December 21st, 2011 — baltimore, business, design, economics, geography, trends
There’s been an explosion of interest in new “startup accelerators,” incubation, coworking, startup funding, and new-manufacturing efforts in Baltimore in the last few months; unfortunately this appears to say less about Baltimore than it does about the growth in interest in these efforts worldwide.
Here’s a list of some efforts in this space:
- “Accelerate Baltimore” at ETC Baltimore
- Accelerator led by Cangialosi and Lane
- ETC Baltimore itself (Canton and 33rd street)
- Baltimore Node, Hackerspace on North Avenue
- Sizeable Spaces, coworking in South Baltimore
- Capital Studios, coworking on Central Avenue
- Beehive Baltimore, coworking at ETC Baltimore
- Accelerator effort being driven by Mike Brenner
- Accelerator/cyber/techspace in Harbor East, led by Karl Gumtow
- Innovation Alliance effort being led by Newt Fowler
- Theater/workspace being discussed by Chris Ashworth/Figure 53
- Shared warehouse workspace being discussed by Andy Mangold/Friends of the Web
- Baltimore Angels (Cangialosi et al)
- Invest Maryland fund (DBED)
- TEDCO’s Innovation fund
- Abell Foundation fund (tied to Accelerate Baltimore)
- Wasabi Ventures fund (investing in city, affiliated with Loyola)
- Fabrication Lab at Towson University
- Fabrication Lab at CCBC
- Fab-lab ideas discussed by John Cutonilli
- Highlandtown workspace development led by Ben Walsh
- Mike Galiazzo, pushing Local-Made, (head, Regional Manufacturing Institute)
Did you know about all of these things? Amazingly, many of the people leading these efforts don’t. Or if they do, they’ve not actually talked to the people involved. To me, this is a problem.
Why? Because folks attempting to gather support for these efforts don’t have all the facts. They either haven’t sat down and listened to people’s motivations, and they’re flying blind. Or it means that they have been unable to sell other like-minded entrepreneurs on their vision, which probably means their vision is not that compelling. And that’s even worse.
But this is not all that’s wrong.
Two Serious Problems
One: there’s a tremendous amount of duplication of effort represented in the list above. Why duplicate all of that administrative, accounting, legal, and governance overhead? By pooling more of these efforts together, that overhead can be minimized and shared.
Two: we don’t have enough human capital to support all of these different efforts. We simply DON’T. Many seem to think it will somehow materialize, but from where I sit, with possibly the widest-angle view of the landscape here of anyone, I don’t see that flow of new startups or even new individuals that can support all of this. It just doesn’t exist.
Baltimore has an opportunity to become a regional and even international destination for people looking to start or join entrepreneurial enterprises. But for that to happen, we need to have stuff here that can actually become a destination.
And unfortunately, the efforts currently underway are not likely to become that destination because duplicated overhead will keep each effort small and parochial.
However, if more of these efforts pooled their resources and talent – and most importantly identified a BIGGER and more IMPORTANT vision for what it is they are trying to achieve, there would be many positive effects, such as ample governmental and foundation support. And that would be hugely helpful in funneling in the sorely lacking regional and international *human capital* that we so desperately need here!
One Possible Vision
Baltimore has an opportunity to become the hub for digital manufacturing and mass-customization technology on the east coast.
Cangialosi and Lane are already talking about supporting some basic fabrication capabilities at their proposed facility on Key Highway. Gumtow’s effort has placed fab-lab capabilities high on its priorities list. CCBC and Towson have fab-labs, though it’s my understanding they may be underutilized. If you’re going to spend money on fabrication equipment at all, it should be utilized 24×7 in order to maximize the asset.
Something bigger – like taking over the WalMart in Port Covington, or the Meyer Seed Warehouse in Harbor East – could support an accelerator, fab lab, and shared workspace. Thinking a little bit bigger would also have the effect of lowering per-square-foot costs dramatically, and even dramatically altering the real-estate ownership structure.
Baltimore is already home to Under Armour, and at some point in the near future (similar to what happened with Ad.com) it will start throwing off new entrepreneurs with experience in consumer products and manufacturing. Where will they go? Will we keep them here in Baltimore?
Focusing on the intersection of manufacturing and technology is important because it represents the one shot we have at rebuilding even a little bit of a middle class here in Baltimore. Because of that, you’ll find abundant support for such efforts — support that can further reinforce Baltimore’s reputation as an international destination for digital and manufacturing.
The More the Merrier?
I am a fan of placing many, diverse bets rather than making a few large ones. But it’s also important to make strong bets. Unfortunately, Baltimore is right now setting itself up to have many weak positions instead of a smaller number of stronger ones.
I strongly urge the folks leading these efforts to get to know each other and coalesce around a bigger unifying vision that can turn Baltimore into an important regional and international destination for entrepreneurs.
Because without agreeing on a bigger vision, it’s likely that these efforts – each led by well-meaning individuals but with individual motivations – won’t ultimately amount to much, and it would be a shame to waste so much time, effort, and talent.
Thanks to Brian LeGette for his collaboration on some of the ideas underlying this post. Also, everyone on this list is a friend: happy to make introductions and advance the conversation.
December 14th, 2011 — baltimore, business, design, economics
It can be difficult to see the forest for the trees when it comes to defining what it is we in the so-called “tech community” are trying to achieve.
The confusion begins with names: some call it the “startup community,” the “tech business community,” or #BmoreTech. Whatever. I’ve been splitting these hairs for several years now, and with the help of many others and after many personal experiences with organizing groups, events, venues, and businesses have developed a simple but powerful vision for the community.
We’re all trying to build an ecosystem that looks something like this (click to enlarge):
Before we get into the specifics of this vision, here are a few basic values that underly it:
- People are the lifeblood of the community. The ecosystem requires educated, creative people. We should strive to enrich and build compelling opportunities for the people in our community.
- Businesses generate the wealth that powers our community. Strong businesses make a strong community. We should aim to make our businesses stronger and more valuable.
- There is a role for everyone. Diversity of expertise and background is essential to a strong business community. We should aspire to have a healthy mix of product companies, service companies, business service providers, and many types of venues and events for relationship building.
- We should celebrate our successes. Celebrating successes, whether they are successful exits or just milestones, is essential to creating a community that values growth, curiosity, and experimentation.
- We should connect people together. Trust and strong relationships are a precursor to new business formation. With strong trust relationships, we’ll have more new businesses and they will be more successful.
With this in mind, here’s how this model works, step by step. It’s a cycle, and for simplicity, we’ll start at the bottom.
- Getting into the mix. (6 o’clock) New participants, exited entrepreneurs, investors, hackers, new entrepreneurs come together via a mix of venues and events. By “venues” I am talking about spaces that offer opportunities for daily, ongoing interaction between individuals. They’re “high touch” while being “low risk.” Think coworking, hackerspaces, regular café coworking, incubators and accelerators, and educational institutions. By “events” I’m talking about one-off or periodic events that afford people an opportunity to get together, get to know one another, and try new things. (Think Bmore On Rails, Startup Weekend, EduHackDay, CreateBaltimore, etc.) New investors can participate in angel groups and pitch events.
- New business formation, access to capital. (9 o’clock) With trust, exposure, and experience, new businesses can form. With the prolonged exposure made possible by the “mix” phase, entrepreneurs can make more informed decisions about who to go into business with and have likely had more time to refine their ideas before ever beginning. This means a lower failure rate for new startups than in a less-developed ecosystem. As for investment capital, some will come from exited entrepreneurs, some from venture capitalists, seed funds, and governmental initiatives like TEDCO and InvestMaryland. We should aim to connect investors with nascent businesses. This will happen naturally to some extent in the “mix” phase, but we should consciously encourage it; bootstrapping should also be an option.
- Business growth. (12 o’clock) Some companies will grow to become strong product companies, others will become service companies. Some people want to grow their businesses to sell them, while others just want to build and run a great business. These approaches are all valid. We should celebrate the formation and growth of all of the companies in our ecosystem.
- Entrepreneur exits. (3 o’clock) Some entrepreneurs will seek the opportunity to exit their businesses and capitalize on their growth. This is most lucrative with product companies. When these exits occur, we should celebrate them as successes of the community as a whole.
- Entrepreneur returns to the mix. (6 o’clock) Exited entrepreneurs should be encouraged to re-engage with the community, either as investors or as active entrepreneurs to form new relationships and new businesses. The cycle starts anew.
That’s really it. If we can make this cycle work, we’ll have a thriving entrepreneurial ecosystem in Baltimore. (This is the exact same cycle that made Silicon Valley great, and is now working in places like Boston, Austin, and New York.)
That’s Great, But Where Do We Stand Now?
We have much of what we need in place: venues, events, investors, and businesses. But the two things we have most lacked are a cohesive vision for how this cycle is supposed to work, and also the last link in the cycle – systematically re-engaging entrepreneurs into the ecosystem.
However, just today came the news that Greg Cangialosi and Sean Lane are forming a startup accelerator in Federal Hill. That’s an example of two successful entrepreneurs getting back into the mix and re-engaging. We need more of that. But we need to make it easier and more attractive for entrepreneurs – there need to be obvious on-ramps and channels. We’re starting to get that in place.
My hope is that this vision, which I have shared in one-on-one conversations with many friends and leaders to much enthusiastic agreement, can now take root as the underlying force that animates our community.
Role of the Greater Baltimore Technology Council
There’s been much discussion about what the role of the Greater Baltimore Technology Council should be, and I submit that this vision, as I’ve articulated it here, is what the group has been moving toward for the last three years – and with Jason Hardebeck (who is himself an exited entrepreneur) at the helm, I believe we can move towards it more quickly now.
The GBTC’s job is to:
- Help build and protect the ecosystem. GBTC should be a watchdog that ensures the ecosystem has the right pieces in place and that they have what they need to function properly. This means working with government, educational institutions, and others to ensure that the conditions required for the ecosystem to thrive are present.
- Accelerate the cycle. The faster this ecosystem operates, the more successful we will be. Specifically, GBTC should connect people together, and celebrate our collective achievements, and help pull our educational institutions into the ecosystem. Ultimately this will pull in more smart, creative people, accelerating the cycle further.
- Make our businesses stronger. By connecting our community together better and providing venues, events, connections, and celebrating our success stories, GBTC can help to make each of our businesses stronger and more robust. This also means connecting businesses to service providers (HR, insurance, accounting, legal) and mentors who can provide value.
For all the drama and hand-wringing, it really is this simple!
Some have wondered whether they “belong” in the GBTC. That’s something every person and entrepreneur has to decide for themselves; there are obviously many valid and valuable ways to participate in this overall vision that are outside of the scope of the GBTC. However, if you care about growing and protecting this ecosystem, and if the group can help your business grow and succeed, I’d encourage you to lend GBTC your support; it just makes good business sense, as GBTC is the only group that has been tasked with this important work.
I know that others in positions of leadership in Baltimore’s tech business community (and at GBTC) share this vision. I encourage your comments and feedback, but before reacting, you might take some time to really think this over. This is something I’ve been looking at for several years, and based on everything I know, this is the right way forward.
The Rest of the Story
Oh, and there’s one more thing.
We all want to prime this pump and get this vision more fully underway, but I also think it’s reasonable to ask how Baltimore’s tech ecosystem fits into the bigger scheme of things. What relationship should we have with other ecosystems, in our region and around the world? Is the point to win or are we trying to thrive? I’ll be touching on this topic in an upcoming post, and it should help to clarify how this vision makes even more sense for Baltimore.
December 13th, 2011 — baltimore, business
It’s been a busy few days in the Baltimore tech scene, sparked by the recent changes in leadership at the Greater Baltimore Technology Council. While I have been on the board since 2004, because I was away on travel the last two weeks, I did not directly participate in the decisionmaking process that led to the most recent changes. In fact, I’ve been largely consumed with building my new business (410Labs) for the last year and I’ve not had time to participate in GBTC as much as I’d like.
However, there’s been a lot of speculation about the motivations and thinking behind the change, and as I’ve at least been a part of the ongoing conversations that led up to it, I feel compelled to speak up to set the record straight.
Here’s a brief recap of the facts.
- 1999-2007: GBTC was setup as a standalone organization and was extraordinarily effective at rallying the community, building new programming, and creating connections, under the leadership of Penny Lewandowski and Steve Kozak.
- 2006-2007: The GBTC began a long term strategic assessment process, focused on modernizing the group’s technology systems (databases) and also providing value to both small and large businesses. Several recommendations were made with a goal of “building the innovation ecosystem” in Baltimore. I participated in this “strategic planning committee” at that time.
- 2008-2009: Community-developed events like Ignite, Barcamp, SocialDevCamp and others had begun to cause many to question GBTC’s role: was it for networking events, or educational events? Was it focused on small businesses, or big ones? How would it be funded? What was the membership model? The Strategic Planning Committee grappled with many of these questions.
- January 2009: the board formed a “Strategic Advisory Committee” co-chaired by me and Rick Geritz, another local tech entrepreneur. We conducted a series of interviews and surveys to help understand perceptions and best potential roles for GBTC going forward.
- May 2009: We prepared a set of recommendations and submitted them to the board. The recommendations included the idea that the group should, in addition to focusing on the needs of larger companies, also focus on cultivating entrepreneurs and driving entrepreneurship in the region. The board approved our recommendations and authorized Steve Kozak to move forward with implementing them.
- June 2009 – June 2010: Kozak and the board engaged in a process geared around making the changes we recommended. (The changes would, in fact, ultimately be quite sweeping and could not be implemented overnight.) As part of that process, several additional ideas and models were explored.
- June 2010: Ultimately, the board came to feel that Steve Kozak was not the right person to implement these changes, and sought to go in a different direction with leadership. This is not a ding on Steve; he’s a strong and talented leader who did much good for the organization. But the board felt that it was time to make a change in order to more quickly implement its strategic plan, a move which by that time had gained some urgency.
- June-December 2010: Jennifer Gunner acted as interim Executive Director, and did a strong job of moving the group in the direction outlined by the board. However, the board felt that it should perform due diligence in performing a search for a new executive director – a process in which Gunner would also be considered as a candidate. The board authorized a Search Committee to review candidates and select a new executive director. (I did not participate in that committtee.)
- December 2010: After reviewing all of the candidates, the Search Committee recommended that the board hire Sharon Webb as CEO, and appoint Gunner as Chief Operating Officer. Webb would be tasked with implementing the strategies outlined as part of the strategic assessment conducted in 2009-2010 and would accordingly have full authority to hire, fire, and make tactical changes, as required.
- 2011: Webb got up to speed with the organization and interviewed many members and partner organizations to get a feel for how to best proceed. She did an admirable job, and has a strong background in leadership and strategic change. However, as an outsider to the tech community, some wondered if she was the right person to lead the group. Changes in leadership led to many staff departures, including Gunner. This is understandable and not a reflection of anything Sharon did wrong. On the whole, the group had made some bold moves and was moving in the right general direction.
- December 2011: Jason Hardebeck, who in 2001 had founded WhoGlue, one of the first social networking companies, just completed the sale of his company’s assets to Facebook. Hardebeck has long-time ties with GBTC and has known several board members (including myself) for over 10 years. As an energetic, experienced entrepreneur familiar with issues affecting large companies, small companies, and GBTC, he appeared to be a “catch” for the organization. The board made the decision to offer Hardebeck the executive director job, hoping to accelerate its new strategic plan, and put someone in place who was more directly acquainted with the Baltimore tech community. Again, this is not a statement against Sharon Webb, it was just an opportunity to move forward with an exceptionally strong candidate. Had the board waited, Hardebeck would likely have moved on to something else.
So, that’s the truth. All of it. Some have accused GBTC of trying to “spin” its PR message, and while it’s true that the group cares deeply about protecting the reputation and feelings of the folks involved in a potentially challenging situation, there has certainly been no effort made to conceal the truth.
Others have even gone so far to say that there are tones of sexism in this action by GBTC, and that GBTC’s board must be dominated by “white males.” This is a particularly
daft unfounded line of thinking, as the board is quite large and is made up of a large contingent of brilliant, strong, women and men, including many people of color and diverse backgrounds. While white males are not under-represented, charges of sexism (or any other -ism) are completely unwarranted. Historically this is a board that employed Lewandowski, Gunner, a staff of females, and hired Webb. Enough conspiracy talk.
About Jason Hardebeck
If you’ve not had a chance to meet Jason Hardebeck yet, I encourage you to do so. He’s smart, understands entrepreneurship, and Baltimore Tech. He’s already making changes at GBTC, including blowing up its office in order to put its staff out into the community.
Some people know Jason’s story and background, but others don’t. Some have asked me, “So, he sued Facebook and sold them some patents. Sounds like a patent troll. Can I really look up to that?”
But the full story is complex. As mentioned, he started WhoGlue, one of the very first social networking companies — before LinkedIn or Facebook, back in about 2001. He was probably too early. He pursued alumni association contracts and built a successful business. Around 2003, he acquired a product (and an associated set of patents and a developer) from Siemens, the German communications firm, which would help him to expand his company’s product. He did that and expanded its capabilities, and continued to expand his business. However, due to a variety of factors, his product did not evolve into LinkedIn or Facebook, despite being early to the social networking market.
However, he owned some valuable intellectual property, namely patents for mechanisms for controlling what information people can see about each other in the context of a social network. He put these patents up for auction, and there was considerable interest.
My understanding is at this point he contacted Facebook to inform them that they were in violation of his patent portfolio, and to inquire about a settlement. I believe they responded with a cordial, “So sue us.” (Facebook’s approach to IP has been from the start to settle on an as-needed basis.) So he did. This led to a settlement and acquisition deal, which I suspect Jason can’t say much about himself because of the terms of that arrangement.
So, to dismiss Jason as a mere “patent troll” is to severely misunderstand his background and motivations. He was early to market, made substantial investments in building a business, did so, and then acted to leverage the assets he had built up using the laws afforded by our system. This is totally reasonable, and if you spend some time talking to Jason, you’ll see that he totally “gets” both entrepreneurship and technology. I don’t say this about many folks.
There is a cohesive vision for tech in Baltimore coming together now, between GBTC board members and others in the community. People like me, Jason Hardebeck, Greg Cangialosi, Mike Brenner, Jason Pappas, Tom Loveland, Mike Subelsky, Ann Quinn, Newt Fowler, Ellen Hemmerly, Ann Lansinger, and many others are starting to coalesce around a common set of goals, and agree about what the future can look like. There is more agreement than disagreement.
Tomorrow I’ll start to outline more of that vision. But I’ll leave you with one last thought.
If you don’t feel like your voice is represented in the conversation about Baltimore Tech, speak up. If you don’t think GBTC represents your views, we invite you to ask to join (or present to) the board. GBTC is all of us. There is no wall keeping out certain kinds of voices. It’s all about participation.
I volunteered my voice in 2004. There’s no one stopping you from doing the same today. In fact, it’s more urgent than ever.
P.S. – For what it’s worth, I did not run this post past anyone at GBTC, its chairman (Jason Pappas), or the board. It’s the truth, and I believe the truth is always the best PR.
September 14th, 2011 — baltimore, economics, politics, trends
For the many of us who are anxious to move beyond the broken status quo in Baltimore, yesterday’s primary election was disappointing and frustrating.
Still, there’s a lot of valuable information to be gleaned that helps us build a better map of Baltimore’s electorate – from its many problems to its deep divisions.
- Turnout was pathetically low: 70,416 of 380,000 (18.5%). Some have said that “the issues didn’t resonate with voters,” and that could be true. However, a bigger trend to watch for is the decline of turnout generally. Many “seniors,” who made up the core of the voting population, are now dead or dying. How will we address this trend?
- Voters are either displeased with, or not sure about, Rawlings-Blake’s leadership. 48% of voters felt we are definitely on the wrong track with Stephanie Rawlings-Blake. Many more aren’t sure, but wanted to give her a chance with a full term in office. And there are 310,000 other voters who must feel so disconnected that they declined to express any opinion at all. There is no mandate here.
- Otis Rolley swept the online progressive community. Any observer of the online world would have told you that Otis would have won in a landslide; his supporters kept a steady drumbeat on Twitter, Facebook, and on blogs throughout the campaign, and especially election day. But however strong he may have been in that community, he garnered just shy of 9,000 votes. No other candidate received any measurable online presence. This is further proof of Baltimore’s deep digital divide.
- Too many candidates spoil the race. This would have been a very different race if Rolley, Pugh, Landers and Conaway had teamed up to challenge the Mayor. Pugh had nothing to lose by running; she keeps her Senate seat. Landers could have assisted Rolley with his tax plan. Conaway had no business being in the race at all. A two-way race between a Pugh-endorsed Rolley and Rawlings-Blake would have had a very different donor make-up, would have told a different story in the press, and would have had a different outcome.
- Name recognition still carries weight. Dithering City Councilman Carl Stokes won again in the 12th district, despite a strong and credible challenge from the earnest and organized Odette Ramos. “Pistol Pete” Welch held his (inherited) seat, despite challenges from Abigail Breiseth and Christopher Taylor. These were both split-field races against “name brand” incumbents that also demonstrated the persistent racial divides in Baltimore.
- Foolishness and incompetence will eventually get you booted. In a bright spot, it was nothing short of refreshing to see that Belinda Conaway was ousted from her seat by newcomer Nick Mosby. Conaway, in suing blogger Adam Meister for $21M (for his factual articles about her place of residence), spurred Mosby to run, and he won – 2,747 to 2099. One bear down, two to go.
- City Council is broken. Baltimore’s system of government has a strong executive (Mayor) and a weak legislature (City Council). The City Council has been such a refuge of scoundrels that few want to be associated with it. Some suggested that Landers or Rolley should run for City Council president as a way to some day be mayor. Frankly, I wouldn’t trust a Mayoral candidate that was coming from City Council. There’s too much incompetence and corruption.
- Our elections are broken. It’s ridiculous that our choice of Mayor would be made in a September primary, but with no viable Republican or Independent candidates, it’s the way things are. We need to get open primaries, or hold a run-off in November. My understanding is that this can be changed via petition and referendum, which means it is doable outside of the current political structure. This needs to be pursued immediately. Too many voters were disenfranchised in this process, and it’s unreasonable to ask people to switch parties in order to vote.
- The Mayor spent (wasted?) roughly $2 Million on just 37,000 votes. In an election with just 71,000 votes cast, nearly $4 Million was spent. In a real way, the Mayor (and her tax-break seeking contributors) bought the election. The cost in the end to her was roughly $54 per vote. In a city with so much pain and brokenness, I find this morally repugnant. It’s worth nothing that Otis Rolley also spent roughly $50 per vote, so this metric is not a coincidence. It’s the “acquisition cost” of a vote in a top-tier modern Baltimore City election. We need to focus on lowering that cost.
- The incumbent Mayor always wins. This is because the incumbent Mayor influences city business, and city contractors and developers know Baltimore is a “pay to play” town. They pay, they get favors. This allows the incumbent to buy votes – for $54 each.
- Kiefaber was the favorite protest vote. Tom Kiefaber, the embattled former owner of the Senator Theater, who has been raising red flags about Baltimore Development Corporation (and interrupting City Council meetings) was the runner-up protest vote in the contest for City Council president with 5,390 votes. While Jack Young won in a landslide, the fact that a candidate like Kiefaber could get any traction at all shows just how deeply folks distrust – and ridicule – that body and its leadership.
- The Sun missed a chance to create a better horse race. Jody Landers was right to complain that only 2 of the 5 members of the Sun Editorial board live in the city; there is also only one African American. If the Sun is going to pretend to have opinions relevant to city residents, those ideas should come from people that will have to live with the consequences. The editorial bent of the Sun’s coverage did not develop any kind of horse race between candidates, and frankly seemed to be pushing for the incumbent all along. In my opinion this was not just bad for Baltimore, but bad for business for the Sun. How many more papers could they have sold by developing a more compelling narrative?
Those of you that know me know that my support for Otis Rolley was born out of a belief that Baltimore is worth fighting for, and that Baltimore deserves better. I share that belief with Otis, and with Tom Loveland, Aaron Meisner, Brian LeGette, Terry Meyerhoff Rubenstein, and so many others who supported his campaign. I supported Otis because of my beliefs; my beliefs are not shaped because of my support of Otis.
This is an important distinction. Too often when folks think “politics” they think it’s about pitting candidates against each other, and insider interests and gaining financial advantage. But in this case, that has nothing to do with it. I simply believe that we are on the wrong track and that we can do better. I have nothing to gain in my support of Otis – unless you count living in a city that might have a shot at being strong again, and one where its leaders listen to citizens.
But we also learned something else. It’s tempting to think that real change can occur through online organizing and Twitter and Facebook and the coming-alive of the “new” Baltimore or the youth vote, or via SMS messages or what have you. And sure, those things will play a part in any election going forward.
But the most important lesson is that Baltimore is a city of tribes: poor, rich, black, white, Hispanic, digital, homeless, addicted, corrupt, idealistic, and blue-collar – to name only a few. Few of us ever break out of our own tribe. We surround ourselves with our own points-of-view and hear what we want to hear.
For Baltimore to grow, we need to break free of our tribes. We need to be occasionally uncomfortable. We need to do real public service, and build up the kind of roots in our community that ultimately allow meaningful change to occur.
As Otis said last night, this is just the beginning of a campaign to take back our city and stand up for Baltimore’s future. But that won’t be easy. Done right, it will make us uncomfortable, as we reach out across tribes. It will take serious commitment, and much more than “Likes” on Facebook.
In the end, it will require our full and unconditional love – of our fellow citizens, and our city.