SunAnt Interactive acquires Orion Web of Sussex, WI


Bots Never Sleep

Elm Grove, Wisconsin – Jan 4, 2017 – SunAnt Interactive, a Website Development and Internet Marketing company located in Elm Grove, WI, has acquired Orion Group of Sussex, WI.

“We are extremely excited to welcome the Orion family of clients into the SunAnt fold.” Says Matt Collins, General Manager of SunAnt Interactive. “When we identified the opportunity with Orion, we definitely saw a perfect fit. Adding over 330 clients to our roster, along with several key personnel from Orion, not only increases our market share significantly, but also reinforces our commitment to providing the best client experience possible in our industry. It really was a ‘no brainer’ from a business standpoint.”

SunAnt Interactive has been servicing web development, hosting, and internet marketing clients since 2009. When asked what the future holds for SunAnt, Padovano, SunAnt’s ITO responds, “We have grown through a 100% referral model to this point. We will continue to demonstrate how doing great work in an ethical fashion never goes out of style.”



Matt Collins
[email protected]
13416 Watertown Plank Rd.,
Elm Grove, WI 53122
Ph: 262-641-2613


What’s That Worth?

What advantage do we have by being an American white label development company?

If you are like most businesses you found SunAnt because you’ve started upon a quest for an outsourced white label development company or white label seo business and we came up, you’re poking around our website and silently asking yourself one fundamental question – why these guys?

We are a professional shop, our prices are reasonable, and we can say all the usual things about ourselves that development houses do. But there is one thing that sets us apart from all the others and it isn’t our prices – it’s our true location.

When most white label development companies say they are 100% American, it’s a term that requires interpretation it could mean 100% American MANAGED or 100% American BASED or 100% American IN SPIRIT or any nonsense they want it to mean.  We are simply 100% American.

  • 100% American Based
  • 100% American Produced
  • 100% American Owned
  • 100% American Operated
  • 100% American – in every single sense!

So we are American – you get it – so what?

I will tell you what – and please pay attention, because I need to make a few important points before proceeding!

When most businesses decide to outsource production at their company, when they sit down and begin that process, it is begun with a set of false assumptions:

Assumption A: Outsourcing web development and SEO is easy and will require very little back and forth the business in question.

Assumption B: Outsourcing web development is an established practice and very reliable businesses exist to expedite the process.

Assumption C: Outsourcing is always cost effective because overseas workers will do the work for a few pennies on the dollar.

Wrong, Wrong and (increasingly so) Wrong!

Partnering with a web development company to outsource production is not like buying products made in a foreign factory – at all.  Web development is a built-to-order industry and requires a high degree of thorough professionalism throughout the entire process from the discovery phase to accurately quote to the production phase to accurately-built, to the modification/edit phase to accurately interpret client demands and deliver results.

The cornerstone of a good relationship with a white label development house is good communications. Communications is so important to the process that you may accurately state that it IS the process itself.

When you are partnering with a development firm located on the other side of earth that is staffed by individuals whom in a base case scenario have zero experience consulting with businesses domestic to your market and worse case have no experience consulting whatsoever you have a recipe for disaster.

The typical course we see this taking is as follows:

1. You approach company and deliver your end-clients demands
2. The company offers you an introductory price and a total project ESTIMATE
3. Development commences
4. Development takes longer than anticipated and communications prove difficult because personnel doing the actual code writing are not the personnel you are able to directly communicate with – the back and forth begins.
5. After many, many iterations you are told that the estimate is going to have to be revised upwards – sometimes quite steeply.
6. You become frustrated and wind up doing a search – just like the one you are doing right now.

Why does this pattern persist? Simple! Good outsourcing is about solid communications and it starts from the get-go by being able to relay with staff like ours who will take a genuine interest in your project and deliver you a HARD QUOTE – NOT AN ESTIMATE!

We have trained staff that will spend meaningful time with you and even with your end-client if necessary (in a white label/private label manner) to understand the project in its totality and then deliver you a hard quote.

We are based in Milwaukee and are an employee-owned and operated business with years of experience and thousands of projects to our credit.

Does this posting sound passionate? It should, because if you spent the amount of time cleaning up bad code and bailing out garbage-sourced development disasters that we do, you would form a pretty definitive opinion as well.

Why are there so many disasters? Subbing is profitable!

We are codesmiths, we understand what we are looking at when we peel back the hood on a project so to speak and look at the actual underlying code that exists. And take it from us, it is often not very pretty.

To explain outsourcing, it’s helpful to visualize your project as a football, you toss your football overseas to a firm based in one country, who subs it out cheaper to another firm in another country, who subs it out to another firm in another country – sometimes several levels deep or more.

The actual end-developer is passed second, third or fourth hand information via a slug-trail of emails and sometimes interpreters – this accounts for a sizable part of the disasters we look at, but not all of them.

Often there will be multiple tiers or levels of development personnel employed in the creation of sites but none existent under any sort of overlying project management or individuals whom maintain standards. So your project, as it’s passed along, may be worked on piecemeal by multiple individuals of varying skill levels all attempting to implement edits, changes, bits and parts of the site.

The end results are tragic, that tragedy is yours and your clients and it’s something that nobody wants to deal with.

So when people ask us why we’re different, why working with an American company is a good idea, we can talk about our internal QC or show off our portfolio, but what speaks louder than any of that is the fact that our developers sit under the same roof and drink coffee together every day at our office in Milwaukee. And the fact that our clients can call a domestic phone number and get people on the phone who are not just responsible for – but actually doing the work… how much is that worth?

Fishmonger Business Management 101

“Now is the Law of the Jungle—as old and true as the sky;
And the wolf that shall keep it may prosper, but the wolf that shall break it must die.
As the creeper that girdles the tree-trunk, the Law runneth forward and back—
For the strength of the pack is the wolf, and the strength of the wolf is the pack.”

THE WOLF — Rudyard Kipling

There is a great tendency for managers to overthink to the point of being ineffective.
In my experience as a manager over the years, I can tell you that most managers deserve the derisive reviews they receive.

Fishmonger Management is really as simple as it gets. And those managers who follow its tenets will flourish, while those who do not will fail.

What’s with the name?

As a young man in my 20s, my brother was kind enough to employ me at his retail/wholesale/restaurant. All of this I learned from him as I slung and carved fish for his patrons. At the time I did not truly understand the value of his tutelage. It was only later when I was charged with managing people that I came to realize all of the wisdom he had imparted and the degree to which it impacted my own style.

Why it works:

Fishmonger Management works because it is oriented toward Human Beings. That is, it takes into account Human Nature and those aspects of Humanness that are hard-wired.
My father, who was an MD of some note, said he knew Medicine as a profession was doomed when the hospital he had helped establish began referring to Personnel as “Human Resources.” Fishmonger Management refuses this term. Human Beings are substantially more than “resources.”

Fishmonger Management also presupposes (and relies on) Great People. That is, from the outset Fishmonger Management concedes that great managers and their successes proceed from their Team. Not the other way around. In a moment of success, a Fishmonger Manager reminds himself/herself, “My Team makes me appear a better manager than I actually am.”

By its very reliance on Great People, Fishmonger Managers needn’t bother with “how to motivate” or “how to discipline” or “conflict resolution” among Team members.   And it is precisely the noise that proceeds from those sorts of “management issues” that first clouds then ultimately foils the mission. How can a manager succeed if there is lethargy, infighting, distractions and conflict among the ranks? He/She can’t.

Fishmonger Management is equal parts Zen and Attentiveness. It is not Fatalistic. Nor is it “proactive management” in the popular sense of the term.

Fishmonger Management is, at its essence, is about flow and equilibrium and letting go. It is about guiding the flow, not about “changing direction.” It is about modest, prudent tweaks. It is about anticipation, tension and torque. It is a Human approach to managing Humans.

Great People – Profiling Aces

Fishmonger Managers understand that all successes proceed from Great People. Therefore, hiring and retaining Great People is the fundamental, overarching responsibility a Fishmonger Manager must fulfill.

“Great People” or “Sharpshooters” or “Rock Stars” may have different skill sets but share the following general profile:

Great People and Responsibility

  • Great people love Responsibility
  • Great people resent Responsibility without Authority
  • Great people respond to managers who recognize this (and expect it, and value it.)

Great People and Self-Management

  • Great people are, by their very nature, self-starters.
  • Great people are, by their very nature, hard-working… not because they are forced to be… but because they are hard-wired that way.
  • Great people are adults and like to be treated that way.
  • Great people are extremely averse to frequent and frivolous interference from management.
  • Great people respond to managers who recognize this (and expect it, and value it.)

Great People and Team

  • Great people like to be a part of a Team… but only if the team is comprised of other sharpshooters.
  • Great people hold themselves to very high standards and expect the same of others they rely on or are forced to work with.
  • Great people are in general rugged individualists… who only respect other rugged individualists.
  • Great people flourish when they are surrounded by other like-minded people.
  • Great people respond to managers who recognize this (and expect it, and value it.)

Great People and Respect

  • Great people are like Missouri, the “Show Me” state.
  • They are kind, but generally more cynical than the average person.
  • They believe they are smarter and more talented than the population at large. Typically because it is true.
  • They are confident in their skills.
  • They do not tolerate mediocrity.
  • They are more likely to frag a bad boss or find a different job than remain working for a boss they do not respect.
  • Great people respond to managers who recognize this (and expect it, and value it.)

Great People are Whole Personalities

  • Great people are “whole personalities”… that is, they are not “damaged” or “incomplete”
  • They are resilient fighters.
  • They can take positive criticism without feeling they have been personally attacked
  • They are rational movers, as compared to emotional movers
  • They hate “drama” of all forms
  • They know there is more to life than work, although they typically do the work of 2-3 average people in any given day
  • Great people respond to managers who recognize this (and expect it, and value it.)

Typical Demographics

  • Come from larger families – very rare to find an only child that qualifies as a true superstar.
  • Began working at a young age (mid-teens)
  • Put themselves through school and/or worked throughout their college years.
  • Great Women are typically seen as “one of the guys” – and/or do not get along with more “catty” women, earning the respect and admiration of their male peers.
  • Great Men are respected by other Great Men and are gentlemanly (in a non-chauvinistic way, of course) towards their female peers. They are not liked by insecure, envious or damaged men.
  • Typically social or very social
  • Possess mature rhetorical skills
  • Possess well-developed sense of humor
  • Great people respond to managers who recognize this (and expect it, and value it.)

Effective “Management” of Great People

  • Be Direct (and Decisive. Think benevolent dictator)
  • Be Even-Handed (you can have preferences, but not in adjudication – which with Great People isn’t typically necessary)
  • Get Out-of-the-way (you are less likely to inhibit the flow)
  • Trust-but-verify (do not be naive)
  • Be Respectful (because you are in the presence of Greatness)
  • Be Down-to-Earth (because it is an honor to manage Great People)
  • Be Self-Deprecating (because it is not at all about you)
  • Be Responsive (you should feel honored to be of service)
  • One of Us (if you want to be successful, don’t hide in your office)
  • Be Light-hearted (everything will be fine. You have a great Team. And you know what it is like to be stuck with you all day!)
  • Be a Protective Advocate (you need them more than they need you.)
  • Be Honest Always (the moment Great People sense your devotion to honesty is situational, you are no longer fit to command.)

Great People Make Mistakes Too

  • A crucial thing to convey to superstars is that you see them as worthy of responsibility and the authority that goes with it
  • Any time a person is given unilateral decision-making authority, one has to realize that mistakes will be made
  • It is crucial to express to your crew that mistakes are expected and perfectly normal in the course of making decisions
  • It is crucial to explain to them that they will not be “put to the sword” or “roasted” for making a mistake from time to time.
  • In fact, making mistakes is a part of ongoing Human development. Unless a pattern is discerned, there is no reason a person should expect anything more than a discussion surrounding what to do should they encounter a similar situation in the future.

If Mistakes are Disallowed

  • Even Great People will stop making decisions – even if they have the authority to do so.
  • If this occurs, manager will be forced to micro-manage.
  • His team will defect.
  • Game over.

Fishmonger Managers as Pencil-Pushing Time Keepers?

  • Fishmonger Managers don’t care about people needing the day off or a long lunch or need to leave early or come in late…
  • If they do, it is a sure sign that they do not have Great people working for them.
    Great people honor the employer/employee covenant, appreciate having a job, and most of all appreciate that their boss recognizes them as adults.
  • Young professionals don’t see so-called “flex-time” as a benefit, but a given.
  • Chances are your company doesn’t offer pensions… so your reports aren’t obliged from cradle to grave… nor from waking moment to midnight. That concept died decades ago. So let it go and adjust your expectations accordingly.
  • It is an honor to “lead” Great People. They are only with you for a short time. Your mission is to get them where they are going… to block and tackle for them… to help them realize their full potential.

Disallowed Language

  • Conditional language in should always be eliminated from the Team lexicon (words like, “would, should, could, might,” etc)
  • Great people do not use phrases like (ie.“not fair,” and “I deserve”)


  • A Fishmonger Manager should ask clear, purposeful questions. This is the only way to receive clear, actionable information
  • If a Fishmonger Manager senses someone is “doing the dance”… not answering directly (using conditional language) he/she ought to pay more attention. Let little stuff go – choose battles wisely
  • If a Fishmonger Manager begins to see patterns emerge, he/she ought to pay more attention. Let little stuff go – choose battles wisely


  • A Fishmonger Manager should always consider performance in the context of the person’s personality, known track-record and in light of possible non-work-related issue
  • If behavior is out of character for the employee, let it go… it is likely temporary. Fishmonger Managers only care about pattern recognition. They pay no heed to statistical outliers.

More Musts

  • A Fishmonger Manager should welcome criticism and witticism
  • A Fishmonger Manager should allow team to blow off steam
  • A Fishmonger Manager should know how many kids a person has, what kind of music they listen to, what they do outside of work, whether they like to read, how they prefer to communicate, whether they are better in the morning or afternoon, and be perceptive (are they suddenly not wearing their wedding ring, sick more often, out of sorts, tired, being run too hot (overworked), hung-over?)

Fishmonger Management – it isn’t about you. At all. So hire Great People and get out of the way. They’ll make you appear a better manager than you actually are.

Collins, 2012

MetaGUIs – An Inevitable Evolution

The history of hardware is one that has predominantly focused on bridging the gap between the static (unchanging) Human physiology and the user interface. That is to say, innovations from the nascent days of personal computing through today have been concerned with one thing: enabling Humans to interact with data in a seamless fashion – free from the enslavement of intermediary hardware (ie. keyboard, mouse). When we step back, we see this makes great sense; the breaking down of barriers between the Physical World and the Cybervironment.

Much has been made, as should be, of the near-realization of Minority Report-esque technology, wherein data is accessed with a wave of a hand and projected onto the Ether. These imaginings are increasingly becoming reality. Ultimately, we anticipate the full realization of direct-to-brain data delivery. That is, a full circumvention of Human Sensory “Hardware” (ie. ears, eyes) altogether. In the meantime, we will likely witness the continued focus of data consumption innovators to remain squarely on breaking down the space between the physical world and the world of data… with the lion’s share of efforts dedicated to the mechanisms used to deliver and access data.

Yet, in comparison to the advancements witnessed in the hardware sphere, Graphical User Interfaces have advanced only slightly in the last decade. The operative phrase being, “in comparison.” Yes, new, more powerful components have permitted new ways of presenting data… and usability has improved significantly, the nature of the data being sifted through, sorted, queried, presented has remained.

To explain this crucial point, let us consider a software such as Quickbooks. Indeed, over the past 10 years, the software has improved. The usability has improved, the number of reports and manner in which the user can slice and dice data has improved. But the output of all of these gains has changed very little. Yes, the graphs look sexier, but they are still graphs. Yes, today a Cashflow Statement can be emailed, baked into a pdf, exported into various formats, shared remotely (unlike in years past) … but the ultimate output, the Cashflow Statement itself (the presentation of information itself) is identical.

Let us imagine a world (some years in the future) where data is transmitted directly into the brain – without use of intermediary hardware or even Human sensory “hardware.” Where the data is delivered seamlessly from the Cybervironment into the surfer’s brain, where it is then processed. In this Future World, There is no barrier to the data whatsoever. Or perhaps it is easier to imagine a Tron-like world, where the user is actually ported directly into the data. Would a Cashflow Statement still look the same? In our opinion, the unfortunate likelihood is it would look the same.

The point of the above is to emphasize two coexisting “realities”… the hyper-advancement of data delivery mechanisms to the relatively stagnant presentation of data itself. If one pays attention to these matters, one is at once impressed by the advancements made in the delivery of data… while concurrently depressed about the absence of innovations relating to the presentation of data.

So, what the hell is a “MetaGUI?”

A MetaGUI is a graphical presentation of data in a metaphorically-themed context.

All of the Great Teachers of antiquity understood the value of lessons in metaphor form. Human Beings have a native propensity to present data metaphorically. Why? Because metaphors are more efficient at conveying large amounts of complex data than any other form of communication.

Take for instance the following opening line from William Gibson’s classic, Neuromancer:

The sky above the port was the color of television, tuned to a dead channel.

Here is another example:

His opinion has evolved over time.

These examples demonstrate the incredible power of metaphors to deliver enormous amounts of data to the Human Brain using very few words to do so.

Each of us has come into contact with MetaGUIs, whether we recognize it or not. Examples of these are few and far between… and, frankly, incredibly rudimentary. Some years ago, Salesforce CRM introduced a report which featured a “fuel gauge” styled graphic conveying lead volume. And, judging from a high-level search today, it looks like others have adopted the gauge for quick-glance reports.

But to get back to the ultimate GUI, the MetaGUI, we need to provide some examples of how the concept might be applied.

Let’s imagine you use Quickbooks for your home or business accounting purposes.

The closest you will get to easily-consumable information is the following flow chart outlining the relationship of various accounts to one another and the top-level activities (actions) you are most likely to want to engage in.

There is value in this sort of relational view, but not much by way of communicating the disposition of your finances. Similarly, running specific reports for specific accounts and transactions has utility. However, these reports: 1) force the brain to consume but a sliver of the overall picture, 2) taken alone likely mean very little.

A MetaGUI on the other hand would convey a ton of information to the Human Brain with just a glance.

Imagine a video game like Civilization – wherein the goal is to build a tribe, then a town, then a keep, then a city, amassing wealth, launching new construction projects, etc. Imagine your city has banks, shops, a home, and is a port city situated on the gulf of a vast ocean.

Now, imagine the following:

1) ships with plus signs on their sails represent incoming cash (and they are at a distance from port in relation to how far off they are from being cashed by you in the future.) So a check you are expecting from your employer tomorrow is very close to port, while your next paycheck is on the horizon. Ships with plus signs moving away from your port city are invoices. With a Net 30, the ship will vanish over the horizon in 15 days and appear on the horizon coming toward your port the next day (making the round trip in 30 days.)

2) ships with minus signs on them are bills. And, in keeping with the temporal, the sooner they are due, the closer they are to port. In addition, larger ships of the line represent larger sums of money.

3) the stack of gold next to your bank is easy.

4) the in progress home being built just outside of town represents the money you have put aside for the real home you desire to build a couple years from now. It’s progress as represented in the MetaGUI is based on the amount of money you need to save to build it. So the closer you get to saving up for it, the closer the home in the MetaGUI is to being completed.

5) likewise for the school that is being built, which represents the amount of money you have saved up for your kid’s tuition.

6) you’ve also a mercantile exchange which represents your investments, which like all other aspects in the MetaGUI can be hovered over for more detail or clicked on for in depth details.

7) the weather represents the performance of your portfolio and the markets of interest to you and how they performed today. If it is cloudy “out,” it was a rough day. If there is a severe thunderstorm it was a really rough day for your portfolio.

With a very quick glance then, the User would be able to discern an incredible amount of information.

1) Cash on hand
2) Payables activity
3) Receivables activity
4) Invoices outbound
5) Payments inbound
6) Savings & Progress toward goals
7) Today’s Market activity

The reason for this is that a MetaGUI as the one described above is built in a manner in which information is conveyed in the most efficient manner possible.

So, what we wish is that someone, somewhere (if it isn’t happening already) put a video game manufacturer together with a financial software provider.

The possibilities are not restricted, of course, to accounting software. We could brainstorm quite easily, for instance, and come up with a MetaGUI for CRM software as well… perhaps involving oil derricks in a large oil field.

You get the point.

If the ultimate end of innovation is efficiency and seamless interaction with data, then MetaGUIs are inevitable.

On-shore Off-shoring – Harley Davidson Takes a Dive

From the outset, we recognize the need – nay the obligation – for publicly traded operations to maximize shareholder returns and to take all necessary steps to ensure fiscal health. And, as a business, we recognize that tough choices need to be made along the way.

That said, the purpose of this missive is to explore the folly of Harley Davidson’s recent decision to off-shore their Interactive Development and Marketing needs. We intend to explore the struggles large companies have with IT in general and the Interactive disciplines in particular, the trends that have come and gone in their attempts to grapple with these struggles, and finally the underlying reasons we feel are at the core of executive initiatives that seek to remedy these struggles.

This rant is not intended to have political overtones, as the partners here are all across the board in that respect: right, center, and left. We have no particular axe to grind with web professionals in other parts of the world,  nor with any culture in particular that is distinct from our own. What we do have a problem with is short-sightedness and mismanagement as we see it, have witnessed it and have lived with it throughout our careers time and again.

Our industry has endured all of the following trends. Any of you who have been in the space for a substantial amount of time are familiar with the various contortions American firms have employed to deal with “the problem” presented by technology and the advent of a web-driven world.

Back in the Hey Day – the advent of the commercialized web – those who embraced it (whether aggressively or reluctantly) were confronted with a choice: either seek hosting and web services from newly-founded and expensive firms or bring the necessary IT and web know-how in-house (also very expensive at the time).

As the web extended its tendrils throughout the globe, the entrance of non-American IT and web geeks into the marketplace occurred. This relatively cheap source of know-how coincided with a proliferation of off-site web hosts and hardware vendors. All of this pushed the cost of maintaining a web presence dramatically downward. Then came the bust… the Internet Bubble burst and the marketplace was flooded with now-unemployed domestic talent, hardware from now defunct web and web-related concerns, and extremely cheap (commoditized) hosting providers.

The secret was out: the web was not a Field of Dreams proposition. Long gone were the “if you build it they will come” fantasies. Reality had set in. The web was not some serum that could revive a poorly-run concern with a great product or service or, for that matter, a well-run concern with a poor product or service.

Companies rightly saw the opportunity to ditch their internal web servers and the strange professionals needed to maintain the same. But, in most cases, there was some need to retain the geeks – there were computers to maintain, networks to troubleshoot, intranets, and emails. Nevertheless, in the main, many an IT pro found himself unemployed.

But what to do about those pesky web developers? Those off Mountain Dew drinking, Cheetos-eating, largely socially inept geeks? Well, it appeared they’d have to be tolerated. At least in the short-term.

But as market forces dictated, and as Human creativity is given to respond to, there was a movement afoot. And that movement was the advent of Ukrainian, Indian, and Russian web developers willing and ready and seemingly capable of fulfilling all of a given corporation’s web dev needs at a fraction of the price. Even if the quality was not quite up to snuff. Even if the cultural issues presented manifold managerial issues. Even if there was a sudden need for web project managers, quasi technical account managers, and eventually interactive operations managers to manage the off-shore fulfillment. None of that was generally considered. Instead, executives did what spreadsheet executives cannot help themselves from doing: they compared hourlies and crunched ratios. It was, in the end, the lure of “reduced costs” and “greener pastures” which overwhelmed sound business logic. Off-shoring became vogue.

But it didn’t happen without some unintended consequences. As mentioned above, there was a sudden need for web project managers, quasi technical account managers, and other intermediaries who were tasked with traffic and ushering foreign-produced products through the pipe. Easier said than done. Even if quality and know-how were equivalent (which they were not and still are not), the necessity of this new class of web professionals meant the savings envisioned in the cost accounting ratios vanished in the real world. And then some. The reasons for this are varied, but rework, re-scoping, and continual babysitting of the production teams, coupled with Cross-Cultural communications and business environments meant more headaches than anyone was willing to see. Atlantis was sinking – and sinking rapidly.

The Ukrainians, Russians, and Indians were not slow to respond to the complaints they were hearing from their American clients (all of the above). In a bid to rectify this and that, they began to introduce their own Project Managers, Account Managers, and Operations Managers. Pricing considered of course.

Yet even this failed to quell the complaints. How does an Indian manager explain power outages in Bangalor? And how does an American Account Manager explain that to their bosses or the end client? It doesn’t translate well. Ditto for the 84 National Holidays in India (perhaps an exaggeration), or the propensity of people to say “yes, we will hit that deadline,” even when it has been repeated like a bad chorus so many times as to be laughable to the American ear?

So now it appears at least one group of foreign competition has figured a way around it. We are talking about well-funded Indians hitting our shores, setting up shop, bringing over entire management teams from India, and managing the client relationship directly on American turf. It is shrewd and smart, in fact. Our hats go off to them as entrepreneurs and problem solvers. And we wish them success on the battlefield.

But know this: these very same companies only hire American Professionals when absolutely necessary. We do know several of these firms and how they operate. Look at their executives. 95% ex-pats from India is the standard. With a token American, if any at all, among them.

So, this rant is apropos. You may accuse us, if you want, of being xenophobic, insensitive, perhaps bigoted. But show us a culture outside of perhaps North Korea more exclusionary and we will buy you a pizza.

It is, alas, a Cultural thing. Your friends and children will not be marrying any of these executives. And if they are employed by these companies, they will find that they are the Other, despite the fact that these sales and management operations are geographically located in Milwaukee, New York City, or Atlanta. It is not in their cultural DNA to be inclusive as it relates to high-paying managerial jobs. Even those they have displaced by their very presence.

On to Harley-Davidson Inc. and the announcement that it “is outsourcing some of its information technology work to Infosys” – an Indian-owned company:

The move means 125 Harley IT workers, including 83 in Milwaukee, will lose their jobs. Harley said they are eligible to apply for new jobs being created at both Infosys and Harley.

Beyond the pure hypocrisy of this move, from a marketing standpoint, the move is incredibly cynical. And in the worst way. Especially in times like these.

What are the motives in play? We can guess. Someone, somewhere has a spreadsheet.

Don’t fret: for the time being Americans can continue to buy and even service their bikes (as mechanics). There’s that. But don’t pretend some allegiance to Milwaukee. And please remove the American Flag. At this rate – and with your continued support – no one will be able to afford your luxury… at least not in the States.

Note for readers: we do not have a horse in this race other than we work in the industry. we are way too small to service a client the size of Harley-Davidson and so we never had a bid or any prospect of work from them. This rant is for posterity-sake and to make known to conscientious Americans of all political persuasions that Harleys may have been born in America, may be assembled in America, even fabricated in America (?), but their web marketing and development is now Indian-built. So, the next time you hear a Harley owner gripe about illegal immigrants picking beans and displacing low-wage American jobs, ask them to calculate how many Middle Class American jobs are going to ex pats living in the States, sending their US Dollars home to be converted into Rupees. And then look to your left and to your right, across the street. See those for sale signs? Dissipating Middle Class? Yeah. Harley-Davidson had a hand in that.


JSONLINE ORIGINAL STORY UPDATED: JSOnline has modified their original story with additional information – making math fuzzier and expectations wonkier. They don’t note the article as being updated, but the new version includes additional reasoning from Harley-Davidson PR. With journalism like that, we are waiting for JS Editorial to embrace all manner of out-sourcing – and opportunities for displaced US Workers – across all of its articles. We hold our breath.

V2.0 Additions are as follow:

In addition, Harley says it is creating 68 information technology management positions and says the employees affected by the change can apply for those positions or other jobs within the company. [so kind -ed]

Only a portion of Harley’s IT department, which has 360 employees, is being outsourced [for now, until we can “demonstrate the veracity of the model – ed], according to the company.

First office in state

Infosys has 16 other locations in the United States, where it hired 1,200 people in 2011. This will be the company’s first Wisconsin location. [why, finally Wisconsin is on the map! -ed]

Harley said it insisted that Infosys open an office in Milwaukee if it wanted the company’s business. [now that is rough and tumble. Always looking out for Milwaukee. How nice. -ed]

Harley decided to outsource some of its IT work because “there certainly are suppliers [none of which are native to Milwaukee -ed] who can do this type of work much better than we can. That’s the reason for it,” spokeswoman Maripat Blankenheim said.

Jobs ending this year

Employees affected by the outsourcing will have their jobs end Oct. 31 or Dec. 31, according to the company. They have been kept informed of the changes for many months, Blankenheim said. [how very reassuring -ed]

Some could be hired in management positions. [real… life…  management positions? No way! -ed]

“We told people that everyone’s job would change in some way, shape or form,” Blankenheim said. [well, then. no harm, no foul. -ed]

The Good News is HD probably won’t be outsourcing any of its crack PR staff any time soon. Yes, yes… no one in Milwaukee, the Midwest, or the US for that matter could have fulfilled such complicated and demanding needs. And… bonus! The Indian firm was willing to open a headquarters right here in sleepy ol’ Milwaukee. HD, to their credit, really put them over a barrel with that demand! Added benefit for Infosys is the infomercial insinuated into this story. What benevolent foreign occupiers they must be. And how nice of HD to make room for them in our own quaint back yard.