For too many years, Sage managed for margin rather than investing in products and the market passed it by. Kelly, now resigned as CEO, did things that should have been done 10 years ago, or 15 years ago. Sage became a tangle of products and practices through its years of acquisition. Purchased organizations kept operating intact. Kelly simplified profusion of technology systems and support contracts. But at times, Kelly seemed to be making it up as he went along to catch up. Sage Live (Sage Financials) felt like it was being written as the product was announced and the whole alliance with Salesforce felt like the quickest and cheapest way available to a new product line. The Sage Business Cloud was a quickly stitched together marketing concept that brought together Financials Sage Intacct, Enterprise Management (formerly X-3) and People— products that have no architecture in common. The vision of bringing these together over the next two years was most clearly articulated by Nun Godinho, EVP of product delivery, cloud portfolio, who left in August after 14 months. Not a good sign and the real lesson is given all those years of product line neglect, there may not be much that anyone can do.