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Tampa Bay Tech Leaders: Jack Berlin, CEO at Accusoft, Self-Proclaimed Technology Geek

Jack Berlin, Accusoft - Full Stack Talent Tampa Bay Tech Leaders

Jack Berlin, CEO at Accusoft, spent a good hour and a half over the phone with us to talk about all the cool things going on in his life. This includes his work with the parks, what got him passionate about digital photography, the history of Accusoft, and a state of the union on tech in Tampa.

On digital photography

Roxanne Williams: Accusoft is now 27 years old. Congratulations on that massive milestone! You guys actually started as Pegasus Imaging, due to your fascination with digital photography. What is it about photography that you’re so passionate about?

Jack Berlin: This is fun because I’m a technology geek. I sold my first company that I started in the late ‘80s and happened to be at a trade show when I saw the world’s first digital camera. It was one quarter VGA resolution, so 322 40, grayscale only, not even color. I saw that thing and I just fell in love. I just knew where it would go, and I tried to work for those guys. They ultimately sold to Logitech, which is where the digital camera took off, of course. But they built the first digital pixel array to do digital imaging and it was grayscale.

I just knew I wanted to work with digital imaging. At the time, to digitize something, you had to use frame grabbing. It cost thousands of dollars to do digitization. If you put yourself in my shoes, it was just so cool to see that little brick.

Matt Vaughn: That’s excellent. Roxanne and I are photography junkies as well. What do you shoot with today?

Jack: My Android.

Matt: It’s amazing how well they’re coming along.

Where phone tech is going

Jack: I suspect that mobile technologies will go much further. Sooner or later, we aren’t going to need laptops or PCs. You’ll throw your phone on your desk and you’ll have some sort of interface device, a mouse, a keyboard, and a monitor, and everything else will just be run right off your phone. They’re more powerful now than PCs 15-20 years ago. I like the notion of having more computing power on your iPhone or Android than the shuttles did.

Matt: Yeah, that’s one of the nice things about Roxanne and I’s ages. We grew up both before and during internet, and that’s one of the most fascinating things to me. Going from original dial-up and Windows 95 to now. I love following the modular laptop concepts where you just click a phone into it and all the processing power and graphical power are running a husk of a laptop.

Jack Berlin - Full Stack Talent Tampa Bay Tech Leaders - Travel

Jack: Well now that most of your processing is going to happen cloud-side, instead of Word and Excel, you’ll use Google Docs and Google Sheets. Your CRM is in the cloud. So much is happening where you’ll use the processing power of the PC just to interface with your devices and with the internet. It is interesting – my kids don’t have that perspective of pre-internet, and I think it’s wonderful. I used to travel to Europe and didn’t talk to my wife for 10 days because of the costs. Now, it’s essentially free.

It’s an interesting transformation. I don’t think it’s going to slow down, and frankly, I hope it doesn’t. I hope that we’ll have maturity enough as a society to regulate it properly and carefully, but when you see awful things that happen because of aspects of Twitter and Facebook, it makes you wonder. However, that’s just part of maturing our culture around controlling and moderating technology.

On his first company, and what he learned

Matt: 100%. Before you started Pegasus, you worked with another startup in Atlanta. Did they work in document imaging / imaging processing as well?

Jack: No. I sold software for Apple IIs and PCs fairly early on, and as I grew up, I decided I wanted to be my own boss. I got together with a couple of guys, and we decided to sell intelligent communications cards.

Basically, I learned a couple of really valuable lessons that I forgot to pay attention to in graduate school. One is, don’t undercapitalize your startup. The second one is, never do hardware again. The carrying cost for the inventory, chips, parts to ship, and then the carrying cost of the receivables when people don’t pay you for 60-90 days – as we grew, we just couldn’t fund our carrying cost.

After about 3 years, we grew from 0 to 10 million dollars and we couldn’t capitalize the business. We couldn’t finance it, and the next order for the next couple of hundred cards was more than we had in the bank. If we placed that order, we knew it would be 90 days before we would see the money from that. We decided to sell, and I saw my first digital camera soon thereafter and then finally decided to move to Tampa and try it myself as Pegasus.

On Pegasus

Roxanne: Speaking of Pegasus – the company has, over the years, shifted and rebranded. The current focus is on SDKs and APIs. Can you expand on the switch to being a pure tech company as opposed to digital imaging?

Jack: I’ll give you a little bit more detail with that, because we started out as pure tech. We built our own image compression algorithms, and we built our own color conversion algorithms. Additionally, we licensed technology at the lowest, lowest level. This is pre-JPEG, or the JPEG standard which standardized in 1991-1993. We did our own flavor of JPEG compression. We didn’t call it JPEG at the time, but it used the same technology.

Not to sound really old, but PCs of that ilk at that time only had 256 colors. This was VGA era, before true color. So, you only had 8-bit displays. Photographs looked like crap. You had to do color mapping and dithering to make the image look halfway decent. And this was back in the days of dial-up and everything was GIF. They were fairly crummy when it came to skin tones and true photography.

So we did technologies like that. However, we found out really quickly in the digital photography world as the Canons and the Nikons and the Kodaks and everybody got into it, all of them tried to compete with price. You might as well wait a week because it’s going to be $100 less. They kept adding megapixels. Just add more and more to the camera and cut the cost.

The business was not good for them, and it certainly was not good for us. Nobody wanted to spend money on technology. Our image compression technology was better, but it wasn’t good enough for them to pay us a couple of cents per camera. Our market was limited. The upside was limited to people that really cared about having the best and the fastest. We were very big in CD-ROM technology. For instance, we ran Compton’s Encyclopedia, and basically all the games that came out. They really compressed to get this stuff on 320MB CDs.

We had a lot of success in that world, and you know what happened to that world in 1994 when the internet came in. It just disappeared. Even though we loved digital photography and photographic technology, we saw no growth there. We paid our bills, but we would basically go in for bidding wars against somebody that was all price-based in the photography world. However, one niche wasn’t price-based: medical. By 1994 or 1995, we aimed most of our technology towards the medical world. They paid a decent price to get decent technology, because they sold million dollar systems for chest X-rays, cardiograms, and ultrasounds.

We grew in that area. At the same time, document imaging took off and people scanned documents and stored them digitally as opposed to filing cabinets. We actually started selling and servicing document imaging systems and that really grew for us. All of a sudden, we went from being a technology player to only about 20-25% of our business being technology and 75% of our business being selling and servicing document imaging systems and databases. It grew very rapidly. I, on the other hand, did not enjoy it.

Jack Berlin, Accusoft - Full Stack Talent Tampa Bay Tech Leaders - Anniversary

We took a round of funding in 1995, and by 1998, I sold the integration side to the venture capital firm. In 2000, we split the company in two. So, here we are in 1999-2000, right before the recession, starting over again. We reinvented ourselves for probably the third time before our 10-year anniversary.

Once we spun off, we started over again – this time with SDKs. We bought a couple of our customers. Back then, it was all VDX and ActiveX stuff. They sold toolkits to do imaging types of things, focusing on document imaging. We bought three companies for their SDKs, we packaged them up, and we grew. And this time, focused on our own technology and not integration of other people’s technology.

Pegasus becomes Accusoft

We bought a competitor of ours in 2004 (by this point, we were a 5-6 million dollar company) and we just grew on the document imaging SDK side of the business. In 2008, we bought our largest competitor at the time, a company in Boston called Accusoft. We bought their assets, and of course, one of the assets was their name. We changed our name to Accusoft and moved the incorporation and the company down to Florida. By this time, we were probably at 15-16 million in top line. So, we grew fairly rapidly in the SDK and API world.

Over the last 10 years, client-server development shrank rapidly. Most people put their APIs in the cloud, and they did it SaaS-based. People are much more interested in getting an API that solves a problem as opposed to buying a big SDK. We looked at how we could be more internet-focused, and this is sort of a shift for us. The other thing that concerned me was our transition from photo imaging to digital imaging, which now included photo and document.

I’m now transforming us to remove the word ‘imaging’ from the description of who we are. In the end, you work with content all day long. Less and less of that is an image. More and more of that is Word, PDF, Excel, PowerPoint – all kinds of things that are not images. Content used to only be scanned receipts, purchase orders, invoices, and contracts. We scanned all of that, but now it’ll be e-filled and e-signed. It’s never going to be a physical thing: it’ll be a web form, it’ll be a contract that moves around as a PDF and goes right into your database.

Most companies are going from digital imaging to digital content. And so, that’s kind of the direction we’re heading. We are not in the database business per se, but we’re trying to do all things possible that you might want to do with a document: if it’s a digital image, you might want to deskew it, OCR it or read the barcode on it.

Or, you might want to scan, print, or edit in some way. If it’s a document that’s online, you might want to e-fill, e-sign, route it, put it in some workflow, have it feed a database in some way. So, we want to touch things that are outside imaging. We want to go from document and digital imaging to basically digital content or digital document management.

Why he stuck with the name Accusoft

Roxanne: I actually have a question for you that’s not on the list, and it can be off the record if need be. I’m just curious, when you bought Accusoft, why did you choose to take on that name?

Jack: My original partner came up with Pegasus. As you well know, there’s Pegasus racing yachts, Pegasus contact lenses, Pegasus sinks and faucets, there’s Pegasuses everywhere. We could not get pegasus.com. I mean, if we tried to register that horse, we’d be up against one of the largest companies in the world: Mobil Oil, with their pegasus horse. It was a very hard mark to protect from a trademark standpoint. When we had Pegasus Imaging on the side, people thought we did medical imaging where they could come in and get an MRI or something.

With Accusoft, I worried a little bit because they did not have the same reputation as us. We had a much better reputation in the market as a competitor. I wanted to make sure we didn’t take on any bad connotations from buying them because there was some sourness in the market – that’s one of the reasons we could buy them. As a result, we hyphenated Accusoft-Pegasus for two years, kind of like the AT&T-Cingular thing. Expensive, from a marketing and branding standpoint, but we did that for two years before we became Accusoft Corp. It gave everybody some feeling about, hey, this is being run by a new sheriff in town.

Pegasus bought Accusoft, not the other way around. We bought them in 2008, and by 2010, we changed the name to Accusoft. Honestly, I just liked the name better. To me, it was the higher tech name, we had accusoft.com, and it was easier to protect from a trademark standpoint.

On his environmental efforts

Matt: Excellent. Thanks for the insight. On your bio on the Accusoft website, it says you’re active with environmental and conservation efforts, which we very much appreciate. For those that don’t know, could you give us a little highlight of what you do around that?

Jack Berlin - Full Stack Talent Tampa Bay Tech Leaders - Parks

Jack: Yeah, I guess I am a bleeding heart liberal, unlike most of the men of my ilk. My involvement started 15 or 16 years ago. I spoke with my county commissioner, Cathy Caster, and she appointed me to the parks board as her representative overseeing the parks. I’m still on it. That exposed me to the wonderful world of our county park system. It’s expansive. As chair of the parks board, I became a member of the ELAP committee, which oversees land acquisition and the protection of these lands. A lot of it has to do with restoration and reclamation. We have over 60,000 acres under protection now as a county, which is incredible.

I’m still on the site selection committee, as well as on the board of the environmental land program. Additionally, I am a member of the Friends of the County Parks and Recreation Inc board, which is a different organization. That’s a charity around raising money for parks programs that aren’t funded through budget. We have a handicap Olympic team here that travels, so they have to raise money. They’re having a golf tournament here in November. A lot of fundraising for kids events, getting them T-shirts, getting them hot dogs, getting movie at the park, all that outside of the county budget. So, I’m involved a lot with our county parks, which also oversee the lands management for our ELAP program. That is very fulfilling for me, especially the ELAP program.

On his involvement in the tech community

Matt: That’s great! That’s the philanthropic side of what you guys do. On the local market and tech side, I know you’re a part of the Tampa Bay Tech CEO group. Are there any other community events around technology that you’re involved with?

Jack: No. It took me a bit to become a Tampa Bay Tech member. I attended an event somewhere and met a gentleman by the name of Seng Sun, owner of SunView Software. He and I talked about the whole local software arena and we both lamented the same thing: nobody knows who we are, nobody knows what’s going on in software in Tampa Bay. We wondered if other people in Tampa Bay felt the same way we do. So, we put a few rules together. One, you must be headquartered here. Two, you must be a member of Tampa Bay Tech. Three, you must have at least 10 W2 local software programmers – because we want real software companies in the area.

The whole point of this group is to try to raise awareness in and around Tampa Bay’s software ecosystem. We’re going to do some events over the next year, and we really do think that we have a bigger ecosystem than people know about here. I always avoided local events because I felt like every time I attended a local event, people tried to sell me copiers and phone systems. I didn’t want to pay to be sold to.

But, this is a very small group of like-minded CEOs. We can have lunch together, nobody’s going to sell to anybody, we can talk about what we want to talk about, we can have our marketing people write up a press release, we can leave there and the very fact that we had lunch becomes a press event. So, it raises awareness about Tampa Bay Tech. It’s very low key, it’s really just building a little bit of an ecosystem around software here.

The other thing that’s exciting is the Embarc Collective. I’m a fan – I have my fingers crossed. I felt like Tampa Bay Wave and everything else being done over in St. Pete and here, we’re all so siloed and so territorial. It’s very disjointed here; you’ve got USF that doesn’t want to talk to UT that doesn’t want to talk to the Wave. That’s not doing our community any good.

Jack Berlin, Accusoft - Full Stack Talent Tampa Bay Tech Leaders - Embarc

I’m hoping that Embarc will be a tech hub that brings these competing things together to be less competitive. I think we have a lot more promise than we’ve shown so far here in the tech community. We have to commit to technology and not just in furthering political careers or getting press events.

The other thing I’ll say about the area is that Florida Polytechnic University is the best thing that ever happened to the tech world in Tampa. USF had no interest in software until, all of a sudden, they had some competition. Not that we haven’t hired good coders out of USF, but they focused on hardware, EE, and medical so much that they just didn’t have any emphasis on the computer science software side.

And Florida Poly, they pump out great software engineers. We have anywhere between 6 and 12 interns from there just about any month of the year. We’ve hired 3 or 4 of them. I am really a huge fan. Accusoft donates to them, because I believe it’s good to have our own talent pool being propped up by a good STEM here in the Bay area.


Matt: Wonderful. One of the questions that we love asking everyone is ‘who is a person or an organization that you think is doing something right and innovative in the area outside of Accusoft and why?’ Would you say that that Florida Poly is probably one of the cooler ones, or does anybody else come to mind as well?

Jack: Right now, I’m just so excited about our relationship with Florida Poly and what they’re doing out there. I’m also really excited about the CEO group, because I’m meeting some of these guys for the first time, and I think they’re all really special guys. They have really special companies, like Haneke Design, Dobler Consulting, Geographic Solutions. Geographic Solutions is probably the largest of the group – I think they’re several hundred employees. AgileThought is not on there, but I believe they will be soon.

Matt: Yep, we’ve actually interviewed many from the group. Paul at Geographic Solutions, Steve at DocuPhase, Jesse at Haneke, Daniel James Scott.

Jack: I’m really impressed with these guys.

On difficult situations

Roxanne: We agree with you there! I wanted to know what’s the most difficult situation you’ve dealt with in your career, and how it helped you grow?

Jack Berlin - Full Stack Talent Tampa Bay Tech Leaders - Learning

Jack: Well one thing is if you’re not growing, there’s something wrong. And I tell this to people, you’ll need to learn every day.

I think the more difficult a situation, or more impactful a situation, there’s more to learn from, right? You can either make it a bad thing or you can learn from it. I think the most difficult things I have faced in my business career as an entrepreneur, as an owner of a business, is when partnerships go sour. When there are disagreements amongst owners, that destroys companies.

Trying to say to people that you like, you worked with, you’ve sweat with, you’ve cried with, you’ve done a lot of things with, you’ve built things with, saying, “Hey, it’s time for us to split,” that’s just really hard. Fire anybody is hard, but somebody that’s with you a long time, at the partnership level, the director level? That typically involves lawyers. All kinds of negotiation – it’s so distracting and so distasteful, and that’s probably the worst thing to go through.

I think what you learn is to be more careful about who you do business with. You learn ultimately that money’s not the most important asset somebody can bring to you, that you have to be a cultural fit. You have to associate with people that believe what you believe. It took me a while because when you’re starving for cash and somebody wants to write you a check, you’re willing to maybe overlook some things – and I think maybe it’s because we’re financially better off or maybe it’s because I’m wiser (I hope it’s the latter), I have learned that it is important to be on the same page. Culture is something I know a lot about now, that hiring any employee needs to be a cultural fit before a skillset.

Final thoughts

Roxanne: Onto the last question then, are there any further thoughts or insights you’d like to share? Anything exciting coming down the pipeline for you or for Accusoft?

Jack: Our new workload product is all cloud-based. It will do just about anything in the world you want to do with a form, document, workflow, e-fill, e-sign, etc. It’s brilliant technology, and once we can sell it, we’ll continue to transform into more of a SaaS-based document content company. Watching that is interesting, and because of that, we’re also keeping an eye out for new acquisitions in that space. So, that may be coming down the pipeline too if we get lucky!

About Accusoft:

Accusoft is a software development company specializing in content processing, conversion, and automation. Their APIs, software development kits (SDKs), and SaaS tools are built using patented technology, providing high performance document viewing, advanced search, image compression, conversion, barcode recognition, OCR, and other image processing tools for use in application and web development. Learn more here.

Roxanne Williams is the Marketing Director at Full Stack Talent, a technology staffing agency in Tampa, FL. Find her LinkedIn here.

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