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  • How to get paid and figure out if I want to keep this client [migrated]

    - by Heiner Fawkes
    I have a client who is not paying on time, but it looks like the specifics don't match similar questions on this SE site. I got a call from a client I did website work for years ago. I had not done this kind of work for many years and frankly I'm not sure I want to now, but nevertheless about a month ago I agreed to bring his website, SEO, social media, and overall marketing for his small business up to speed. Why? He has told me many times how I'm the most honest, most well-informed contractor he's had experience with. And I personally kind of like him too. So I started working on an hourly basis. I sent one very small invoice and got paid. Then we talked a whole lot about all sorts of feature he would like me to implement. I started that work, and sent a second invoice on the first of the month (one of my two stated billing days). I didn't get paid. On every invoice it states that I charge a whopping ten percent per week late. I sent many voicemails and emails asking to please let me know what's going on with payment, and didn't get replies. Then the 15th of the month rolled around (which I stated initially as one of my invoicing dates). Since I hadn't been paid for the last invoice, I simply didn't send him an invoice at that time but emailed him and said that I will combine it with the next scheduled invoice for this reason (probably a bad idea I realize). Eventually he sent a portion of the invoice payment. I emailed back to let him know that he's three weeks late and what the remaining balance is. Finally we got in touch via phone. He basically told me that he thought I hadn't done all of the work I said I did. He looked at the page source code and it didn't look complete to him. I explained why his perception would be different and what work I had done as specified. He accepted this and said that part of the reason he didn't pay in full is that he's been swamped with personal family stuff, and part of the reason is that he didn't think I did all the work. That struck me as pretty weird. He also expressed concern that he has no idea now how much all the changes he has asked for are going to cost. And once again, he told me how honest and high-quality my services are compared to others he has dealt with. He also said he would pay me more (but not all) of the now three weeks overdue invoice that day. I didn't receive any payment. Basically this is how the client relationship strikes me: He's not good at communication. He's very busy and English isn't his first language. He almost never replies to emails but phone calls are fine. He's asked me to avoid emails for communication and I've asked him to please use email. He might not have enough money to afford all the things he has asked for. But so far I have been working for an hourly fee (which is quite high). He also has started paying monthly for hosting and social media services from me. What seems very abnormal is for a client to be so overdue on payments and to actually withhold payment of an invoice without any communication because he didn't think the work was done. I told him that I will send dollar estimates of each module of remaining work so that we can decide which ones are the highest priority if he cannot afford them all. I also reiterated that in the future if he has doubts about the work or an inability to pay, he must contact me immediately to say so. I basically plan to state the following to him: I would like to work for him and help his business. I also have sympathy for his recent family difficulties. I am happy to figure out payment plans that would work better for him, but first I need to be paid in full for all outstanding invoices, especially given that I skipped one of them just to be nice. The most crucial thing I need is communication about any problems with my work or his ability to pay. Once again, he heeds to pay in full immediately before we negotiate anything else. Does the above seem like an appropriate communication? Is anything missing from it? Is anything I'm doing here really abnormal?

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  • Compiz runs almost at 100% and the system is slow, what can I do?

    - by Heiner Valverde
    My system became very slow out of the sudden, yesterday Compiz was running extremely smooth, today it started working very slow and slowing the computer. What I've done so far was to resize my swap partition to 6 gigabytes (my computer has 3 gigabytes of RAM), before it was on 5.1 gigabytes, so I though that was the reason of this but still not. Also I tested running only metacity by running metacity --replace and also with Mutter. With metacity works really great no problem but, in the other hand, with mutter the computer works slower than running compiz instead. I am using the Nvidia driver version 173.14.28 and my X Server version as reports the NVidia X Server Settings is the 11.0. My Linux kernel running on this computer is 2.6.35-25-generic and my ubuntu version is 10.10. Any help will be appreciated.

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  • SQLServer using too much memory

    - by Israel Pereira Valverde
    I have installed on my desktop machine (with windows 7) SQLServer 2008 R2 Express. I have only one local server running (./SQLEXPRESS) but the sqlserver process is taking ALL the RAM possible. With an machine with 3GB of RAM the things starts to get slow, so I limited the maximun amount of RAM in the server, and now, constantly the SQLServer give some error messages that the memory is not enought. It's using 1GB of RAM with only one LOCAL server with 2 databases completely empty, how 1GB of RAM isn't enought ? When the process start it's using an really acceptable amount of memory (around 80MB) but it's keep increasing until it reaches the maximun defined and start to complain about having not enought memory available. In that point I have to restart the server to use it again. I have read about an hotfix to solve one of the errors I got from sqlserver: There is insufficient system memory in resource pool 'internal' to run this query But it's already installed on my sqlserver. Why it's using so much memory?

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  • MySQL User Group Meeting in Madrid, Spain

    - by Lenka Kasparova
    We are pleased to announce another MySQL User Group meeting scheduled for June 5 in Madrid, Spain. Keith Hollman, the MySQL Principal Sales Consultant will be talking about MySQL & Oracle strategy and MySQL Cluster. A small demo of MySQL Cluster will be part of the presentation.  Details about the event: Date: June 5, 2014 Time: 7:00 pm-8:30 pm Place: Edificio Telefonica, Gran via 28, Madrid, Entrada por C/ Valverde 2 We are looking forward to seeing you in Madrid! See more information & registration.

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  • Mejores prácticas de Recursos Humanos: Cross Company Mentoring

    - by Fabian Gradolph
    Una de las cosas positivas de trabajar en una gran organización como Oracle es la posibilidad de participar en iniciativas de gran alcance que normalmente no están disponibles en muchas empresas. Ayer se presentó, junto con American Express y CocaCola, la tercera edición del programa Cross Company Mentoring, una iniciativa en la que las tres empresas colaboran facilitando mentores (profesionales experimentados) para promover el desarrollo profesional de individuos de talento en las tres empresas. La originalidad del programa estriba en que los mentores colaboran con el desarrollo de los profesionales de las otras empresas participantes y no sólo con los propios. La presentación inicial fue realizada por Alfredo García-Valverde, presidente de American Express en España. Posteriormente, Julia B. López, de American Express, y Rosa María Arias, de Oracle (en ese orden en la foto), han detallado en qué consiste la iniciativa, además de hacer balance de la edición anterior. Aunque este programa -complementario de los que ya funcionan en las tres empresas- está disponible para hombres y mujeres, hay que destacar que buena parte de su razón de ser está en potenciar el papel de mujeres profesionales de talento en las compañías. En términos generales, todas las grandes organizaciones se encuentran con un problema similar en el desarrollo del talento femenino. Independientemente del número de mujeres que formen parte de la plantilla de la empresa, lo cierto es que su número decrece de forma drástica cuando hablamos de los puestos directivos. La ruptura de ese "techo de cristal" es una prioridad para las empresas, tanto por motivos de simple justicia social, como por aprovechar al máximo todo el potencial del talento que ya existe dentro de las organizaciones, evitando que el talento femenino se "pierda" por no poder facilitar las oportunidades adecuadas para su desarrollo. La iniciativa de Cross Company Mentoring tiene unos objetivos bien definidos. En primer lugar, desarrollar el talento con un método innovador que permite conocer las mejores prácticas en otras empresas y aprovechar el talento externo. Adicionalmente, como ha señalado Julia López, es un método que nos fuerza a salir de la zona de confort, de las prácticas tradicionalmente aceptadas dentro de cada organización y que difícilmente se ponen en cuestión. El segundo objetivo es que el Mentee, el máximo beneficiario del programa, aprenda de la experiencia de profesionales de gran trayectoria para desarrollar sus propias soluciones en los retos que le plantee su carrera profesional. El programa que se ha presentado ahora, la tercera edición, arrancará en el próximo mes y estará vigente hasta finales de año. Seguro que tendrá tanto éxito como en las dos ediciones anteriores.

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