First-time soccer coach survival guide
My kids play soccer, so I get to coach their teams and help run Pasadena's AYSO club. Here's some of what I've learned about it.
If the league organizers did a good job, you'll lose half your games. Half the kids you're coaching are below average. Actually, more than half, because the best players are driving all over the state in a fancy club team. So, for your team, success isn't winning, it's helping everyone (including the referees) to have fun so they return next year.
Investing in new technology
Part of my job at JPL is to promote and advance new technology. Of course, the usual problem with new fancy things is that nobody wants them. Or, as they say in Silicon Valley, "the business plan doesn't close." I use a one-page improved Heilmeier catechism to describe why it's worth the time and effort to invest in inventing something cool.
How I Start Companies
My fastest-growing and most profitable business ever was the store the back of Ellen Nottingham's classroom at T.T. Minor Elementary School. I bought a box of pencils at a store near our bus stop, and Cy Keener and I sold them the next day at school for 15 cents each.
The next week, we diversified into erasers, pens, and paper. A month later, after expanding into higher margin, about 3 weeks of reinvestment, and annoying pink things that Cy claimed that girls would buy (he was right). We were netting about $20 per week, which was back when $20 meant something.
The partnership worked pretty well: Cy had a good idea of what peple would buy, and I was stingy with the money.
Initial investment: five dollars.
Read more: Lesson 1. Don't get a MBA
Business DevelopmentThis is just about the startup deal. Running an organization in which stakeholders are empowered to grow and contribute is a different story.
Business development is not selling a product. It's predicting what people will want, and then figuring out a way to deliver it. Success requires more than technology. Development is applied game theory, because for an idea to catch on, it has to be in everyone's best interests. As with any game worth playing, you start from a losing position. If you started in a winning position, someone else would have already done it, right? So, as with any game (in the Von Neumann-Morganstern sense), you can change the rules, change the facts, or change the players.
Most of the players aren't trying to manipulate the game, so all you have to do is let them know they're playing, and they'll find the Nash equilibrium on their own.
Read more: The Game of Business Development
- There is a goal, and we are moving toward it on a flaming bus.
- We are going Somewhere, but for now, we are in the middle of Nowhere.
- There is a driver. She's not quite sure where we are going, so she's moving us very fast in what we think is the correct general direction.
- A lookout watches for evidence of the location of the goal. The search space continually narrows.
- The engine is on fire.
- Someone is fixing it. We trust her to do that, because we are busy throwing sharp things at the people next to us, unless she asks for help, in which case we help her right away.
- The rest of the bus is on fire, too. We might get around to fixing that. Or not. Someone is watching it and will probably do something if it gets worse.
- The horde saw our smoke. They are chasing us. We must move very fast to get there first or they will stop us or cut us off.
- If you're at all close to us, you're going to get hit by something. You don't want to be beside us. You definitely don't want to be close behind. It's not particularly healthy to be in front of us, either.
- In fact, good places to be are a) on the bus, b) very far away, c) waiting for us at the goal, d) moving the goal.
- Most people will only do one of these at a time.
- Willingness to do both gives you moats.
- Use as little money as possible to prove that it works and that it makes money.
- Then use as much money as you need to scale as fast as you can before you lose your moats.
- Don't stop innovating.
A fast, accurate, and precise raytracing code, based on Bill Breckinridge's dyadic formulation of conic sections. Unlike traditional optical design programs like CODE V or Zemax, Shanti's raytracer describes all coordinates in 3D, so you can apply 6DOF mechanical distortions and see what happens.
This improves on JPL's MACOS by being in MATLAB instead of FORTRAN, is faster (especially if you have a GPU and want to trace a million rays in parallel), and it comes with nifty visualization programs. I've rearranged the order computations to reduce the effects of rounding errors, so you can model beams coming from the surface of the a planet, and propagate them all the way to a telescope in space. I don't know why you'd want to do that ... but you could. Note: it doesn't handle propagation time and relative velocity (yet).
It also handles deformations such as aspheres, Zernike polynomials, and arbitrary meshes (that don't have to be on a rectangular grid) that you might get from a finite-element model. It also handles diffraction gratings on arbitrary curved surfaces -- even for rays coming in at weird angles!
If you want to research polarization effects, define the rays.local vector, and watch how it rotates at every reflection and refraction. This is also handled correctly for curved diffraction gratings.
Shanti's Raytracer was developed in part with US Government sponsorship and is released as open source by JPL.
Google Apps Scripts
Did you know that you can make Google Sheets act like a database? Well, sort of. Go ahead and
use my Apps
Script Database Library for the
to abstract reads and writes on a spreadsheet. If you're running a youth
soccer program, you might like the AYSO menu plugin that adds team-generation scripts to a
division roster. You can do neat things like assign players to the coach who lives closest to
them, or randomly generate balanced teams using a nonlinear optimization iterative algorithm.