption in the Wollongong planning and approvals department was dynamite – many locals knew of stories of corruption through shadowy networks that operated with such perceived impunity that they didn’t even bother trying to hide their behaviour, but to have secret recordings and explosive evidence that touched all three boxes of money, sex and power was a massive shock to even the most cynical resident.

From daily “table of knowledge” meeting in broad daylight outside a beachside “cafe”, to special assignments of project assessments to ensure the bad eggs could operate with official cover but no oversight, and then finally the dirty money and sex that bound the whole thing together, the whole thing was an epic and embarrassing drama carried extensively by the national media. The effect was to reinforce a reputation of the city as being full to the brim of the kind of sketchy, moronic mafioso that outsiders already associated the place with.

It felt like a body blow, and undid any achievements of the “image campaign” from outside the city. Trying to run a business with clients in Sydney and Canberra from Wollongong was nigh-on impossible – the entire city was tarred with the brush of these corrupt criminals.

Following the ICAC investigation, the city thankfully got the cleanout and fresh start it desperately needed from a governance and leadership perspective. All of the Councillors were sacked and replaced by administrators from outside the region. A new General Manager was appointed, and the newly instated rules around projects that came out of the City Centre Revitalization Strategy (and other improvements outside the city centre) gave the defined planning rules their first real upgrade in decades, clearing the path for a series of new projects not facilitated by case-by-case deal making.

On the economic front, changes in the costs of finance meant barely viable projects approved under the old regime (Belmorgan anyone?) started biting the dust before they’d done much more than acquire and consolidate land parcels.

The Great GPT Gamble

In an incredibly fortunate piece of great timing, the city’s largest property developer/operator, the listed GPT Property Group, had to make a decision about dramatically upgrading their shopping precinct in the city. One of the big hold-ups of such a decision – budgeted at $200 million – was whether competitive developments were going to spring up leading to an oversupply in large format retail and entertainment space – no one wants an expensive white elephant. With the looming financial crisis sinking competitive projects like the Dwyers site redevelopment, GPT had the balance sheet and access to funds to back the massive new Crown Central development.

In one of the most critical decisions for the city in many years, and with a freshly cleaned out council executive overseen by outsiders with a focus on pragmatism over parochial politics, the massive project to remake 15% of the city core in one go was approved by the GPT board in Melbourne in 2010. Two years after it had been approved by Council but put on ice by GPT because of the financial crisis, the project was now a go. The decision was even more brave given what happened 12 months later: the steelworks shut down its export business and lost another 1000 jobs.

At the time of GPTs decision (late 2010), it really wasn’t clear (in my mind at least) what the significance of the project to the city would be. With the move to online shopping, and regional centres with closer proximity to suburbs and easier parking getting $300 million dollar injections at the same time, focusing more of the city on retail seemed questionable at best. Thankfully though, GPT’s focus was as much on hospitality and entertainment as retail – a massive win for livability in the city.

When combined with the City tearing out of the disgraceful “bird cage”, the crapitheatre and a lot of the seating in the old mall (city tested, bogan/junkie approved) these two parts of the vision from 2005 have come together to dramatically reshape the city.

Similarly, a number of residential projects – with ground-level retail/restaurant activation – have taken advantage of the new “baked in” development rights from the 2006 vision’s upgrade to the planning codes has created a boom in inner-city residential development; today we see thousands of people actually living in the city core, giving it life after dark, a trend that shows no sign of slowing down.

Of course, both projects have taken their time, and it is only now in 2015 that the dividends are really paying off. These dividends – more competition, more choices, more quality, more food/cafes, less straight retail – are self-evident for anyone, but it is the change in the city culture and vibe that has the most appeal and makes me most excited.

More Buskers & Baristas and Less Bogans

By the start of 2015, the transformation was clear for anyone to see, and it was awesome.

From a practical point of view, the addition of Coles to the city centre has made it much more convenient to get stuff for the office or wander over at lunch time to grab some groceries for dinner – working in the city centre is now really really desirable.

But while utilities like Coles and Target help with convenience, it is the proliferation of places to eat and drink (combined with the new small-bar laws creating establishments you can go to without a real fear of being punched or glassed by an aggressive bogan) that has really made the difference.

The city centre is now a place you want to be.

On Thursday night I walked through the western end of the mall, and you could have knocked me over with a feather. A dozen or more of the city’s better restaurants had shown up and created pop-up take away dining experiences – for my American friends, imagine food trucks without the need for big trucks. The city was absolutely buzzing, with a singer-guitarist putting on a show, and in other parts of the mall there were other talented buskers doing their thing. The experience repeated (with differences in vendors) on Friday with the popular farmer’s markets through the mall. Walking through the stores was great too: there were plenty of shoppers; the place was packed. People were smiling and enjoying being together with strangers in a public space.

The differences to a similar shopping experience from a few years earlier couldn’t have been more stark. On a normal Thursday night at 7pm, the mall would be full of hood-rats who’d come in on the train as packs and acting like wannabe-gangbangers, sitting around, leering and screaming at each other across the mall. No one was happy – it was the depression and darkness of the city’s psyche manifest in hundreds of bogans and junkies just existing. Early in the evening they generally kept to themselves, but by 10pm the mall became a fairly dangerous place to be, with numerous bashings occurring almost every weekend (see video above).

The best thing about the changes in the centre of the city over the last few years is the effect it has had on social norms. Now there’s more buskers, baristas and cocktail barmen in the city centre than bogans yelling “fark off ya caaaant” while they suck back another pack of Winfield Blues. This doesn’t mean the city isn’t open, welcome and inclusive – it just means that expectations of behaviour and a default attitude is now a positive, aspirational and friendly one rather than a dark dog-eat-dog mindset of the depressed and despondent.

A sense of community has returned – and it is wonderful.

The Reinforcing Loop

The great thing about this amazing transformation is that is creates a positive feedback loop. With the city centre being enjoyable (for the first time in my life at least), people who visit will visit more often. They’ll look to rent or buy apartments in the city (rather than fearing the occasional necessary visit), and spend even more time in the city.

With more regular people enjoying the city each day/week, the social attitude of the city is changing. Bogans become just another part of the city’s colourful tapestry rather than the dominant negative force dragging the place down and scaring other people away.

People want to be in Wollongong, which brings more people who aren’t in the depressed and disadvantaged category, which normalises the mix of the city and lifts the experience for everyone (including the bogans, and more importantly their kids who stand a better chance of breaking the intergenerational welfare/poverty cycle if they see things and people they’d like to emulate).

This means as more people visit or move to the city (and the University brings in over 10,000 new non-bogan people every year) and really, truly enjoy being there, they stay and bring their friends in too. Instead of an “Image Campaign” telling stories of barely evident aspirations through an inadequate marketing budget, the city starts marketing itself through the tens of thousands of people who now truly do love the place.

With these people come the opportunities for more jobs and higher incomes in the city. Attempts to bring in outside employers to create jobs were usually doomed to fail by the fact that no-one from outside Wollongong really wanted to move here, something that is rapidly being solved. Additionally, a vibrant and enjoyable city means more young people graduating university are likely to hang around and try to create their own jobs through entrepreneurial ventures – Wollongong’s lower cost of living, proximity to Sydney Airport and plentiful supply of smart people coming out of the University makes it a very legitimate place to start a global venture – AffinityLive is testament to that.

While only a small and anecdotal statistic, more than half of our new hires this year are people who want to come back to Wollongong from Sydney or Melbourne – not because they have a sense of obligation to be close to aging family members, but because life in all its dimensions is so much better than dealing with Sydney’s “let’s stop trying to make the city better now the Olympics is over” traffic and transport disasters.

For the first time in my life, my home town is actually on the front foot and you can feel the city is finally on track to realize its incredible potential.

The Future

Thinking about the future, the main thing is to keep doing more of the same. This means more buildings and development, particularly in the city centre, with higher densities and heights so new housing supply is as affordable as possible and ensures these new investments in making the city livable – which depend on shoppers, diners and guests to succeed financially – have the number of patrons they need to flourish.

Similarly, the success of the Wollongong city core can and should be replicated across other regional cities. Thirroul, Corrimal, Figtree, Dapto and Port Kembla would do well to follow the lead of Wollongong City: setting clear, generous rules around building heights and densities to encourage more people to actually live, rather than occasionally shop, in them.

There’s also a number of parts of the city that have been left out of the revitalization so far, rotting and decaying. The prime example that comes to mind is Wollongong Harbour. With its sorry and barely-used fishing fleet, asbestos filled shed on the central pier, this generally under-used and under-loved focal point of the city has a lot of potential. Some work that I was involved in in 2009 outlined some ideas about unlocking the potential of this amazing space, included in the Wollongong Harbour Consultative Committee Report – it would be awesome to see the same renewal we’ve seen in the city centre happen here.

Of course, encouraging building and residential development is all well and good, but people still need to be able to find and keep quality jobs.

Part of this will come organically as the city continues to be more desirable as a place to live, visit and thus work and companies come to the city because of the talented people here, not because of a supply of cheap, unskilled and unemployed labour.

Another part of it will happen through startups and entrepreneurial effort creating new opportunities from the city, for its residents, with customers predominantly from outside the region – hooking onto the success stories we have and investing in the next wave of entrepreneurs will also be critical to success.


The city has a long way to go to realize its potential, but the most exciting thing is that it seems well on the way to achieving it, underpinned by strong fundamentals of strong human capital and a great living environment (in both the built and natural form).

If we can just keep this momentum going and rightly celebrate our successes so far, this current phase of “the brightest the city has ever been” will be a phase we look back on and smile as only the beginning.

Inside Sales Idiot Award – Jan 2015: Omri from

We’re only half way through January, but I’m going to be bold and make an early award for the Inside Sales Idiot Award for this month. The award goes to Omri from, who seem to do something deceptively magical around e-commerce.

Omri did a bit better than Joe last month – he got our company name right – but after that it was fail all the way. Aside from being way to damn long for a cold email, Omri had a *lot* of confidence that could really help us here at AffinityLive, if only I’d connect him to the person responsible for E-commerce sales – and then helpfully suggested it may well be our Director of Marketing.

This might well have been true, if we actually sold shit online through an online store. We don’t, and using ALL CAPS to call our your particularly bullshit claims and name-dropping Eric Schmidt doesn’t help: if you’re sending cold emails but can’t be bothers to spend the time even considering whether you’re wasting your recipient’s time because to do so would mean you actually spending some of yours first, you’ve told the recipient all they need to know – you’re a selfish, time-wasting arsehole who’s certain not to get that call you want.

Congratulations Omri – you win our Inside Sales Idiot of the month award.


Public/Private keys using Bitbucket and Sourcetree on Windows

After a recent laptop upgrade, I needed to reset my access to BitBucket from my new laptop, and figured this post might save some hassles for other folks trying to do the same.

Sticking with Windows for my OS when most other developers have moved to Mac might strike some readers as a strange thing: for me, it is a mixture of wanting the OS to be something I never think about (I care much more about the setup of my Chrome browser) as well as always being a bootstrapper (the equivalent Mac to my Samsung Ultrabook is another 30% more) means I’d rather stick with Windows (until I can really do without MS Office, at which point I’ll happily go Linux, but Google Docs isn’t there yet and being a CEO means a lot of spreadsheet and presentation work).

The problem, though, is being an outlier from a dev perspective means the instructions/process isn’t always so clear – now we know how Mac users have felt for 20 years!

SourceTree and PuttyGen/Pageant

When you’re using SourceTree you’ll probably be using it alongside the excellent Putty package (download it here; I recommend using the “Windows Installer” option half way down the page). When installed, this package includes a handful of utilities; the three we care about here are:

  • PuTTY: this is used for making SSH connections. You don’t actually need it for SourceTree things, but you’ll almost certainly need it for lots of other things.
  • Pageant: this is a background, resident app that handles the SSH handshake from your Windows apps, including SourceTree.
  • PuTTYgen: this is the key generation app for Windows which makes it easy to create public/private keys.

The process of getting SourceTree to work nicely with key based access is:

  1. Use PuTTYgen to create a public/private key pair. Save the private key to somewhere safe on your local machine.
  2. Select/copy the public key section (the bit in the top grey window of PuTTYgen when the key has been created) and paste it in as a new SSH key in your BitBucket Account page under SSH Keys (the URL will be something like
  3. Each time you boot your machine, fire up Pageant and “Load” your private key from step 1 – this will then “authenticate” your push, pull, fetch and other remote requests against BitBucket.

SourceTree’s Coolest Feature on Windows – the Terminal

However, if you’re like me, you’ll quickly tire of having to always use the SourceTree UI – it can be really slow and clunky (thanks Java). In this case, you’ll want to use the “Terminal” option in SourceTree.


When you click on the “Terminal” option, you get a fairly fully featured Linux-like terminal right there on your machine. This terminal makes it easy for you to do things like pulls, pushed, checking out other branches, changing the permissions on a file to make it executable – everything you want to do at the Git command line, and a lot more.

The problem with this Terminal, though, is that it doesn’t get the benefits of Pageant’s private key access – if you try and do a push or a pull or anything else that requires authentication to BitBucket, you’re going to get an access denied situation.

Enabling SSH Key access from the Terminal

As mentioned, the Terminal is more than just a command line interface for Git – it has a lot of built in Linux functionality there (I haven’t explored/dug in to work out how much). However, because it is running as an emulated environment within Windows, but not really as part of it, you need to set up your own keys.

The process is as follows:

  1. Fire up the terminal by clicking on the “Terminal” button in SourceTree. It doesn’t matter which repository you launch the terminal from since we’re going to be affecting your whole terminal environment.
  2. Type in ssh-keygen -t rsa -C ‘’ (obviously replacing the email address with your own account).
  3. Accept the defaults, and enter a passphrase if you want to be prompted to enter one each time you use the key.
  4. You’ll then need to copy the public key (located at C:\Users\YOURUSERNAME\.ssh\ – right click and open it in Notepad) to your clipboard.
  5. Finally, you’ll need to paste the public key into your BitBucket Account page under SSH Keys (the URL will be something like

Once you’ve done this, you’ll be able to run “git pull” and “git push” in your Terminal and interact with the BitBucket server.

Inside Sales Idiot Award – December 2014: Joe from Applause

We all get a lot of inbound sales prospecting email, and they’re much less of an intrusion than a call and kill less trees than the stuff the USPS stuffs into our mailboxes (ahem, Comcast and Amex). If it is an email that the sender actually thinks I’d care about and they’ve taken a few minutes to at least look at what we’re all about, I’ll give them the time to at least consider it, just as we hope our recipients do the same when we email them deliberately and carefully.

Unfortunately though, with the increased volume I’m seeing an increase in the quantity of idiots doing it, so I’m going to start a regular series call the the “Inside Sales Idiot Award” to showcase the best example of stupidity each month.

In the first month of the series is an email from Joe at Applause, a company that helps you test mobile apps or something. Anyway, Joe sent me an awesomely shit email where he didn’t bother to change the name of the company in the intro. Compounding the obvious fail of this approach, he then correctly concluded that people are busy and have other stuff going on in the run down to the holidays, but still suggested we set up a call, and finished it with a prize winning confident line about being sure we’ll be happy we did.

Anyway, here’s Joe’s ISI Award winning effort for December.