Tom Richman's description of ComputerCraft substantiates the important observation of Don Valentine (Face-to-Face, May): "We are inclined to believe that there is one set of management skills needed to start a company and another set needed to manage a bigger company. They are rarely resident in the same person."

Billy Ladin's recognition of this, and the consequent restructuring he has done to maintain his business's momentum, is brilliant. He has built a fail-safe protection mechanism into his company that will enhance its growth and enable it to meet the competitive pressures.

Ladin's talent for creativity and innovation will prevent ComputerCraft from becoming obsolete or dull; his enthusiasm will ensure the need for Paul Frison's abilities. So, as I see it, both of these "opposites" need each other for survival.


Editor's note: "Who's in Charge Here?" by Tom Richman (June), reports on one founder's experiment with stepping down -- but sticking around. Ladin is founder of ComputerCraft, chairman of the board, and number-one shareholder. He became vice-president of marketing when he hired Frison to be president, chief executive officer -- and his boss.