Founders at Work: Stories of Startups' Early Days

by Jessica Livingston

Founders at Work recounts the early struggles for independence and acceptance of many of modern technology’s giants, through personal interviews that are at times hilarious, at times painful, and always inspiring. As human-interest stories they will interest the same audience that enjoys reading about the Google founders in PEOPLE magazine. These stories are exceptionally interesting, because they're about the early stages, when the founders were younger and inexperienced. Most readers know startup founders only as confident millionaires. As novices trying to find their way by trial and error, they're more human, and easier for the reader to identify with.

Genres: Business, Entrepreneurship, Startup, Nonfiction, Biography, Technology, Management

456 pages, Hardcover

First published January 1, 2001

Reviews

[Otis Chandler · Rating 5 out of 5]

Loved every second of this book. Each chapter is a different story of a startup founder. I read it slowly so it wouldn't end, and read many chapters twice. My biggest take was that most founders didn't necessarily know what they were doing - or even that they were on to something big. But they were all determined to start a company - that was the only thing they all had in common.

Here are some good quotes from the book:

"I'd say determination is the single most important quality in a startup founder. If the founders I spoke with were superhuman in any way, it was in their perseverance."
-- Jessica Livingston (the author)

"I see way too many people give up in the startup world. They just give up too easily. Recruiting is a classic example. I don't even hear the first "no" that somebody says. When they say, "No, I'm not interested", I think "Now it's a real challenge. Now's when the tough part begins." It's hard to identify talent, but great people don't look for jobs, great people are sold on jobs. And if they're sold they're going to say no at first. You have to win them over."
-- Joe Kraus (founder of Excite)

"Ultimately, you cannot accomplish something completely on your own. You really need to develop a network of people who win when you win."
-- Ray Ozzie (Founder of Groove Networks, Chief Architect of Microsoft)

"My philosophy on these types of companies - consumer-based Internet companies - is that you don't need to worry about the business model initially. If you get users, then everything else follows. Basically any technology can be copied, any concept can be copied. In my opinion, what makes one of these companies valuable is the users. That can't be copied"
-- Mark Fletcher (Founder of eGroups and Bloglines)

"I am not a hunter, never have fired a gun, but I'm told that if you want to shoot a duck, you have to shoot where the duck is going to be, not where the duck is. It's the same with introducing technology: if you're only focused on the market today, by the time you introduce your solution to that problem, there'll probably be several others already entrenched."
-- Charles Geschke (Founder of Adobe Systems)

"The biggest thrill is frankly not the financial success, it's the ability to have an impact. Because we're both engineers at heart and that's every engineer's dream - to build something that millions of people will use."
-- Charles Geschke (Founder of Adobe Systems)

"Most programmers don't think about the user experience. They get a spec book, and they say, "Well, I'm going to meet this spec to make the customer happy." That's not really enough; you have to make something good for the user if you want to call yourself an engineer."
-- Philip Greenspun (Founder of ArsDigita)

"People don't like to write. It's hard. The people who were really good software engineers were usually great writers; they had tremendous ability to organize their thoughts and communicate. The people who were sort of average-quality programmers and had trouble thinking about the larger picture were the ones who couldn't write."
-- Philip Greenspun (Founder of ArsDigita)

"Things never work out right the first time. You've always got to do it two or three times to get it right. And things always go wrong. So persistence is the key to success. I had seen that in my career. I had seen that in computer design projects. I had seen that through my whole life. And so that word is the best single advice I can give to entrepreneurs. The key to success, if you had to sum it up in one, is persistence."
-- Ron Gruner (Founder of Alliant Computer Systems and Shareholder.com)

"I'd just keep thinking, keep trying to find the language and find new employees, trying to meet the VC who would understand my vision and back me. I met with 43 VCs."
-- James Currier (Founder of Tickle.com)

[Herve · Rating 5 out of 5]

Another great book, so great I decide to write this post even if I have not finished reading it: Jessica Livingston in Founders at Work has interviewed 32 entrepreneurs about their story. The lessons are convincing, fascinating. Without asking for copyright, I copy here some quotes. The book is just a pleasure to read even if sometimes the Q&A are too specific about the start-up, but I assume it is part of the exercise. A Must-Read.

Paul Buchheit, creator of Gmail about Risk Taking

As I say, for people, it depends on their situation if they can take that risk of joining a startup or moving to a new city if they don’t live in the right place. For me, I was actually single at the time, I didn’t have a mortgage, so the idea of joining a little startup that may well be destroyed was just like, “That will be fun.” Because I kind of thought, “Even if Google doesn’t make it, it will be educational and I’ll learn something.” Honestly, I was pretty sure AltaVista was going to destroy Google.

Mike Ramsay, founder of Tivo about Silicon Valley

I was curious to see what’s the attitude of a typical startup in Scotland compared to here. I found that they are just culturally a whole lot more conservative and cautious. And somewhat lacking in self-confidence. You come over here and . . . I had a meeting recently with a couple of early 20-year-olds who have decided to drop out of Stanford because they got bored, and they are trying to raise money to fund their startup. They believe they can do it, and nothing’s going to hold them back. They have confidence, they have that spirit, which I think is great and is probably unique to this part of the world. Being part of that for so long, for me, has been very invigorating.

Joshua Schachter, founder of del.icio.us about implementing

But the guy who says, “I have a great idea and I’m looking for other people to implement it,” I’m wary of—frequently because I think the process of idea-making relies on executing and failing or succeeding at the ideas, so that you can actually become better at coming up with ideas.

and about VCs

In general, I found VCs to be significantly politer than the folks I worked with. The worst they did was not call me back. I’d never hear from them again. Brad Feld does a nice blog talking about how the VC process works. He says they never call you back to say no—they don’t want to close the door in case they want to open it again, but they don’t want to actually give you a response. Very few VCs actually said, “Sorry, we’re not interested.”

Craig Newmark, founder of craiglist on the definition of start-up

“in the conventional sense, we were never a startup. In the conventional sense, a startup is a company, maybe with great ideas, that becomes a serious corporation. It usually takes serious investment, has a strategy, and they want to make a lot of money.”

[Yevgeniy Brikman · Rating 5 out of 5]

A wonderful inside look at how a number of different startups were created. The book reinforced a few interesting trends for me:

1. Very few founders knew what they were doing when they first started; many of the ideas emerged accidentally, after many failures or experiments.

2. You *can* get more done with crazy hours and virtually all successful startups require them.

3. VC funding seemed to be an ingredient in the success if most startups, but was often a double edged sword, causing problems later on.

Some of my favorite quotes from the book:

"What surprised me most was how unsure the founders seemed to be that they were actually onto something big. Some of these companies got started almost by accident. The world thinks of startup founders as having some kind of superhuman confidence, but a lot of them were uncertain at first about starting a company. What they weren't uncertain about was making something good--or trying to fix something broken".

van Hoff: “Over the years, I’ve learned that the first idea you have is irrelevant. It’s just a catalyst for you to get started. Then you figure out what’s wrong with it and you go through phases of denial, panic, regret. And then you finally have a better idea and the second idea is always the important one.”


Buchheit: “A lot of people seem to be against uncertainty, actually. In all areas of life.

I’m suddenly reminded that, for a while, I asked people, if they were playing Russian roulette with a gun with a billion barrels (or some huge number, so in other words, some low probability that they would actually be killed), how much would they have to be paid to play one round? A lot of people were almost offended by the question and they’d say, “I wouldn’t do it at any price.”

But, of course, we do that every day. They drive to work in cars to earn money and they are taking risks all the time, but they don’t like to acknowledge that they are taking risks. They want to pretend that everything is risk-free.”


Paul Graham: “Practically all the software in the world is either broken or very difficult to use. So users dread software.

They’ve been trained that whenever they try to install something, or even fill out a form online, it’s “not going to work. I dread installing stuff, and I have a PhD in computer science.

So if you’re writing applications for end users, you have to remember that you’re writing for an audience that has been traumatized by bad experiences.”


Paul Graham: I found I could actually sell moderately well. I could convince people of stuff. I learned a trick for doing this: to tell the truth. A lot of people think that the way to convince people of things is to be eloquent—to have some bag of tricks for sliding conclusions into their brains. But there’s also a sort of hack that you can use if you are not a very good salesman, which is simply tell the truth. Our strategy for selling our software to people was: make the best software and then tell them, truthfully, “this is the best software.” And they could tell we were telling the truth.

Another advantage of telling the truth is that you don’t have to remember what you’ve said. You don’t have to keep any state in your head. It’s a purely functional business strategy. (Hackers will get what I mean.)”


Winblad: “You’d think that everybody would want to have our jobs. We’ve all been handsomely rewarded. The stories are not like, “Hey, we had patrician backgrounds and silver spoons, and we bought our way into this.” We just “thought” our way into these industries. The power of thought “and math and science and computing, you’re given that for free—it’s a choice you can make. You take that choice, and it gives you sort of a magic wand to be a captain of an industry that’s still fairly young, that’s driving the whole world economy”



Spolsky: “These were all marginally good marketing ideas. Unfortunately we spent a lot of time chasing them. The one thing we learned over 5 years is that nothing works better than just improving your product. Every minute, every developer hour we spent on any one of these crazy things—although they had some marginal return on the work that we put into them—was nothing compared to just making a better version of the product and releasing it”

[Mohamed E · Rating 5 out of 5]

No structure, no themes, but 30 odd interviews with tech business founders, and yet it worked and made for a great read.

The business media usually distills fundamental concepts such as team building, creating a good product and perseverance to the point where you either get a generic phrase or a string of dull paragraphs where a single generic phrase would do; the effect is that reading about business becomes a boring activity, but Founders at Work was different.

It's not a how-to book but narratives that really do drive home the above concepts and other such as business model flexibility and the importance of listening to the customer.

These concepts were brought up by most interviewees in their different settings and contexts, and as I usually feel that having a context or a story when reading about these concepts makes them more fun and yields better educational value, I thought Founders was a great book.

[M J · Rating 4 out of 5]

I didn't read all the chapters -- I only read the ones that interested me. I didn't read about startups I'd never heard of because they got killed by a late-comer, or startups that dealt with very esoteric subjects like parallel supercomputers. If I'd read those, maybe my rating would have differed.

As a sort of note-to-self, these were the chapters that I read:
1
2
4
6
7
8
9
12
15
16
18
19
26
27
29
33 (the parts that interested me)

I should probably read the questions that interest me from the chapters I haven't read at some point, but until then, the book gets 4/5. It's full of insights from people with hands-on experience, but parts of it felt like unproductively reading startup-history gossip. In total, the pros outweighed the cons by far.

[Koen Crolla · Rating 3 out of 5]

There's a harmful cult of the start-up centred around—mostly—Paul Graham, and this book is, if not their Dianetics, at least their Battlefield Earth.

I wish I could give it a lower score, but I can't, in good faith, because it's exactly what it promises to be and exactly what I thought it was going to be when I picked it up: a gossip rag in book form.
It's the sort of thing dim, greedy assholes could read religiously, but to the rest of us, it mostly serves to drive home the fact that self-described ``entrepreneurs''—and certainly the ones mapping cleanly to the Y Combinator ideal—are all barely competent, borderline sociopathic, and full of shit.

[Yaseen Hamdulay · Rating 3 out of 5]

A bit outdated but really inspiring. It's interesting to note the patterns between the different founders stories. The most unexpected being that many were unaware of the importance or enormity of the project they were in the process of undertaking.

[Paul Rivera · Rating 5 out of 5]

everyone has a bad day/week/month.

[Rick Sam · Rating 3 out of 5]

I used to work at a Startup.

That gave me larger picture of Tamil Nadu's SaaS world.

An Interesting book that shares stories of Founders.

I liked many of the stories.

A Good Archetype book.

1. Determination
2. Perseverance
3. Adaptive

Common Feelings among Founders: Rejection, Isolation, Uncertainty, Lack of Progress




Deus Vult,
Gottfried

[Max Nova]

A great book for bedime reading. It's basically impossible to read this book cover-to-cover in one sitting (a lot like the "48 Laws of Power"), but each piece is entertaining and instructive on its own. It does seem like it gets a bit repetitive about halfway through, but I'd highly recommend this book to anyone starting their own business.

[Dan · Rating 5 out of 5]

Jessica does a fantastic job making the stories of founders really pop. These anecdotes will make you laugh, cry, and feel awe inspired. If anyone has any ambition of starting a venture and wants to get the real stories of trials and triumphs, read this book!

[مؤسسة هنداوي للتعليم والثقافة · Rating 5 out of 5]

تحميل مقتطفات من هذا الكتاب مجانًا
http://www.hindawi.org/kalimat/97308392/

[Annie · Rating 3 out of 5]

Great read. An insightful look into the experiences of successful founders. One thing I learned is that even the best venture capitalists turn down unicorns.

[TarasProkopyuk · Rating 4 out of 5]

Книга хороша тем, что она богата на истории многих значительных стартапов начиная от самого зарождения интернет бизнеса в США и особенно тем, что истории исходя из первых уст, от их основателей в форме интервью.

Больше всего мне было интересно узнать о многих вызовах, которые падали на плечи руководства и основателей компаний, их поворотные пути в истории развития, а также что именно двигало ими, что же заставляло упорствовать, чего они в итоге достигли и какой ценой.

[Pranshu Sharma · Rating 4 out of 5]

This is like a small-time capsule that makes you aware of each and every person who has contributed to the growth of human experiences collectively. The book is about founders but it touches the lives of VC Mafias to Sharks and pretty much everyone involved. Master of Scale podcast by Reid H. will sure takes you back to the stories of people you will find somewhere in this book.

[Dr. Tobias Christian Fischer · Rating 4 out of 5]

Th book is greatly written and has good start-up stories from the first computer to blogs and user-focused content. The focus is strongly on the US.

Based on them, the book establishes some patterns for their success like many started without a specific idea or doing less can lead to a real success.

#blinkist

[Evgeniy Oleinik · Rating 3 out of 5]

Occasionally motivating, but largely outdated, with many mentioned companies already gone out of existence. I also feel that the book needed a lot more editing, as the guests sometimes go too deep into the unnecessary specifics.

[Armanc Keser]

Kind of like a history book at this point. Enjoyable though

[Arti · Rating 4 out of 5]

Written as a conversation with successful founders, the book focuses on the early days of starting up - it narrates stories of how the idea was conceptualised, reminds you of the basics that are important, leaves you with insights and ends up as a reality check on what it means to build a startup.

Without doubt, the one message that consistently comes up as the key factor in building successful startups is persistence and perseverance. The stories show that rarely anything goes as per the plan, the journey is almost always filled with setbacks, challenges, disappointments and failures, and that its how you overcome the adversity and the hardship that determines how (and if) the business succeeds. You have to believe that you can, and be determined to make it happen.

What is equally fascinating is that while almost all of them say that building a startup is incredibly painful and that it simply takes over your life, they know that founders live day to day with a sense of uncertainty, isolation, and sometimes lack of progress, they still add - without hesitation - that they would do it again if they thought it could do something important and bring about change.

It is interesting to read that while some were new ideas, many were focussed on improving the experience of similar products as in the case of Firefox or TripAdvisor and even Apple! And there are quite a few who just knew they wanted to build something, but no idea what and they just started with any idea and then evolved - in fact one of them goes to the extreme of saying that “the first idea you have is irrelevant. It's just a catalyst for you to get started. Then you figure out what's wrong with it and you go through phases of denial, panic, regret. And then you finally have a better idea and the second idea is always the important one”.

Every story is unique and yet they all have more in common than differences and offer the same advice - be open and do not get attached to your vision because things may (will) change, always keep a technology roadmap in your mind and a market roadmap as to where things are headed, hire only the best people as the difference between good and great people might be 20 percent more in salary, but it's 100 or 200 percent more in throughput, chemistry and culture fit it’s important - focus not just on smart and capable people but those who are passionate and really care about doing a great job, avoid taking venture money esp as venture capitalists are quite impatient with a difficult situation, differentiate not just with technology but with the custoner experience and the brand, do not be shy of PR and say you are a step ahead of where you actually are to move to the step that you want to be at…

As an entrepreneur myself, I can relate to many stories…. and one message that made me think is the practical advise by the TripAdvisor cofounder, Kaufer on fostering a future of risk-taking, weighing a scenario in terms of time and opportunity cost, and his suggestion that “if the amount of time spent making a mistake is small, don't be afraid to make a lot of mistakes without a lot of time analyzing whether you should or shouldn't do it. It is what we often hear but not necessarily put into action - if we're not failing at something on a regular basis, we're just not trying hard enough”.

In summary the following comment captures it all - “People don't realize that a rapidly growing company is crumbling within and feels pain every hour of every day because nothing works the way it was designed as little as a year before.”

The stories date back a few decades and as I read about these internet and tech companies from the 90s, it took me back in time. While I had read about some of the founders earlier (e.g Apple, Hotmail, PayPal, RIM, Flickr, and a few others), most of the stories were new for me and even more interesting as I was aware of the products but not the origin (e.g Adobe, TripAdvisor, Lotus, WebTV etc.)

[Julian Dunn · Rating 5 out of 5]

This is one of those books that I found so enlightening that I actually went and ordered a copy after I finished reading a copy that I had borrowed from the library. I've always dreamed of one day starting a company, and it was so great to read about the variety of experiences of startup founders, from how long it took to build and scale their companies (sometimes right away, sometimes it took years), to their ages (all over the map), to the mistakes and triumphs they had (also all over the map). I really appreciated hearing this diversity, because taken in isolation, one entrepreneur's story can seem like it is the only path to success (e.g. quit your job, raise enormous amounts of VC, "blitzscale", etc.) but really, there is no consistency among the entrepreneurs featured in this book. Many of them did not quit their full-time jobs until their startups got some traction; many of them did not raise VC at all but bootstrapped their firms either all or part of the way; many of them did not prioritize growth over revenue. Of course, others did do all or some of these things, which does fit into the Silicon Valley playbook, but these interviews show that even not hewing to such a "tried and tested" playbook can still result in success.

The only common thread amongst all these entrepreneurs is their perseverance and grit. Not completely irrational perseverance -- some of the semi-successful startups, like ArsDigita, still crashed-and-burned for other reasons -- but the level of passion and obsession with a problem space is what animates all entrepreneurs and gives them more than a fighting chance of being successful, versus employees in an enterprise who don't necessarily have that same kind of existential fire in their bellies.

[Zakia Babar · Rating 5 out of 5]

Book Review: Founders at Work by Jessica Livingston
(300–400 words)
Founders at Work: Stories of Startups’ Early Days by Jessica Livingston is a compelling collection of interviews with the entrepreneurs behind some of the most successful tech startups of our time. From Steve Wozniak of Apple to Paul Graham of Viaweb, the book offers rare insights into the raw, chaotic, and often uncertain early stages of company building.
What sets Founders at Work apart is its authenticity. Rather than presenting polished success stories, the book dives deep into the real challenges these founders faced — from funding troubles and technical setbacks to hiring dilemmas and market skepticism. Each chapter is structured as a candid Q&A interview, allowing readers to hear directly from the founders in their own words. This format creates an intimate, honest tone, making readers feel as though they’re in the room with these innovators.
The diversity of startups included — such as PayPal, Hotmail, Flickr, Blogger, and many others — highlights different paths to success. While some founders stumbled upon their big idea by accident, others pursued a clear vision despite overwhelming odds. This wide range of experiences makes the book incredibly useful for aspiring entrepreneurs, students, and anyone interested in the startup ecosystem.
Livingston, a co-founder of Y Combinator, skillfully avoids adding too much commentary, allowing the founders’ voices and stories to take center stage. This choice makes the narrative more authentic, though at times readers may wish for more synthesis or analysis across stories.
Perhaps the most valuable takeaway from Founders at Work is that there is no single formula for success. The founders consistently share tenacity, adaptability, and passion, but their paths are vastly different. In conclusion, Founders at Work is an inspiring and informative read that humanizes the entrepreneurial journey. It dispels the notion of the "overnight success" myth and demonstrates the dedication, perseverance, and inventiveness required to construct something exceptional. A must-read for anyone serious about startups or innovation.

[Jacob · Rating 5 out of 5]

9/10

I like to think of this book as a set of raw data points summarizing the decisions made by successful startup founders and their corresponding outcomes. Each chapter consists of an interview with a different founder, who discusses the challenges faced in the early days of their startup. The author doesn’t try to connect the interviews with any kind of an overarching narrative, so it’s up to the reader to find patterns and get a feel for how successful startups are built.

[Sidd Wali · Rating 3 out of 5]

I enjoyed this book, generally interesting. I do think it’s a bit outdated, but really cool history of startups. I read when I was starting to learn a lot about startups and I think it was a great way to start my research. When it comes to these kinds of books, I think they are cool to learn about, but I don’t know how useful they are.

[Ehsan Choudhry · Rating 3 out of 5]

Interesting insight of the problem and challenges faced by startup entrepreneurs, and how they overcame them. As the book is a set of interviews, some interviews are really interesting and insightful, while others get a bit long and boring. It was more fun to read about companies i had prior knowledge about and whose product i had used, as their journey was more relatable.

[Goagil Derek · Rating 5 out of 5]

Loved every second of this book. Each chapter is a different story of a startup founder. I read it slowly so it wouldn't end, and read many chapters twice. My biggest take was that most founders didn't necessarily know what they were doing - or even that they were on to something big.

[Minh Tâm Gia · Rating 5 out of 5]

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Bước 3: Nhận lá số và luận giải

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Tự động gán các sao lưu động năm 2025

Luận giải tổng quan vận hạn theo từng cung (Mệnh, Quan, Tài, Phu Thê...)

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Dự báo cát – hung theo từng cung

Cung Mệnh: Sức khỏe, tư duy, sự ổn định nội tâm

Cung Quan Lộc: Sự nghiệp, thi cử, chức vị

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Việc xem lá số tử vi năm 2025 sẽ giúp bạn xác định rõ điểm mạnh/yếu trong từng khía cạnh.

Nhận diện năm thuận lợi hay thách thức

Nếu lá số gặp:

Lưu Hóa Kỵ – Kình Dương: nên đề phòng rủi ro, tranh chấp

Lưu Lộc Tồn – Văn Xương: thích hợp phát triển học vấn, tài năng

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Đánh giá từ chuyên gia – Tác giả Gia Tuệ Minh Tâm

Nhà nghiên cứu tử vi Gia Tuệ Minh Tâm, cố vấn học thuật tại Tracuulasotuvi, cho biết:

“Việc xem vận hạn theo năm là bước tối quan trọng trong ứng dụng tử vi vào đời sống. Năm 2025 là thời điểm năng lượng Hỏa vượng, nếu nắm bắt đúng vận trình, nhiều người sẽ có cơ hội phát triển vượt bậc. Nhưng cũng chính vì Hỏa quá mạnh, dễ gây ra xung đột, nên cần đặc biệt lưu tâm đến cung Phúc và cung Tật Ách khi xem hạn năm 2025.”

Toàn bộ hệ thống Tra Cứu Lá Số Tử Vi đều do ông trực tiếp kiểm duyệt, đảm bảo tính chính thống và độ chính xác cao nhất.

Kết luận

Việc xem lá số tử vi năm 2025 không chỉ đơn thuần là tra cứu vận may, mà là hành động có ý thức để điều chỉnh tư duy, hành động và tâm thế sống phù hợp với thiên thời. Nhờ công cụ trực tuyến tại Tracuulasotuvi, bạn hoàn toàn có thể xem lá số tử vi 2025 chính xác, nhanh chóng và được hướng dẫn chuyên sâu từ tác giả Gia Tuệ Minh Tâm – người đã dày công nghiên cứu và truyền bá tinh hoa tử vi đẩu số một cách hiện đại và dễ tiếp cận.

Truy cập ngay Tracuulasotuvi để xem năm 2025 lá số tử vi cho bạn và người thân. Chủ động nắm bắt vận mệnh – sống thuận thiên thời, nhân đạo và đạt được bình an trong năm mới Ất Tỵ.

 

[Michael Batko · Rating 5 out of 5]

Founders at Work1 paragraph summary:Interviews of a lot of iconic startup founders, many of them who I didn’t even know about, as the book was written in 2007. It is a fun trip down history lane and fascinating read to compare the world back then to know. The book provides so much context of what the early days looked like and many incredible quotes.In fact, I’d say determination is the single most important quality in a startup founder.If the founders I spoke with were superhuman in any way, it was in their perseverance.As Howard Aiken said, “Don’t worry about people stealing your ideas. If your ideas are any good, you’ll have to ram them down people’s throats.”Starting a startup is a process of trial and error. What guided the founders through this process was their empathy for the users. They never lost sight of making things that people would want.PaypalOur first round of financing was actually transferred to us via Palm Pilot. Our VCs showed up with a $4.5 million preloaded Palm Pilot, and they beamed it to us.Then all these people from a site called eBay were contacting us and saying, “Can I put your logo in my auction?” And we were like, “Why?” So we told them, “No. Don’t do it.” So for a while we were fighting, tooth and nail, crazy eBay people: “Go away, we don’t want you.” Eventually, we realized that these guys were begging to be our users.“Ah, one per week. OK.” Then it was like an avalanche of losses; 2000 was basically the year of fraud, where we were just losing more and more and more money every month. At one point we were losing over $10 million per month in fraud. It was crazy.I think a good way to describe PayPal is: a security company pretending to be a financial services company. What PayPal does is judge the risk of a transaction and then occasionally actually take the risk on. You don’t really know the money’s good; you just sort of assess the riskiness of both parties, and you say, “I’ll be the intermediary with the understanding that, on occasion, PayPal will be on the hook for at least part of the loss if the loss occurs.” Which is very tricky; it’s a hard position to beWhat did you do that your competitors couldn’t? Levchin: The really complicated part is figuring out the risk. The financial industry people understood the risk, but they weren’t willing to do the sort of stuff we did, where they would basically say, “Bad guys over here. Let’s get all the bad guys out.” There are tools to just say, “Give me your social security number, give me your address and your mother’s maiden name, and we send you a physical piece of paper and you sign it and send it back to us.” By the time that’s all accomplished, you are a very safe user. But by then you are also not a user, because for every step you have to take, the dropoff rate is probably 30 percent. If you take ten steps, and each time you lose one-third of the users, you’ll have no users by the time you’re done with the fourth step.We built the system to be viral from day one. The idea was: I can send you the money, even if you aren’t a member. If I send you $10, you get an email saying, “You have $10 waiting for you. Sign up, and you can take it.” That’s the most powerful viral driver there is. Free money available to you.For eBay buyers and sellers, it became this crazy loop where buyers would be like, “I want to pay you with PayPal,” and sellers would be like, “I don’t accept PayPal.” And buyers would say, “That’s OK. I’ll just send you $10, and you can sign up.” So the seller would get infected, and the seller would say, “Oh, this is really simple, so I only accept PayPal.”Try to have a good cofounder. I think it’s all about people, and, if you are doing it completely alone, it’s really hard. It’s not impossible, in particular if you are a loner and introverted type, but it’s still really hard.If you have a good team, you are halfway there. Even more importantly, perhaps, you have to have a really strong cofounder. Someone you can rely on in a very fundamental way.HotmailWe found that we were not the best at selling ads, so we outsourced the whole thing to another company and said, “You guys go sell the ads for us. We’ll just focus on delivering these ads to you no matter how much you sell them for. Just give us a percentage of revenue with a minimum commitment and we won’t go to anybody else.” That minimum commitment they gave us, which was about $1 million per month, was alone sufficient for us to break even. Our costs were so low; we were spending about $1 million a month. So though we were not wildly profitable, we were not losing that much money.They were our partners. We needed to have a directory of users that people could search and send email to. Instead of building our own directory, we partnered with Rocketmail. We said, “OK, we’ll use your directory on our website and we’ll send you our registration data so you could register these people’s email accounts.” We didn’t want to build a directory just for people to search for email. All they had was a directory, that’s what they specialized in, that was their business. They found out how many registrations we were sending them daily — they saw our growth from hundreds to thousands to tens of thousands, and that’s when they said, “Even we ourselves cannot get these kinds of registrations on our website. We should do email.” So they decided to do email and that’s how they came up with Rocketmail. Livingston: Were you pissed? Bhatia: They are also funded by Draper Fisher Jurvetson. So Draper was seeing two of its own companies create two different email systems. We felt bad that they had done it, but we couldn’t go to Draper and say anything. It was a decision that the company took, that’s what DFJ told us, and we were pissed at them, but at that time we knew we had to not share too much information with DFJ as well.I think I knew that Hotmail was going to become successful one day. I was just shocked that all of that happened in a span of 20 months from start to finish.Sometimes ideas are born out of necessity: you solve a problem for yourself, and you hopefully solve it for a number of other people.The one lesson that I’ve learned in my experience while I did Hotmail and since I’ve done Hotmail is you have got to own the customer. The customers came to us for free at Hotmail. Even though they were free customers, what the last 10 to 15 years of my experience of the Internet has taught me is that it’s OK if you don’t monetize them right up front. Eventually, you will be able to. But having that customer base and being able to tap into that customer base and upsell them on services, or advertise — you can always make money off them.Make sure you write a business plan because it will crystallize your thoughts to communicate your ideas with somebody else. Make sure that once you have written your business plan, you have somebody read and critique it and ask you questions.Essentially it’s a plan that says what the company is going to do, what problem it is going to solve, how big the market is, what the sources of revenue for the company are, what your exit strategy is for your investors, what amount of money is required, how you are going to market it, what kind of people you need, what the technology risks are, marketing risks, execution risks. Those are the fundamentals of what goes into a business plan, and many people have it in their heads but don’t write it down.You’ve got to own the customer and make sure there is a full loop between your product and that it has the least amount of resistance before you get to your end customer. Do partnerships; what Google did with partnerships was phenomenal — giving the search away to other companies to help them make their so-called portals. But in the end, Google got the customer because they got the branding.Apple — WozniakAll the best things that I did at Apple came from (a) not having money, and (b) not having done it before, ever. Every single thing that we came out with that was really great, I’d never once done that thing in my life.The Homebrew Computer Club, we felt it was going to affect every home in the country. But we felt it for the wrong reasons. We felt that everybody was technical enough to really use it and write their own programs and solve their problems that way. Even when we started Apple, we had very mistaken ideas about where the market was going to be that big. We didn’t foresee the VisiCalc spreadsheet.Exciteintroduction to Vinod Khosla, who ultimately funded the company along Vinod Khosla interrupted the demo and said, “Can your technology scale? Can it search a big database?” And we said, “That’s an interesting question. Nobody’s asked us before.” We liked the fact that he didn’t ask us the “how do you make money?” question. We answered honestly, “We don’t know because we can’t afford a hard drive that’s big enough to test.” In a kind of Jerry Maguire “you had me at ‘hello’” moment, he takes out his cell phone, calls his assistant and says, “I’m meeting with Joe Kraus and Graham Spencer of Architext and I want you to buy them a 10-gig hard drive.” Which at the time cost like $9,000. And we were forever indebted to him.The hardest part in a startup is that you wake up one morning, and you feel great about the day, and you think, “We’re kicking ass.” And then you wake up the next morning, and you think “We’re dead.” And literally nothing’s changed. You haven’t made some big deal, you haven’t sold something new. Maybe you wrote a few lines of code over the course of that last day. Maybe you had some conversations with people, but nothing’s really moved. It’s completely irrational, but it’s exactly what you go through.We were too young to realize that existing companies’ biggest problem is legacy. Period. They can’t focus on new businesses because they’ve got to manage their old ones.That was what helped launch the company. It’s so ironic. If you look at the way that a lot of huge companies get built … Microsoft built itself off IBM, unwittingly. Excite built itself unwittingly off Netscape. Google built itself unwittingly off Yahoo. I don’t think we would have gotten where we got without the Netscape deal and we certainly wouldn’t have gotten the Netscape deal without a really valuable lesson in persistence.I see way too many people give up in the startup world. They just give up too easily. Recruiting is a classic example. I don’t even hear the first “no” that somebody says. When they say, “No, I’m not interested,” I think, “Now it’s a real challenge. Now’s when the tough part begins.” It’s hard to identify talent, but great people don’t look for jobs, great people are sold on jobs. And if they’re sold they’re going to say no at first. You have to win them over.“Success is 50 percent luck and 50 percent preparedness for that luck.”Other thing that surprised me was how well companies can do if you challenge them with these big, crazy goals.Advice: One is hiring slowly and more carefully. Another is be cheap, cheap, cheap. Also, get the legs of the business underneath it before you run terribly fast. We were always playing catch-up at Excite and I never liked that feeling.LotusAnd I intuitively did well when I was leading the whole team, but once we got past 25 people, you can’t do that. And so I made a series of classic mistakes in hiring. And not building a good middle management structure. And not recruiting a board that could help me build the company.It was the ’60s; I have the pictures to prove it. I don’t remember any of it, but as someone said, if you can remember the ’60s, then you weren’t there.These types of companies tend to reflect the personalities and interests of their founders.Microsoft is very much cast in Bill Gates’s image; and Apple, Steve Jobs; Borland, Philippe Kahn. And so we tended to have more creativity and innovation.We actually at one point tied a portion of the managers’ bonuses to how well their direct reports viewed them exemplifying the corporate values. I made every single manager get on the support lines and listen to customers, no matter what function they were in.Iris AssociatesThe common theme to both Iris and Groove was the fact that the ideas were not based on technology, but on a need I saw for users or potential customers for the product. I’m an engineer by training and I tend to be one of these people who believes he can accomplish basically anything in software — it’s just a big toolbox.Before I start a company, I typically write a couple of founding documents. One of them is very outside-in: it’s a scenario-based document, describing the high-level challenge that I’m trying to address and the end user scenarios that we are trying to solve. This attempts to explain what we’re trying to accomplish to anyone who joins the company or we might need to get financing from.Then I create a second, bottom-up document describing the different technologies that will have to be assembled to accomplish that vision.BloggerThere were something like 30 projects that I had started on and not finished. My total weakness was not focusing on things. So I had this idea and I loved it, but very clearly we were only three people and we had to contract to pay the bills and we couldn’t start another product. We had this big thing we were trying to do. So it just kind of sat in the back of my head, but it wouldn’t go away. It kept bugging me.Which I think is a theme for startups in general because people live and breathe them and become friends, date and merge their lives together. And then, if things go bad, it’s bad in ways that are much more devastating than your work going badly.I think one of the things that kills great things so often is compromise — letting people talk you out of what your gut is telling you. Not that I don’t value people’s input, but you have to have the strength to ignore it sometimes, too.

[Full summary: https://medium.com/mbreads/book-summa...]

[Robert Couture · Rating 5 out of 5]

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[Dorian · Rating 4 out of 5]

A helpful book

[PJ Wenzel · Rating 5 out of 5]

This was a boatload of fun to read. It was written right after the heady days of dotcom boom and busts and the technology referenced certainly fits that era. That isn’t to say it’s irrelevant, far from it. Indeed the best lessons along business lines are timeless, and the charm of this book is to see those lessons in another context that seems both so far away and yet so recently lived.