Starts by describing a typical day in the life of Randy Hetrick, the founder and sole full-time employee of Fitness Anywhere. Hetrick starts his work day on Friday, September 10, 2004, at 6:00 a.m. By 8:30 p.m., he has accomplished a lot. However, he has only been able to get to a few items on his morning's to-do list . . . and his list is growing by the day. Chronicles the creation of Fitness Anywhere--how Hetrick developed the product as a Navy SEAL; how he put together a business plan for commercializing the product during his two years at Stanford's Graduate School of Business; and his first full year of operations, 2003/2004. In describing the first full year of operations, focuses on Hetrick's fundraising efforts, the product's development, and the three market segments that he has targeted--military, commercial health fitness, and retail. By September 2004, Hetrick surveys the major topics on his to-do list; the activities that need to be completed to generate military, commercial, and retail sales; the activities related to protecting the product's intellectual property; completing a business plan, deciding his fundraising strategy and raising capital before the company runs out of it; and hiring his core team.

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For three years after its spin off from Lucent in late 2000, Avaya struggled with how best to structure its go-to-market organization. Chronicles Avaya's repeated attempts to create an effective go-to-market structure. Ends in late 2003, when Don Peterson, the CEO, must choose between four final options.