Makers

“Those people can’t stay, all right? The shareholders are baying for blood. The fucking liability—Christ, what if one of those places burns down? What if one of them knifes another one? We’re on the hook for everything they do. We could end up being on the hook for a fucking cholera epidemic.”

Irrationally, Suza

Perry looked up. “You’ve asked me to come up with something new and incredible every three to six months. Well, this is new and incredible. We’ve built a living lab on our doorstep for exploring an enormous market opportunity to provide low-cost, sustainable technology for use by a substantial segment of the population who have no fixed address. There are millions of American squatters and billions of squatters worldwide. They have money to spend and no one else is trying to get it from them.”

Kettlewell thrust his chin forward. “How many millions? How much money do they have to spend? How do you know that any of this will make us a single cent? Where’s the market research? Was there any? Or did you just invite a hundred hobos to pitch their tent out front of my factory on the strength of your half-assed guesses?”

Lester held up a hand. “We don’t have any market research, Kettlewell, because we don’t have a business-manager on the team anymore. Perry’s been taking that over as well as his regular work, and he’s been working himself sick for you. We’re flying by the seat of our pants here because you haven’t sent us a pilot.”

“You need an MBA to tell you not to turn your workplace into a slum?” Kettlewell said. He was boiling. Suza

Kettlewell noticed. “Get out,” he said. “I want to talk with these two alone.”

“No,” Suza

Kettlewell glared at her, and then he deflated. He sagged and took two steps to the chair behind Perry’s desk and collapsed into it.

“Put the notebook away, Suza

She silently shook her head at him. He locked eyes with her for a moment, then nodded curtly. She resumed writing.

“Guys, the major shareholders are going to start dumping their stock this week. A couple of pension funds, a merchant bank. It’s about ten, fifteen percent of the company. When that happens, our ticker price is going to fall by sixty percent or more.”

“They’re going to short us because they don’t like what we’ve done here?” Perry said. “Christ, that’s ridiculous!”

Kettlewell sighed and put his face in his hands, scrubbed at his eyes. “No, Perry, no. They’re doing it because they can’t figure out how to value us. Our business units have an industry-high return on investment, but there’s not enough of them. We’ve only signed a thousand teams and we wanted ten thousand, so ninety percent of the money we had to spend is sitting in the bank at garbage interest rates. We need to soak up that money with big projects—the Hoover Dam, Hong Kong Disneyland, the Big Dig. All we’ve got are little projects.”

“So it’s not our fault then, is it?” Lester said. Perry was staring out the window.

“No, it’s not your fault, but this doesn’t help. This is a disaster waiting to turn into a catastrophe.”

“Calm down, Landon,” Perry said. “Calm down for a sec and listen to me, OK?”

Kettlewell looked at him and sighed. “Go ahead.”

“There are more than a billion squatters worldwide. San Francisco has been giving out tents and shopping carts ever since they ran out of shelter beds in the nineties. From Copenhagen to Capetown, there are more and more people who are going off the grid, often in the middle of cities.”

Suza

“There’s something there. These people have money, like I said. They buy and sell in the stream of commerce. They often have to buy at a premium because the services and goods available to them are limited—think of how a homeless person can’t take advantage of bulk-packaged perishables because she doesn’t have a fridge. They are the spirit of ingenuity, too—they mod their cars, caves, anything they can find to be living quarters. They turn RVs into permanent homes. They know more about tents, sleeping bags and cardboard than any UN SHELTER specialist. These people need housing, goods, appliances, you name it. It’s what Tjan used to call a green-field market: no one else knows it’s there. You want something you can spend ungodly amounts of money on? This is it. Get every team in the company to come up with products for these people. Soak up every cent they spend. Better us providing them with quality goods at reasonable prices than letting them get ripped off by the profiteers who have a captive market. This plant is a living lab: this is the kind of market intelligence you can’t buy, right here. We should set up more of these. Invite squatters all over the country to move onto our grounds, test out our products, help us design, build and market them. We can recruit traveling salespeople to go door to door in the shanties and take orders. Shit, man, you talk about the Grameen Bank all the time—why not go into business providing these people with easy microcredit without preying on them the way the banks do? Then we could loan them money to buy things that we sell them that they use to better their lives and earn more money so they can pay us back and buy more things and borrow more money—”

Kettlewell held up a hand. “I like the theory. It’s a nice story. But I have to sell this to my Board, and they want more than stories: where can I get the research to back this up?”

“We’re it,” Perry said. “This place, right here. There’s no numbers to prove what I’m saying is right because everyone who knows it’s right is too busy chasing after it and no one else believes it. But right here, if we’re allowed to do this—right here we can prove it. We’ve got the capital in our account, we’re profitable, and we can roll those profits back into more R&D for the future of the company.”

Suza

Kettlewell argued more, but Perry was a steamroller and Suza

Francis took the news calmly. “Sound business strategy. Basically, it’s what I’ve been telling you to do all along, so I’m bound to like it.”

It took a couple weeks to hive off the Home Aware stuff to some of the other Kodacell business-units. Perry flew a bunch, spending days in Mi

By the time he got back, Lester had retooled their own workspace, converting it to four functional areas: communications, shelter, food and entertainment. “They were Francis’s idea,” he said. Francis’s gimpy leg was bothering him more and more, but he’d overseen the work from a rolling ergonomic office-chair. “It’s his version of the hierarchy of needs—stuff he knows for sure we can sell.”

It was the first time the boys had launched something new without knowing what it was, where they’d started with a niche and decided to fill it instead of starting with an idea and looking for a niche for it.