How Carol Bartz gave Autodesk’s Carl Bass his big break


bassAll this month, we’re asking tech founders, investors and CEOs to share with us their Big Break: the person who or moment which set them on the path to success.

Yesterday, while taping our latest Autodesk PandoCast, I asked Autodesk CEO Carl Bass who he’d credit with most influencing his career. Below is a transcript of our conversation.

[Note: The entire series is being sponsored by Braintree’s Ignition program, offering $ 50k in transactions free of fees, so you’ll only see their ads around “My Big Break” pieces. But the series was conceived, commissioned and edited entirely by Pando. Braintree had no input whatsoever in the editorial. For more on our policy towards single sponsor series like this one, see here.]

Carl: The person I’d give credit to is actually Carol Bartz.

I got to Autodesk by way of selling a small startup to Autodesk and I had no aspiration to work in a big company, stay in a big company, and certainly become an executive in a big company. None of that had any interest to me. But she was the one to push me along to be a Vice President within the company.

I think I told you this story but when she first time she wanted to make me a Vice President I hid from her for, like, a week because I didn’t want to be Vice President and I knew it was all downhill from there. And so, I hid for a week until she sent the thugs to kneecap me.

But she actually believed in me and thought I could do a job like this when I think I was not only not that interested but personally didn’t think I could.

Sarah: What do you think she saw in you that you didn’t or others didn’t?

Carl: I have such a low tolerance for convention and doing thing the “normal way”, and you know, the rules and order. I’m such a rule break that for many people that’s automatic disqualification. When you see someone who is throwing spitballs in the back of the classroom, you don’t really imagine them becoming the teacher. And I think somehow she saw that despite the charm of throwing spitballs.

Sponsored message: Get $ 50,000 in transactions free of fees with Ignition, from Braintree.



As the manufacturing revolution goes mainstream, Autodesk’s CEO ponders the future



Autodesk CEO Carl Bass first saw a 3D printer in the mid-1980s. He was the head of his own computer graphics company then and was invited down to a factory to check one out. He expected to walk into a full industrial warehouse and instead found an empty space with a 3D printer the size of a soda machine whirring away in the middle.

“There was this vat of fluid with lasers going, and this thing just emerged out of it,” he says in a board room in Autodesk’s offices in San Francisco. “I thought it was magic. I thought within two years we’d all have them.”  He adds that people, even him, often forget how long it really takes for something to become mainstream.

Where to outsiders it seems that 3D printing and maker culture went from overnight obscurity to getting name-dropped in this year’s State of the Union address, Bass has watched the weather change in real time. He joined Autodesk in 1993 when it bought his company Ithaca Software. He left in 1999 and returned in 2002 when Autodesk bought his next company, Buzzsaw, and he rose up the chain to be named CEO in 2006.

Autodesk has been making engineering, construction and manufacturing software for three decades. Such is the technical nature of what it makes, you’ve probably either never heard of it, or are intimately familiar with its products.

To Bass, the manufacturing revolution and explosion of maker culture is a confluence of different trends. In the early 2000s, 3D-modeling software started to take over from 2D blueprints in manufacturing. Detailed, digital prototypes could be made easily that mimicked the real thing, allowing for complex simulations and structural analysis.

“It means that today, if we built this room I could understand all the details of it, the acoustics, the lighting, before I even built it,” Bass says.

A few years on from that shift, mobile devices and cloud computing became prevalent, which has supported easier project collaboration and allowed for “immense amounts of calculation.” Bass says that the shift into the cloud changed our perceptions of computing from that of a fixed to an infinite resource.

And then when you take those changes in software and computer power and add in a forever expanding range of lower-cost consumer 3D printers and CNC-mills alongside much more robust and sophisticated industrial models, the stars have aligned for a manufacturing revolution, Bass says. It has put hardware within the reach of the proverbial “three guys in a garage,” which excites him.

Bass isn’t so sure that the tools emerging from this revolution get their due, but instead are being overlooked at the expense of the culture that has driven it. His “a-ha” moments, as he puts it, have been around looking out at groups of people coming together to share and create of their own fruition. Autodesk’s Instructables site, where people share the stories behind making everything from pie to metalwork, gets 20 million hits a month. Autodesk released an app called Sketchbook, allowing someone to sketch with their finger on a screen, and it was downloaded 25 million times. There’s a new generation of tinkerers and hobbyists set to emerge.

On the consumer side, Bass doesn’t see 3D printers ever making it into every home the way televisions and telephones have, but that doesn’t mean everyday consumers won’t be using them.

“I think what you’ve seen recently in technology is a shift to a world of access, not ownership,” he says. “Look at Airbnb, or Zipcar, or even TechShop. Young people want the access and exposure without the burden of ownership.”

Every local community may one day have their own futuristic Kinkos equivalent. It’s a trend we’re already starting to see with TechShops and MakerSpaces popping up in cities across America. But every home? Probably not.

The industrial manufacturing sector is changing rapidly with new technology. Quality used to be a maniacal focus of manufacturing, but quality is now table stakes, rather than a differentiator, Bass says. 3D printing and new manufacturing styles allow for high quality products to be made at low cost. For today’s manufacturers, agility, time-to-market and innovation are the most important factors. 3D printing will allow for high-value, low-volume production runs to be done close to home.

“All we’re seeing now is glimpses into the future,” Bass says. We don’t yet know how this will end up.

This new renaissance is blurring the lines between hardware and software companies. For its entire 32-years in operation, Autodesk has been a software company that works closely with manufacturing equipment to ensure its serving its customers in the best way.

“I wouldn’t rule of the possibility of hardware in the future for Autodesk,” Bass says. “Eventually the machines will become more indistinguishable and differentiated mostly by the software.”

“Look at Google,” he continues. “With Android, some days they’re a phone maker and some days they’re not. Look at their self-driving cars. Is Google going to become a car manufacturer? It used to be that things were sacred. But I no longer see that hard line.”

3D printing and new styles of manufacturing have the power to remake even a mainstay like Autodesk. Bass is a devout maker. He’s making a go-kart with his son in Autodesk’s facility in Pier 9. Still he shies away from fixed predictions, timelines and forecasts. The revolution is heading somewhere big, but with the pace of change today, it’s nearly impossible to predict where.