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After successfully acquiring Smithware in 1998, we assumed that we could nail another acquisition. Basically, we flaked on due diligence, and we ended up with a bad fit. We made some customers unhappy by focusing too much on new products, and those products didn't generate revenue traction. A year later, we pulled the plug on the new product line and laid off about 90 employees, or about a quarter of our workforce. Throwing more money at the problem would have been easy.