I trusted HN to know it was Osborne. So, I didn't make the obvious correction in the story, nor the more subtle point that Osborne was about to get crushed by I

I trusted HN to know it was Osborne. So, I didn't make the obvious correction in the story, nor the more subtle point that Osborne was about to get crushed by IBM, nor yet the point that it's clear in today's world that showing early adopter customers unreleased product to get feedback is frequently a good plan. Re: your work advice, I'm mulling over exactly this point -- there's a question of timing here, I think. Is it better for the business for me to keep this guy afloat, since I have not been able to get him booted? Not everything in business needs to happen realtime, although I would like this situation sorted out sooner rather than later. I confess I don't really understand the difference between refusing to work with him and undermining his ability to work with me, but I think I get your point regarding a good outcome for the business being the primary goal.