Podcasts about VisiCalc

Stanley Trost, Electronic Arts Financial Cookbook    Stanley R. Trost wrote several books about early microcomputers, including Atari BASIC Programs in Minutes, Doing Business with VisiCalc, Multiplan on the Commodore 64, Useful Basic Programs the for IBM PC, VisiCalc for Science and Engineering, and others. He was also the creator of Financial Cookbook, which was published by Electronic Arts in 1984 (and one of only two "home management" titles released by EA, the other being Cut and Paste, "the Remarkably Simple Word Processor").   Financial Cookbook provided 32 financial calculators and decision-making tools, including understanding your marginal tax rate, living on your savings, how much life insurance you need, variable rate mortgages, and so on. Versions of the program were sold for Atari 8-bit and ST, Apple II, Commodore 64, Macintosh, and perhaps other platforms.   This interview took place on March 24, 2025.   Atari BASIC Programs in Minutes    Doing Business with VisiCalc    Financial Cookbook at AtariMania    Inverse ATASCII podcast about Financial Cookbook, including many screenshots    Video version of this interview    Support Kay's interviews on Patreon 

Array Cast -March 14, 2025 Show NotesThis is the address of the Show notes on the ArrayCast website:https://www.arraycast.com/episode101-show-notes

10/01/25 - Fundação da Apple, VisiCalc, Jobs de volta, PowerMac G3, Lançamento iPhone, iPhone SE 4 e iPad 11 em Abril, Ação privacidade Siri, Vendas de computadores, Sistema ocupando mais espaço, Processador quântico, https://www.doctorapple.com.br

Panelists: Paul Hagstrom (hosting), Quinn Dunki, and Carrington Vanston Topic: 1979 In 1979, VisiCalc's rampage began, and models 400, 800 (Atari), II (TRS-80), and 4 (TI 99) arrived. Topic/Feedback links: Retro Computing News: Vintage Computer(-related) commercials: Retro Computing Gift Idea: Auction Picks: A2Stream file: Feedback/Discussion: Intro / Closing Song: Back to Oz by John XShow … Continue reading RCR Episode 279: A spree de Calc →

Interview with Dan Bricklin, VisiCalc Patreon: https://www.patreon.com/FloppyDays Sponsors: 8-Bit Classics  Arcade Shopper  FutureVision Research   Hello, and welcome to episode 146 of the Floppy Days Podcast, for December, 2024.  I am Randy Kindig, your host for this podcast. This month I'm staying with the recent interview theme, as I continue to get the opportunity for interviews with some amazing icons from the early personal computer days. This month, that person is Dan Bricklin, co-developer of the iconic VisiCalc software that helped kickstart the sales of early personal computers like the Apple II and began the important spreadsheet software category that persists until today.  I published an interview with Dan's partner in VisiCalc (and in Software Arts), Bob Frankston, back in 2023, and now Dan adds to the story in his own words. Please note that I do plan to get back into producing episodes covering specific vintage computers.  I've just had an amazing run of interview opportunities in recent months, which has reduced the time I had to do the research on computers for the podcast.  Coming up in 2025 will be coverage of machines like the HP97, the Lobo Max-80, the Dragon, and the C64.  

In this episode, Cary sits down with Jim Sterne, a seasoned marketing consultant, speaker, and author known for his work in web analytics, marketing technology, and the impacts of generative AI on business.    About Jim Sterne: Jim Sterne has spent more than 35 years selling and marketing technical products. He began his career helping people understand Visicalc at a time when “personal computer” was an oxymoron. He sold business computers to companies that had never owned one in the 1980s, consulted and keynoted about online marketing in the 1990's, and founded a conference and a professional association around digital analytics in the 2000's. He is currently focused on the application of artificial intelligence and machine learning to marketing. Jim's LinkedIn Profile Jim's Company Website Marketing Analytics Summit   Are you interested in becoming more efficient and productive with ChatGPT? Check out these workshops from Cary:

In the earliest days of the gaming biz, Human Engineered Software was a trailblazer, bringing big names like Jeff Minter to the US.  The company's founder, Jay Balakrishnan, is a serial entrepreneur who not only would help create the mass market for software at retail but would also have a long and storied career in games beyond Hes ware with such companies as Radical Entertainment and Dynamics.   I spoke to Jay in November and December of 2023, and after a few technical hiccups we finally got a connection going and we jump right into that today, so don't worry that I don't start things off with my traditional chronology obsessed focus, we'll wrap around and cover the whole story as we go along.  Enjoy! Recorded: November-December 2023 Get us on your mobile device: Android:  https://www.google.com/podcasts?feed=aHR0cHM6Ly92aWRlb2dhbWVuZXdzcm9vbXRpbWVtYWNoaW5lLmxpYnN5bi5jb20vcnNz iOS:      https://podcasts.apple.com/de/podcast/video-game-newsroom-time-machine And if you like what we are doing here at the podcast, don't forget to like us on your podcasting app of choice, YouTube, and/or support us on patreon! https://www.patreon.com/VGNRTM Send comments on twitter @videogamenewsr2 Or Instagram https://www.instagram.com/vgnrtm Or videogamenewsroomtimemachine@gmail.com Links: https://en.wikipedia.org/wiki/Human_Engineered_Software https://en.wikipedia.org/wiki/Jeff_Minter https://de.wikipedia.org/wiki/Auto_Becker https://archive.org/details/ArticleHESWARESignsNimoy https://archive.org/details/HESWARESpokesmanLeonardNimoyAndJayBalakrishanAt1984CES https://www.mobygames.com/game/76/shamus/ https://archive.org/details/HESWARENewInvestmentsPressRelease https://en.wikipedia.org/wiki/VisiCalc https://en.wikipedia.org/wiki/Vizastar https://en.wikipedia.org/wiki/Radical_Entertainment https://en.wikipedia.org/wiki/Dynamix https://en.wikipedia.org/wiki/WildTangent https://www.mobygames.com/person/27385/jay-balakrishnan/credits/ https://www.straight.com/article-87384/indies-may-just-take-over-the-gaming-world https://www.straight.com/article/hollywood-touch-may-be-too-much-for-games https://www.bcbusiness.ca/industries/general/vancouver-gaming-industry-digital-warfare/ https://ataripodcast.libsyn.com/antic-interview-285-jay-balakrishnan-hesware https://www.linkedin.com/in/jaybalakrishnan Copyright Karl Kuras

TCW Podcast Episode 212 - The Exidy of the 70's   Following our examination of Ramtek, we now turn to Exidy, founded by Pete Kauffman and Samuel Hawes. Exidy began by producing Pong variants during the Pong boom. John Metzler joined in 1975, creating Destruction Darby, later licensed to Chicago Coin as Demolition Derby. After Metzler left, Howell Ivy revamped the game into the notorious Death Race '98, the first nationwide controversial video game for violence. Exidy's first microprocessor-based game, Car Polo, wasn't a major hit but was ahead of its time, foreshadowing Rocket League's concept of cars pushing a ball into a goal. They continued innovating with popular games like Circus, a precursor to Breakout. We finish our look at Exidy in the 70s with their venture into the computer market with the Exidy Sorcerer, which showed promise but was overshadowed by VisiCalc's release for the Apple II.   TCW 211 - Ramtek: https://podcast.theycreateworlds.com/e/ramtek/ Art Bell Interview Malachi Martin: https://www.youtube.com/watch?v=8O8-t9M7xDc Larry King Coaches Conan On His Interview Technique: https://www.youtube.com/watch?v=I02Y8hRzpqE Soft Questions? Larry King Explains His Interview Style: https://www.youtube.com/watch?v=2YqNyfeIyNc Sean Evans Reveals His Secret Interviewing Technique: https://www.youtube.com/watch?v=Nq5CWKTUNCQ 'Hot Ones' Guest Impressed by Sean Evans' Questions: https://www.youtube.com/watch?v=nnhnYABROAg Hockey Tennis Exidy (Picture Needed): https://www.arcade-museum.com/Videogame/hockey-tennis TV Pinball Case: https://www.arcade-museum.com/Videogame/tv-pinball TV Pinball Gameplay: https://www.youtube.com/watch?v=W_1kAlO8G6c TV Pin Game: https://www.arcade-museum.com/Videogame/tv-pin-game Exidy Destruction Derby (Cabinet & Gameplay): https://www.youtube.com/watch?v=FLMmz1gdTVs Chicago Coin Demolition Derby (Cabinet): https://www.youtube.com/watch?v=AodIwNpqYQk Chicago Coin Demolition Derby (Gameplay): https://www.youtube.com/watch?v=5kRQ2OEJkNY Death Race 2000 (1975 Trailer): https://www.youtube.com/watch?v=Jp5FUoa4K7c Death Race cabinet pictures and flyer: https://www.arcade-museum.com/Videogame/death-race Death Race Gameplay: https://www.youtube.com/watch?v=-Fg-QN6tJPc Death Race Gameplay (MAME): https://www.youtube.com/watch?v=aBBtt72aJLA The Media VS Death Race (VGHF Article): https://gamehistory.org/media-vs-death-race/ Score Newspaper Article, Flyer, and Cabinet Pictures: https://www.reddit.com/r/lostmedia/comments/mrnrug/exidys_score_lost_arcade_game_1977_the_first/ Exidy Car Polo Cabinet Picture: https://www.arcade-museum.com/Videogame/car-polo Car Polo Gameplay: https://www.youtube.com/watch?v=KmZKvLRFpiI An Introduction to Rocket League: https://www.youtube.com/watch?v=Os7TTRtF-HI Robot Bowl (Pictures and Flyers): https://www.arcade-museum.com/Videogame/robot-bowl Robot Bowl (Gameplay): https://www.youtube.com/watch?v=RRLdN6dCLu0 Meadows Lanes (Gameplay): https://www.youtube.com/watch?v=14Fj136NZQ8 Meadows Lanes (Pictures and Flyers): https://www.arcade-museum.com/Videogame/meadows-lanes Robot Bowl Ball Return Cabinet Picture: https://www.gamesdatabase.org/media/arcade/artwork-cabinet/robot-bowl Circus (Gameplay Original Hardware): https://www.youtube.com/watch?v=HTxNk1NqTFc Circus (Cabinet Pictures and Flyers): https://www.arcade-museum.com/Videogame/circus TCW 202 - Advanced Balls and Paddles Part 2: https://podcast.theycreateworlds.com/e/advanced-balls-and-paddles-part-2/ The Exidy Sorcerer: https://www.youtube.com/watch?v=XWseXQDrhJY   New episodes are on the 1st and 15th of every month!   TCW Email: feedback@theycreateworlds.com  Twitter: @tcwpodcast Patreon: https://www.patreon.com/theycreateworlds Alex's Video Game History Blog: http://videogamehistorian.wordpress.com Alex's book, published Dec 2019, is available at CRC Press and at major on-line retailers: http://bit.ly/TCWBOOK1     Intro Music: Josh Woodward - Airplane Mode -  Music - "Airplane Mode" by Josh Woodward. Free download: http://joshwoodward.com/song/AirplaneMode  Outro Music: RolemMusic - Bacterial Love: http://freemusicarchive.org/music/Rolemusic/Pop_Singles_Compilation_2014/01_rolemusic_-_bacterial_love    Copyright: Attribution: http://creativecommons.org/licenses/by/4.0/

Brandon Schlichter has made millions through his laundromats, car washes, and investment properties. His YouTube channel, Investment Joy has inspired millions to start their own journey, while also generating significant passive income. His faith and focus on helping others is catapulting him to massive impact and income.Brandon shares his experience in areas ranging from government contracts to healthcare, as well as his insight into blue-collar businesses such as plumbing and electrical work. A debate unfolds on how AI is reshaping job security, the educational sector, and even future warfare concerns.As both a passionate entrepreneur and an advocate for intelligent automation, Brandon recounts the benefits and challenges of engaging with AI-powered tools like GPT-3.5. From improving educational teaching methods to revolutionizing customer interactions in businesses, including an AI-enabled laundromat, this episode explores the multifaceted implications of AI integration on our present and future society.Takeaways:Be an AI realist, not a casual observer.Automating social media engagement leads to profit.Respond to inquiries quickly. Connect with Brandon SchlichterWebsite: https://www.investmentjoy.com/Connect with Mark SavantInstagram: https://www.instagram.com/marksavantmediaLinkedIn: https://www.linkedin.com/in/mark-savant-ba777145Timestamps:00:00 Seeking niche interests through audio content.06:45 Superficial AI discussions on social media.14:30 AI is transformational like earlier technology.17:21 Worker suggests technology for productivity at nuclear facility.22:24 US healthcare administration spending will decrease drastically.30:25 Great grandpa shares wisdom on life's changes.37:43 Solving new global challenges with entrepreneurial solutions.41:09 Private schools can compete using AI.48:39 Affordable credit card readers using Raspberry Pi.51:59 Encouraging automation and problem-solving mindset.57:52 Automate customer engagement in laundry and car washes.01:02:39 Developing interactive show with ChatGPT.01:09:28 Automating engagement leads to social media profit.01:14:35 Quickly respond to inquiries to retain customers.01:18:30 Screwed Bill Gates and VisiCalc founder.01:21:47 Entrepreneur builds $1M sneeze guard business.01:28:19 Find joy in all you do.01:31:21 Creating content brings joy and growth.

05/01/24 - Fundação Apple, VisiCalc, Apple IIe, Mac Clones, Cinema Display, Apple Watch volta a vender, iPhone 17 camera, Keynotes Jobs, Apple Vision Pro. https://www.doctorapple.com.br

They say there's no business like show business and that's why we decided to have some guests from another show!  This week we welcome Nathan Beaudry and John Mottola from the spectacular Deep Purple Podcast, and we have something for the boys that is really special.  I'm not too bashful to brag that I got rhythm, maybe not good enough for Alexander's Ragtime Band, but with these special guests, I'm convinced everything's coming up roses. This week we review the 1979 Ethel Merman Disco Album. They say it's wonderful for some people, but for me Merms, I get a kick out of you! Link to info about the album in this week's episode: https://www.discogs.com/master/306441-Ethel-Merman-The-Ethel-Merman-Disco-Album Data Sources: Websites: allmusic.com, songfacts.com, discogs.com, wikipedia.com (because Mark's lazy) Rejected Episode Titles: I Get a Kick Out of Some People I Got Rhythm and They Say It's Wonderful I Get a Kick Out of Business Alexander's Rhythm Band Some points of interest we discussed in this episode: Ethel Merman on the Judy Garland show with Barbara Streisand (1963): https://www.youtube.com/watch?v=kPKO-s3uATg The Judy Room Videos: https://www.youtube.com/@TheJudyRoomVideos VisiCalc: https://en.wikipedia.org/wiki/VisiCalc#:~:text=VisiCalc%20(%22visible%20calculator%22),VisiCorp%20on%20October%2017%2C%201979. Bee Gees, Glen Campbell, Willie Nelson - Live Medley 1979: https://www.youtube.com/watch?v=1yVeybZLYrs Playboy's Roller Disco & Pajama Party: https://www.youtube.com/watch?v=7NMZxIouKhU  Sesame Street  Ethel Mermaid - I Get a Kick Out of U:https://www.youtube.com/watch?v=Uk5_mHsJGj8 Johnny Carson Interview with Ethel 1979: https://www.youtube.com/watch?v=SLi-hvUjCcI K-Tel “Disco Fire” 1978 Compilation Album: https://www.discogs.com/release/262096-Various-Disco-Fire Ethel Merman--Vel TV Commercial: https://www.youtube.com/watch?v=NDp2jeuPmm4 1970's Texaco Commercial featuring Ethel Merman: https://www.youtube.com/watch?v=KcuBriHhtvE A 45 record of Ethel Merman singing ZIP code song: https://myauctionfinds.com/2012/12/18/a-45-record-of-ethel-merman-singing-zip-code-song/

Free, ungated access to all 235+ episodes of “It's 5:05!” on your favorite podcast platforms: https://bit.ly/505-updates. You're welcome to

Early learnings from early Microsoft In this episode of Beyond the Blue Badge, host Rich Kaplan talks with former Microsoft executive Jeff Raikes, who shares his journey before, during and after working at Microsoft. In Part 1 of this three-part episode, Jeff talks about how he went from a farm in Nebraska to working in technology and how he got interested in software while working at Apple Computer, where he was involved in the development of VisiCalc, the first electronic spreadsheet. He also reveals how he got a call from Steve Ballmer, who recruited him to join Microsoft in 1981. He also delves into what it was like in the early ‘80s as an early employee of the company.

Tom Hood is one of the most influential leaders in accounting. The Executive Vice President, Business Growth and Engagement, at American Institute of Certified Public Accountants (AICPA has been named the Second Most Influential Person in Accounting since 2011 by Accounting Today Magazine (only pipped to the post by AICPA CEO Barry Melancon). In giving him their award the publication cited his “legendary energy, imagination and ability to foresee the future, and focusing them specifically on management accountants, helping them reimagine “the Future of Finance.” On Linkedin  Tom has 780,000 followers and the platform recruited the accounting leader as one of their Top Voices. His passion for technological innovation in accounting has been evident since the early days of VisiCalc to Excel and ChatGPT. This combines with his rigorous enforcement against bad actors in the profession, and optimism about the future.  In this episode Tom Hood describes one of the biggest shifts in accounting as “The Great Join between accounting and FP&A”. Hood says: “We need accounting to make sure the numbers are right and to maintain our stewardship and trust. But we also need the financial viewpoint, which we saw big time in the pandemic. This is needed to reimagine what's next in the profession.” Hood also reveals his passion reflecting accounting's role as one of the most fundamental tenets of business- and wider society“Accounting is a language of business. It is a language that many people‒dare I say most people‒don't truly understand. You become the value interpreter of everything about a business.” In this episode discover:  Tom's career trajectory from to CFO at  to Maryland Association of CPAs to EVP  at the (American Institute of Certified Public Accountants (AICPA)  The merger between the AICPA and CIMA (UK-based) and the global power base this provides the accounting profession The Great Join between FP&A and Accounting  His  passion for accounting tech as continuing to revolutionize business – from the dawn of VisiCalc to ChatGPT today  His role in stamping out unethical accounting practices  The changing up the CPA Exam and what it means for you How AI has already changed the game for accountants and how companies are transforming accounting   How he got into accounting as a way of getting into the FBI and why that didn't work out  YouTube video of the episode Follow Paul Barnhurst on LinkedIn  Follow Datarails on LinkedIn

Nelumbo nucifera, or the sacred lotus, is a plant that grows in flood plains, rivers, and deltas. Their seeds can remain dormant for years and when floods come along, blossom into a colony of plants and flowers. Some of the oldest seeds can be found in China, where they're known to represent longevity. No surprise, given their level of nitrition and connection to the waters that irrigated crops by then. They also grow in far away lands, all the way to India and out to Australia. The flower is sacred in Hinduism and Buddhism, and further back in ancient Egypt. Padmasana is a Sanskrit term meaning lotus, or Padma, and Asana, or posture. The Pashupati seal from the Indus Valley civilization shows a diety in what's widely considered the first documented yoga pose, from around 2,500 BCE. 2,700 years later (give or take a century), the Hindu author and mystic Patanjali wrote a work referred to as the Yoga Sutras. Here he outlined the original asanas, or sitting yoga poses. The Rig Veda, from around 1,500 BCE, is the oldest currently known Vedic text. It is also the first to use the word “yoga”. It describes songs, rituals, and mantras the Brahmans of the day used - as well as the Padma. Further Vedic texts explore how the lotus grew out of Lord Vishnu with Brahma in the center. He created the Universe out of lotus petals. Lakshmi went on to grow out of a lotus from Vishnu as well. It was only natural that humans would attempt to align their own meditation practices with the beautiful meditatios of the lotus. By the 300s, art and coins showed people in the lotus position. It was described in texts that survive from the 8th century. Over the centuries contradictions in texts were clarified in a period known as Classical Yoga, then Tantra and and Hatha Yoga were developed and codified in the Post-Classical Yoga age, and as empires grew and India became a part of the British empire, Yoga began to travel to the west in the late 1800s. By 1893, Swami Vivekananda gave lectures at the Parliament of Religions in Chicago.  More practicioners meant more systems of yoga. Yogendra brought asanas to the United States in 1919, as more Indians migrated to the United States. Babaji's kriya yoga arrived in Boston in 1920. Then, as we've discussed in previous episodes, the United States tightened immigration in the 1920s and people had to go to India to get more training. Theos Bernard's Hatha Yoga: The Report of a Personal Experience brought some of that knowledge home when he came back in 1947. Indra Devi opened a yoga studio in Hollywood and wrote books for housewives. She brought a whole system, or branch home. Walt and Magana Baptiste opened a studio in San Francisco. Swamis began to come to the US and more schools were opened. Richard Hittleman began to teach yoga in New York and began to teach on television in 1961. He was one of the first to seperate the religious aspect from the health benefits. By 1965, the immigration quotas were removed and a wave of teachers came to the US to teach yoga. The Beatles went to India in 1966 and 1968, and for many Transcendental Meditation took root, which has now grown to over a thousand training centers and over 40,000 teachers. Swamis opened meditation centers, institutes, started magazines, and even magazines. Yoga became so big that Rupert Holmes even poked fun of it in his song “Escape (The Piña Colada Song)” in 1979. Yoga had become part of the counter-culture, and the generation that followed represented a backlash of sorts. A common theme of the rise of personal computers is that the early pioneers were a part of that counter-culture. Mitch Kapor graduated high school in 1967, just in time to be one of the best examples of that. Kapor built his own calculator in as a kid before going to camp to get his first exposure to programming on a Bendix. His high school got one of the 1620 IBM minicomputers and he got the bug. He went off to Yale at 16 and learned to program in APL and then found Computer Lib by Ted Nelson and learned BASIC. Then he discovered the Apple II.  Kapor did some programming for $5 per hour as a consultant, started the first east coast Apple User Group, and did some work around town. There are generations of people who did and do this kind of consulting, although now the rates are far higher. He met a grad student through the user group named Eric Rosenfeld who was working on his dissertation and needed some help programming, so Kapor wrote a little tool that took the idea of statistical analysis from the Time Shared Reactive Online Library, or TROLL, and ported it to the microcomputer, which he called Tiny Troll.  Then he enrolled in the MBA program at MIT. He got a chance to see VisiCalc and meet Bob Frankston and Dan Bricklin, who introduced him to the team at Personal Software. Personal Software was founded by Dan Fylstra and Peter Jennings when they published Microchips for the KIM-1 computer. That led to ports for the 1977 Trinity of the Commodore PET, Apple II, and TRS-80 and by then they had taken Bricklin and Franston's VisiCalc to market. VisiCalc was the killer app for those early PCs and helped make the Apple II successful. Personal Software brought Kapor on, as well as Bill Coleman of BEA Systems and Electronic Arts cofounder Rich Mellon. Today, software developers get around 70 percent royalties to publish software on app stores but at the time, fees were closer to 8 percent, a model pulled from book royalties. Much of the rest went to production of the box and disks, the sales and marketing, and support. Kapor was to write a product that could work with VisiCalc. By then Rosenfeld was off to the world of corporate finance so Kapor moved to Silicon Valley, learned how to run a startup, moved back east in 1979, and released VisiPlot and VisiTrend in 1981. He made over half a million dollars in the first six months in royalties.  By then, he bought out Rosenfeld's shares in what he was doing, hired Jonathan Sachs, who had been at MIT earlier, where he wrote the STOIC programming language, and then went to work at Data General. Sachs worked on spreadsheet ideas at Data General with a manager there, John Henderson, but after they left Data General, and the partnership fell apart, he worked with Kapor instead. They knew that for software to be fast, it needed to be written in a lower level language, so they picked the Intel 8088 assembly language given that C wasn't fast enough yet. The IBM PC came in 1981 and everything changed. Mitch Kapor and Jonathan Sachs started Lotus in 1982. Sachs got to work on what would become Lotus 1-2-3. Kapor turned out to be a great marketer and product manager. He listened to what customers said in focus groups. He pushed to make things simpler and use less jargon. They released a new spreadsheet tool in 1983 and it worked flawlessly on the IBM PC and while Microsoft had Multiplan and VisCalc was the incumbent spreadsheet program, Lotus quickly took market share from then and SuperCalc. Conceptually it looked similar to VisiCalc. They used the letter A for the first column, B for the second, etc. That has now become a standard in spreadsheets. They used the number 1 for the first row, the number 2 for the second. That too is now a standard. They added a split screen, also now a standard. They added macros, with branching if-then logic. They added different video modes, which could give color and bitmapping. They added an underlined letter so users could pull up a menu and quickly select the item they wanted once they had those orders memorized, now a standard in most menuing systems. They added the ability to add bar charts, pie charts, and line charts. One could even spread their sheet across multiple monitors like in a magazine. They refined how fields are calculated and took advantage of the larger amounts of memory to make Lotus far faster than anything else on the market. They went to Comdex towards the end of the year and introduced Lotus 1-2-3 to the world. The software could be used as a spreadsheet, but the 2 and 3 referred to graphics and database management. They did $900,000 in orders there before they went home. They couldn't even keep up with the duplication of disks. Comdex was still invitation only. It became so popular that it was used to test for IBM compatibility by clone makers and where VisiCalc became the app that helped propel the Apple II to success, Lotus 1-2-3 became the app that helped propel the IBM PC to success. Lotus was rewarded with $53 million in sales for 1983 and $156 million in 1984. Mitch Kapor found himself. They quickly scaled from less than 20 to 750 employees. They brought in Freada Klein who got her PhD to be the Head of Employee Relations and charged her with making them the most progressive employer around. After her success at Lotus, she left to start her own company and later married. Sachs left the company in 1985 and moved on to focus solely on graphics software. He still responds to requests on the phpBB forum at dl-c.com. They ran TV commercials. They released a suite of Mac apps they called Lotus Jazz. More television commercials. Jazz didn't go anywhere and only sold 20,000 copies. Meanwhile, Microsoft released Excel for the Mac, which sold ten times as many. Some blamed the lack os sales on the stringent copy protection. Others blamed the lack of memory to do cool stuff. Others blamed the high price. It was the first major setback for the young company.  After a meteoric rise, Kapor left the company in 1986, at about the height of their success. He  replaced himself with Jim Manzi. Manzi pushed the company into network applications. These would become the center of the market but were just catching on and didn't prove to be a profitable venture just yet. A defensive posture rather than expanding into an adjacent market would have made sense, at least if anyone knew how aggressive Microsoft was about to get it would have.  Manzi was far more concerned about the millions of illegal copies of the software in the market than innovation though. As we turned the page to the 1990s, Lotus had moved to a product built in C and introduced the ability to use graphical components in the software but not wouldn't be ported to the new Windows operating system until 1991 for Windows 3. By then there were plenty of competitors, including Quattro Pro and while Microsoft Excel began on the Mac, it had been a showcase of cool new features a windowing operating system could provide an application since released for Windows in 1987. Especially what they called 3d charts and tabbed spreadsheets. There was no catching up to Microsoft by then and sales steadily declined. By then, Lotus released Lotus Agenda, an information manager that could be used for time management, project management, and as a database. Kapor was a great product manager so it stands to reason he would build a great product to manage products. Agenda never found commercial success though, so was later open sourced under a GPL license. Bill Gross wrote Magellan there before he left to found GoTo.com, which was renamed to Overture and pioneered the idea of paid search advertising, which was acquired by Yahoo!. Magellan cataloged the internal drive and so became a search engine for that. It sold half a million copies and should have been profitable but was cancelled in 1990. They also released a word processor called Manuscript in 1986, which never gained traction and that was cancelled in 1989, just when a suite of office automation apps needed to be more cohesive.  Ray Ozzie had been hired at Software Arts to work on VisiCalc and then helped Lotus get Symphony out the door. Symphony shipped in 1984 and expanded from a spreadsheet to add on text with the DOC word processor, and charts with the GRAPH graphics program, FORM for a table management solution, and COM for communications. Ozzie dutifully shipped what he was hired to work on but had a deal that he could build a company when they were done that would design software that Lotus would then sell. A match made in heaven as Ozzie worked on PLATO and borrowed the ideas of PLATO Notes, a collaboration tool developed at the University of Illinois Champagne-Urbana  to build what he called Lotus Notes.  PLATO was more more than productivity. It was a community that spanned decades and Control Data Corporation had failed to take it to the mass corporate market. Ozzie took the best parts for a company and built it in isolation from the rest of Lotus. They finally released it as Lotus Notes in 1989. It was a huge success and Lotus bought Iris in 1994. Yet they never found commercial success with other socket-based client server programs and IBM acquired Lotus in 1995. That product is now known as Domino, the name of the Notes 4 server, released in 1996. Ozzie went on to build a company called Groove Networks, which was acquired by Microsoft, who appointed him one of their Chief Technology Officers. When Bill Gates left Microsoft, Ozzie took the position of Chief Software Architect he vacated. He and Dave Cutler went on to work on a project called Red Dog, which evolved into what we now know as Microsoft Azure.  Few would have guessed that Ozzie and Kapor's handshake agreement on Notes could have become a real product. Not only could people not understand the concept of collaboration and productivity on a network in the late 1980s but the type of deal hadn't been done. But Kapor by then realized that larger companies had a hard time shipping net-new software properly. Sometimes those projects are best done in isolation. And all the better if the parties involved are financially motivated with shares like Kapor wanted in Personal Software in the 1970s before he wrote Lotus 1-2-3. VisiCalc had sold about a million copies but that would cease production the same year Excel was released. Lotus hung on longer than most who competed with Microsoft on any beachhead they blitzkrieged. Microsoft released Exchange Server in 1996 and Notes had a few good years before Exchange moved in to become the standard in that market. Excel began on the Mac but took the market from Lotus eventually, after Charles Simonyi stepped in to help make the product great.  Along the way, the Lotus ecosystem created other companies, just as they were born in the Visi ecosystem. Symantec became what we now call a “portfolio” company in 1985 when they introduced NoteIt, a natural language processing tool used to annotate docs in Lotus 1-2-3. But Bill Gates mentioned Lotus by name multiple times as a competitor in his Internet Tidal Wave memo in 1995. He mentioned specific features, like how they could do secure internet browsing and that they had a web publisher tool - Microsoft's own FrontPage was released in 1995 as well. He mentioned an internet directory project with Novell and AT&T. Active Directory was released a few years later in 1999, after Jim Allchin had come in to help shepherd LAN Manager. Notes itself survived into the modern era, but by 2004 Blackberry released their Exchange connector before they released the Lotus Domino connector. That's never a good sign. Some of the history of Lotus is covered in Scott Rosenberg's 2008 book, Dreaming in Code. Others are documented here and there in other places. Still others are lost to time. Kapor went on to invest in UUNET, which became a huge early internet service provider. He invested in Real Networks, who launched the first streaming media service on the Internet. He invested in the creators of Second Life. He never seemed vindictive with Microsoft but after AOL acquired Netscape and Microsoft won the first browser war, he became the founding chair of the Mozilla Foundation and so helped bring Firefox to market. By 2006, Firefox took 10 percent of the market and went on to be a dominant force in browsers. Kapor has also sat on boards and acted as an angel investor for startups ever since leaving the company he founded. He also flew to Wyoming in 1990 after he read a post on The WELL from John Perry Barlow. Barlow was one of the great thinkers of the early Internet. They worked with Sun Microsystems and GNU Debugging Cypherpunk John Gilmore to found the Electronic Frontier Foundation, or EFF. The EFF has since been the nonprofit who leads the fight for “digital privacy, free speech, and innovation.” So not everything is about business.    

Floppy Days 126 - Interview with Bob Frankston, Co-developer of Visicalc Patreon: https://www.patreon.com/FloppyDays Sponsors: 8-Bit Classics  Arcade Shopper   Hello, everyone!  Welcome to episode 126 of the Floppy Days Podcast, with yours truly, Randy Kindig, as the host. Everyone, and I mean everyone, listening to this podcast has surely heard of the ground-breaking application (for its time) Visicalc.  Visicalc was the first spreadsheet computer program for personal computers, originally released for the Apple II by VisiCorp on October 17, 1979.  It is considered the killer application for the Apple II, turning the microcomputer from a hobby for computer enthusiasts into a serious business tool, and then prompting IBM to introduce the IBM PC two years later.  More than 700,000 copies were sold in six years, and up to 1 million copies over its history.   Initially developed for the Apple II computer, VisiCalc was ported to numerous platforms, both 8-bit and some of the early 16-bit systems, such as the Commodore PET, Atari 8-bit, TRS-80 (TRSDOS), CP/M, MS-DOS, and even the HP Series 80. VisiCalc was later replaced in the market by Lotus 1-2-3 and eventually by Microsoft's Excel, which is the dominant spreadsheet today.  Spreadsheets, along with word processors, and presentation tools are still today considered one of the key applications for computing. Bob Frankston, along with Dan Bricklin, are the co-inventors of VisiCalc.  This month, we have an interview with the aforementioned Bob Frankston.  Bob was kind enough to take time to talk with me about what it was like to create such a ground-breaking tool. Before doing that, I have a few new acquisitions to discuss and I'll tell you about upcoming computer shows. New Acquisitions/What I've Been Up To Retro Innovations  Lige and the YouTube show “The Commodore Room” - https://www.youtube.com/@thecommodoreroom4554  Console5 (cap kits)  Upcoming Shows The 64 bits or less Retro Gaming Festival - June 3-4 - Benton County Fairgrounds in Corvallis, Oregon (sponsored by the Portland Retro Gaming Expo) - https://www.64bitsorless.com/  Boatfest Vintage Computer Exposition - June 23-25 - Hurricane, WV - http://boatfest.info  VCF Southwest - June 23-25 - Davidson-Gundy Alumni Center at University of Texas at Dallas, Richardson, TX - http://vcfsw.org  Pacific Commodore Expo NW v4 - June 24-25 - “Interim” Computer Museum, Seattle, WA - https://www.portcommodore.com/dokuwiki/doku.php?id=pacommex:start  Kickstart Amiga UK Expo - July 1-2 - Nottingham, UK - https://www.amigashow.com/  KansasFest, the largest and longest running annual Apple II conference - July 18-23, 2023 (in-person) - July 29–30, 2023 (virtual) - Rockhurst University in Kansas City, Missouri - https://www.kansasfest.org/  Southern Fried Gaming Expo and VCF Southeast - July 28-30 2023 - Atlanta, GA - https://gameatl.com/  ZZAP! Live 2023 - August 12 - The Holiday Inn, Kenilworth, CV8 1ED - https://fusionretroevents.co.uk/category/zzap-live/  Silly Venture SE (Summer Edition) - Aug. 17-20 - Gdansk, Poland - https://www.demoparty.net/silly-venture/silly-venture-2023-se  Fujiama 2023 - Aug. 30 - Sep. 3 - Lengenfeld, Germany - http://atarixle.ddns.net/fuji/2023/  VCF Midwest - September 9-10 - Waterford Banquets and Conference Center, Elmhurst, IL - http://vcfmw.org/  Tandy Assembly - Sep. 29-Oct. 1 - Courtyard by Marriott in Springfield, Ohio - http://www.tandyassembly.com/  AmiWest - October 14-15 - Sacramento, CA - https://retro.directory/browse/events/4/AmiWest.net  Portland Retro Gaming Expo - October 13-15, 2023 - Oregon Convention Center, Portland, OR - https://retrogamingexpo.com/  Chicago TI International World Faire - October 14, 2023 - Evanston Public Library, Evanston, IL - http://chicagotiug.sdf.org/faire/   World of Commodore - Dec. 2-3, 2023 - Admiral Inn Mississauga, Mississauga, ON - http://www.worldofcommodore.ca/  http://chiclassiccomp.org/events.html  Facebook show listings - https://www.facebook.com/VintageComputerShows/  Interview Bob's Website - https://www.frankston.com/  New York Times article on Bricklin and Frankston joining Lotus (acquisition) - https://www.nytimes.com/1985/04/10/business/business-people-former-friendly-rivals-joining-forces-at-lotus.html  Bob interview on TwitTV - https://twit.tv/shows/triangulation/episodes/4 

Today, we welcome David Wood, founder of Eventene, to share the story of his exceptional journey through the ever-evolving field of computer technology and the extensive digital transformation it has undergone over the years. David will take us back to his high school days, where his interest in technology was first sparked by the purchase of a scientific calculator with programming capabilities. While nowadays, your cellphone may hold more computing power, back in the day, a programable calculator with 210 programable steps, 21 memories, and a full complement of scientific functions was the bleeding edge of technology . . . and for David, it was his gateway to the world of technology. David shares his journey from that calculator to personal computers and discusses his personal induction into the world of coding through VisiCalc and Unicode. He draws a parallel between the impact of spreadsheets and the digital transformation that is currently taking place in his chosen field of event planning. With the advent of cloud computing and smart mobile devices, event planning is undergoing a transformation, and David, thanks to his work with the Boy Scouts of America, is at the forefront of this change. As a result of the mass quantity of data required to plan a scout event, he became the creator of Eventene, an online software solution that promises to revolutionize event planning. David envisions Eventene to become as essential for event planners as spreadsheets are for working with numbers and data, saving time and effort for years to come, regardless of the scale of the event. This is a story that promises to be insightful and entertaining. After all, you have to enjoy reminiscing about the technology of days gone by. And, as always, if you enjoyed this episode, don't forget to leave us a review on your favorite podcast platform.   Also in this episode: The Impostor Syndrome World Championships, w/ Jocelyn Collie HP-34C Calculator TRS 80 computer Yoda Chong and the Treehouse of Wonder, w/ Donald Farmer Unicode, in friendly terms: ASCII, UTF-8, code points, character encodings, and more The Great Football Project Rides Again! MoneyBall -- The Art of Winning an Unfair Game Billy Beane Setting Up for Success w/ David McKinnis It's Time for an Event Planning Moment The Book that started it all:Power Pivot and Power BI - Rob Collie The DAX Draft ChatGPT

Array Cast - January 20, 2023 Show NotesThanks to Bob Therriault for gathering these links:[01] 00:04:38 JSON for BQN https://github.com/mlochbaum/bqn-libs/blob/master/json.bqn[02] 00:05:32 Change the Way You Think talk https://www.youtube.com/watch?v=KOuwZEtHZ_U[03] 00:07:04 Ashok Reddy https://www.ajbell.co.uk/articles/latestnews/248261/fd-technologies-appoints-ashok-reddy-ceo-kx-division[04] 00:08:23 Sharp 1500 Pocket Computer https://en.wikipedia.org/wiki/Sharp_PC-1500 Newton-Raphson Interpolation https://web.mit.edu/10.001/Web/Course_Notes/NLAE/node6.html J#.NET https://en.wikipedia.org/wiki/Visual_J_Sharp [05] 00:10:15 Grady Booch https://en.wikipedia.org/wiki/Grady_Booch Jim Rumbaugh https://en.wikipedia.org/wiki/James_Rumbaugh UML https://en.wikipedia.org/wiki/Unified_Modeling_Language Cobol Programming Language https://en.wikipedia.org/wiki/COBOL Nick Psaris ArrayCast episode https://www.arraycast.com/episodes/episode42-nick-psaris-q[06] 00:14:36 Java programming Language https://en.wikipedia.org/wiki/Java_(programming_language) C# programming language https://en.wikipedia.org/wiki/C_Sharp_(programming_language) J++ programming language https://en.wikipedia.org/wiki/Visual_J%2B%2B LINQ https://en.wikipedia.org/wiki/Language_Integrated_Query SQL programming language https://en.wikipedia.org/wiki/SQL[07] 00:17:13 VisiCalc https://en.wikipedia.org/wiki/VisiCalc q programming language https://aplwiki.com/wiki/Q k programming language https://aplwiki.com/wiki/K[08] 00:19:55 Python programming language https://www.python.org/ ChatGPT https://en.wikipedia.org/wiki/ChatGPT Arthur Whitney https://en.wikipedia.org/wiki/Arthur_Whitney_(computer_scientist)[09] 00:23:19 Kdb+ https://en.wikipedia.org/wiki/Kdb%2B[10] 00:30:01 Asof Join https://code.kx.com/q/ref/aj/[11] 00:36:45 APL programming language https://en.wikipedia.org/wiki/APL_(programming_language)[12] 00:42:50 Clinical trials https://bccancerfoundation.com/news-and-media/blog/what-clinical-trial/[13] 00:44:20 Matlab https://en.wikipedia.org/wiki/MATLAB[14] 00:46:08 Formula One https://www.formula1.com/ Alpine Formula One Team https://www.formula1.com/en/teams/Alpine.html Red Bull Formula One Team https://www.redbullracing.com/int-en KX Red Bull video https://www.youtube.com/watch?v=QxfdFWKo_pQ&t=2s[15] 00:49:40 Fingrid https://www.fingrid.fi/en/[16] 00:53:20 Stent https://www.nhlbi.nih.gov/health/stents[17] 00:55:05 KX Insights Release https://kx.com/news/kx-and-enterpriseweb-enable-unprecedented-performance-and-efficiency-for-network-services-at-the-edge/[18] 00:57:26 PyKX https://kx.com/pykx/[19] 01:01:38 q for personal use https://kx.com/kdb-personal-edition-download/[20] 01:02:25 Visual Studio Code https://code.visualstudio.com/[21] 01:09:00 SnowFlake https://www.snowflake.com/en/ SnowPark https://www.snowflake.com/en/data-cloud/snowpark/[22] 01:16:55 Contact AT ArrayCast DOT com

On this episode, venture capitalist Skip Vaccarello shares examples of leaders who are outspoken about their faith in Silicon Valley.    Skip Vaccarello is a Partner with 1Flourish Capital, a faith-based venture capital firm investing in technology-based start-up companies. He is also the author of Finding God in Silicon Valley: Spiritual Journeys in a High-Tech World. From 2005 through 2021, Skip led Connect Silicon Valley, a non-profit organization that offers speaking events featuring high-profile leaders to encourage conversations about faith and life. Skip has over 40 years of experience in leadership positions for Silicon Valley technology companies, including VisiCorp, the provider of VisiCalc, the industry's first spreadsheet. In addition, he served as President and CEO of Applied Weather Technology, a global company providing software and services to the maritime industry. He earned an A.B. with honors in economics from Harvard College and an MBA with honors from the Boston University School of Management. Links mentioned in this episode: https://www.1flourish.com/ https://skipvaccarello.com/ https://findinggodinsiliconvalley.com/ Christianity in Business is the show that helps Christian business leaders to integrate biblical values into business. | Entrepreneurship | Marketing | Nonprofit | Church | Author | Startups | Marketplace | Ministry | Business as Mission | Faith and Work | Faith | Success | Leadership | www.ChristianityInBusiness.com 

On this episode, venture capitalist Skip Vaccarello shares examples of leaders who are outspoken about their faith in Silicon Valley.    Skip Vaccarello is a Partner with 1Flourish Capital, a faith-based venture capital firm investing in technology-based start-up companies. He is also the author of Finding God in Silicon Valley: Spiritual Journeys in a High-Tech World. From 2005 through 2021, Skip led Connect Silicon Valley, a non-profit organization that offers speaking events featuring high-profile leaders to encourage conversations about faith and life. Skip has over 40 years of experience in leadership positions for Silicon Valley technology companies, including VisiCorp, the provider of VisiCalc, the industry's first spreadsheet. In addition, he served as President and CEO of Applied Weather Technology, a global company providing software and services to the maritime industry. He earned an A.B. with honors in economics from Harvard College and an MBA with honors from the Boston University School of Management. Links mentioned in this episode: https://www.1flourish.com/ https://skipvaccarello.com/ https://findinggodinsiliconvalley.com/ Christianity in Business is the show that helps Christian business leaders to integrate biblical values into business. | Entrepreneurship | Marketing | Nonprofit | Church | Author | Startups | Marketplace | Ministry | Business as Mission | Faith and Work | Faith | Success | Leadership | www.ChristianityInBusiness.com 

Welcome to the Instant Trivia podcast episode 644, where we ask the best trivia on the Internet. Round 1. Category: Fabrics And Textiles 1: Gauze is named for this Palestinian city where it's thought to have originated. Gaza. 2: In 552 Emperor Justinian sent 2 monks to China to discover the secret of this fabric. Silk. 3: The chief hair fiber used in textiles today comes from this kind of animal. Sheep. 4: A true Donegal type of this fabric will have flecks of many colors in the weave. Tweed. 5: Count Hilaire de Chardonnet is considered the father of this regenerated cellulose fiber. Rayon. Round 2. Category: Mountains 1: Air Force photos from 1949 show what some believe are the ruins of Noah's Ark on this Turkish mountain. Mount Ararat. 2: Though only 3 degrees south of the equator, this African mt.'s Kibu Peak is permanently covered in snow. Mount Kilamanjaro. 3: This Sicilian volcano has over 200 subsidiary cones. Etna. 4: This country's highest peak, Mount Elbrus, lies in the Caucasus Mountains on the Georgian border. Russia. 5: An Austrian and Italian portion of this system is called the Tyrol. the Alps. Round 3. Category: October Fest 1: This U.S. university was founded October 28, 1636. Harvard. 2: In late October 1922, he became premier of Italy. Benito Mussolini. 3: Martin Sheen played Bobby Kennedy in this 1974 TV movie about a crisis in Cuba. The Missiles of October. 4: This Middle Eastern president was assassinated while reviewing a military parade October 6, 1981. Anwar Sadat. 5: On October 21, 1520 this sailor entered the Chilean strait that today bears his name. Ferdinand Magellan. Round 4. Category: I Did It! 1: Florence Chadwick was the first woman to swim this in both directions; Gertrude Ederle swam it one way. the English Channel. 2: 13-year-old Rebecca Sealfon won it in 1997 by knowing euonym,E-U-O-N-Y-M. the National Spelling Bee. 3: Check it out! In 1972 he became the first American chess player to win the world championship. Bobby Fischer. 4: In 1957 this future astronaut set a speed record flying from L.A. to NYC in 3 hrs., 23 min., 8.4 sec.. John Glenn. 5: In 1884, the year of his death, he published the memoir "30 Years a Detective". (Allan) Pinkerton. Round 5. Category: The Computer Age 1: According to Moore's Law, named for a founder of Intel, these double in power roughly every 18 months. computer chips. 2: Dan Bricklin developed VISICALC, the first of these programs, similar to an accounting ledger. spreadsheet. 3: Coherent and Xenix are 2 of these, part of the abbreviation in the better-known MS-DOS. operating systems. 4: This programming language was named for calculating-machine inventor Blaise. PASCAL. 5: Among Internet users, the World Wide Web has surpassed the system named for this burrowing rodent. gopher. Thanks for listening! Come back tomorrow for more exciting trivia! Special thanks to https://blog.feedspot.com/trivia_podcasts/

Quillette podcast host Jonathan Kay talks to veteran Microsoft program manager, R&D coordinator, tablet-computing pioneer, and workplace visionary David Jones about the joy of spreadsheets, the art of “schedule chicken,” Bill Gates, Steve Ballmer, and “Clippy,” everyone's least favourite digital office assistant.

Array Cast - September 2, 2022 Show NotesMany thanks to Bob Therriault for gathering these links:[01] 00:02:10 Dyalog winners https://www.dyalog.com/news/151/420/2022-APL-Problem-Solving-Competition-Winners.htm Contact@ArrayCast.com Transcript Producer?[02] 00:03:43 Rodrigo's episode https://www.arraycast.com/episodes/episode20-rodrigo-girao-serrao Hi res J icon https://code.jsoftware.com/wiki/J_Logos[03] 00:04:10 J reference card USLetter https://code.jsoftware.com/wiki/File:B.USLETTER.pdf A4 https://code.jsoftware.com/wiki/File:B.A4.pdf[04] 00:04:37 Jwiki video https://www.youtube.com/watch?v=x2hsnuxK79c Jwiki blue wiki sign up https://code.jsoftware.com/wiki/About Jwiki yellow wiki sign up https://code2.jsoftware.com/wiki/About[05] 00:06:21 New York Meet-up https://www.meetup.com/programming-languages-toronto-meetup/events/287729348/[06] 00:07:00 IPSA https://en.wikipedia.org/wiki/I._P._Sharp_Associates[07] 00:07:46 Carleton University https://carleton.ca[08] 00:08:50 Data Processing Institute https://dpi-canada.com/about-us/our-history/[09] 00:09:00 Cluster Analysis https://en.wikipedia.org/wiki/Cluster_analysis[10] 00:10:30 Ian Sharp https://aplwiki.com/wiki/Ian_Sharp[11] 00:14:30 IBM 2741 https://en.wikipedia.org/wiki/IBM_2741#APL360[12] 00:17:07 Larry Breed https://en.wikipedia.org/wiki/Lawrence_M._Breed[13] 00:17:13 Eric Iverson https://aplwiki.com/wiki/Eric_Iverson[14] 00:18:32 Ken Iverson https://aplwiki.com/wiki/Ken_Iverson[15] 00:18:40 APL Quote Quad https://aplwiki.com/wiki/APL_Quote_Quad[16] 00:22:00 Dome Petrolium https://en.wikipedia.org/wiki/Dome_Petroleum[17] 00:25:45 Arthur Whitney https://en.wikipedia.org/wiki/Arthur_Whitney_(computer_scientist)[18] 00:26:30 Roger Hui https://en.wikipedia.org/wiki/Roger_Hui[19] 00:35:30 Massey Ferguson https://www.masseyferguson.com/en.html[20] 00:39:20 Morgan Stanley https://www.morganstanley.com/[21] 00:41:25 The IP Sharp Zoo https://video.dyalog.com/Dyalog16/?v=1N_oYD-ZkX8[22] 00:42:30 Bryce Adelstein Lelbach https://cpp.chat/guests/bryce_adelstein_lelbach/[23] 00:44:33 McGraw Hill https://www.mheducation.com/[24] 00:54:50 Clay Christensen https://en.wikipedia.org/wiki/Clayton_Christensen[24] 00:55:00 Innovator's Dilemma https://en.wikipedia.org/wiki/The_Innovator%27s_Dilemma[26] 00:56:30 Innovation Graph https://web.mit.edu/6.933/www/Fall2000/teradyne/clay.html[27] 00:58:49 VisiCalc https://en.wikipedia.org/wiki/VisiCalc Excel https://en.wikipedia.org/wiki/Microsoft_Excel[28] 00:59:40 2nd Generation operators https://aplwiki.com/wiki/Operator[29] 01:04:30 Roger with Grade 7's http://www.jsoftware.com/pipermail/chat/2011-December/004546.html[30] 01:04:50 WII Gaming https://en.wikipedia.org/wiki/Wii[31] 01:07:30 Terry Tao https://en.wikipedia.org/wiki/Terence_Tao[32] 01:10:05 Women in Computing https://en.wikipedia.org/wiki/Women_in_computing[33] 01:15:38 BQN https://aplwiki.com/wiki/BQN[34] 01:20:10 Contact@ArrayCast.com Transcript Producer?[35] 01:21:00 TryAPL https://tryapl.org/

Today we are looking at VisiCalc, the original killer app. Hitting the market in 1979, VisiCalc was the first computer spreadsheet program. Through it's 6 year lifespan it was ported to everything from the Apple II to the IBM PC to the Apple III. It dominated the market and then... it disappeared.   Selected Sources:   https://conservancy.umn.edu/handle/11299/113026 - Oral History with Bricklin and Frankston   http://www.bricklin.com/history/intro.htm - Bricklin's personal website   https://sci-hub.se/10.1109/MAHC.2007.4338439 - The creation and demise of VisiCalc

From: https://www.youtube.com/watch?v=DcPeCes4w9Y https://history-computer.com/visicalc-of-dan-bricklin-and-bob-frankston-guide

Episode: 2785 VisiCalc: early killer-app.  Today, column D, row 3.

One of my first jobs out of college was ripping Banyan VINES out of a company and replacing it with LAN Manager. Banyan VINES was a network operating system for Unix systems. It came along in 1984. This was a time when minicomputers running Unix were running at most every University and when Unix offered far more features that the alternatives. Sharing files was as old as the Internet. Telnet was created in 1969. FTP came along in 1971. SMB in 1983. Networking computers together had evolved from just the ARPANET to local protocols like ALOHAnet, which inspired Bob Metcalfe to start work on the PARC Universal Packet protocol with David Boggs, which evolved into the Xerox Network Systems, or XNS, suite of networking protocols that were developed to network the Xerox Alto. Along the way the two of them co-invented Ethernet. But there were developments happening in various locations in silos. For example, TCP was more of an ARPANET then NSFNET project so wasn't used for computers on their own networks to communicate yet. Data General was founded in 1968 when Edson de Castro, the project manager for the PDP-8 at Digital Equipment Corporation, grew frustrated that the PDP wasn't evolving fast enough. He, Henry Burkhardt, and Richard Sogge of Digital would be joined by Herbert Richman, who did sales for Fairchild Semiconductor. They were proud of the PDP-8. It was a beautiful machine. But they wanted to go even further. And they didn't feel like they could do so at Digital. A few computers later, Within a year, they shipped the next generation machine, which they called the Nova. They released more computers but then came the explosion of computers that was the personal computing market. Microcomputers showed up in offices around the world and on multiple desks. And it didn't take long before people started wondering if it wouldn't be faster to run a cable between computers than it was to save a file to a floppy and get on an elevator. By the 1970s, Data General had been writing software for customers, mostly for the rising tide of UNIX System V implementations. But just giving customers a TCP/IP stack or an application that could open a socket over an X.25 network, which was later replaced with Frame Relay networks run by phone systems and for legacy support on those X.25 was streamed over TCP/IP. Some of the people from those projects at Data General saw an opportunity to build a company that focused on a common need, moving files back and forth between the microcomputers that were also being connected to these networks. David Mahoney was a manager at Data General who saw what customers were asking for. And he saw an increasing under of those microcomputers needed a few common services to connect to. So he left to form Banyan Systems in 1983, bringing Anand Jagannathan and Larry Floryan with him. They built Banyan VINES (Virtual Integrated NEtwork Service) in 1984, releasing version 1. Their client software could run on DOS and connect to X.25, Token Ring (which IBM introduced in 1984), or the Ethernet networks Bob Metcalfe from Xerox and then 3Com was a proponent of. After all, much of their work resembled the Xerox Network Systems protocols, which Metcalfe had helped develop. They used a 32-bit address. They developed an Address Resolution Protocol (or ARP) and Routing Table Protocol (RTP) that used tables on a server. And they created a file services application, print services application, and directory service they called StreetTalk. To help, they brought in Jim Allchin, who eventually did much of the heavy lifting. It was similar enough to TCP/IP, but different. Yet as TCP/IP became the standard, they added that at a cost. The whole thing came in at $17,000 and ran on less bandwidth than other services, and so they won a few contracts with the US State Deparment, US Marine Corps, and other government agencies. Many embassies used 300 baud phone lines with older modems and the new VINES service allowed them to do file sharing, print sharing, and even instant messaging throughout the late 80s and early 90s. The Marine Corp used it during the Gulf War and in an early form of a buying tornado, they went public in 1992, raising $28 million through NASDAQ. They grew to 410 employees and peaked at around $75 million in sales, spread across 7000 customers. They'd grown through word of mouth and other companies with strong marketing and sales arms were waiting in the wings. Novel was founded in 1983 in Utah and they developed the IPX network protocol. Netware would eventually become one of the most dominant network operating systems for Windows 3 and then Windows 95 computers. Yet, with incumbents like Banyan VINES and Novel Netware, this is another one of those times when Microsoft saw an opening for something better and just willed it into existence. And the story is similar to that of dozens of other companies including Novell, Lotus, VisiCalc, Netscape, Digital Research, and the list goes on and on and on. This kept happening because of a number of reasons. The field of computing had been comprised of former academics, many of whom weren't aggressive in business. Microsoft ended up owning the operating system and so had selling power when it came to cornering adjacent markets because they could provide the cleanest possible user experience. People seemed to underestimate Microsoft until it was too late. Inertia. Oh, and Microsoft could outspend on top talent and offer them the biggest impact for their work. Whatever the motivators, Microsoft won in nearly every nook and cranny in the IT field that they pursued for decades. The damaging part for Banyan was when they teamed up with IBM to ship LAN Manager, which ultimately shipped under the name of each company. Microsoft ended up recruiting Jim Allchin away and with network interface cards falling below $1,000 it became clear that the local area network was really just in its infancy. He inherited LAN Manager and then NT from Dave Cutler and the next thing we knew, Windows NT Server was born, complete with file services, print services, and a domain, which wasn't a fully qualified domain name until the release of Active Directory. Microsoft added Windsock in 1993 and released their own protocols. They supported protocols like IPX/SPX and DECnet but slowly moved customers to their own protocols. Banyan released the last version of Banyan VINES, 7.0, in 1997. StreetTalk eventually became an NT to LDAP bridge before being cancelled in the end. The dot com bubble was firmly here, though, so all was not lost. They changed their name in 1999 to ePresence, shifting their focus to identity management and security, officially pulling out of the VINES market. But the dot com bubble burst, so they were acquired in 2003 by Unisys. There were other companies in different networking niches along the way. Phil Karn wrote KA9Q NOS to connect CP/M and then DOS to TCP/IP in 1985. He wrote it on a Xerox 820, but by then Xerox was putting Zilog chips in computers and running CP/M, seemingly with little of the flair the Alto could have had. But with KA9Q NOS any of the personal computers on the market could get on the Internet and that software helped host many a commercial dialup connection and would go on to be used for years in small embedded devices that needed IP connectivity. Those turned out to be markets overtaken by Banyan who was overtaken by Novel, who was overtaken by Microsoft when they added WinSock. There are a few things to take away from this journey. The first is that when IBM and Microsoft team up to develop a competing product, it's time to pivot when there's plenty of money left in the bank. The second is that there was an era of closed systems that was short lived when vendors wanted to increasingly embrace open standards. Open standards like TCP/IP. We also want to keep our most talented team in place. Jim Allchin was responsible for those initial Windows Server implementations. Then SQL Server. He was the kind of person who's a game changer on a team. We also don't want to pivot to the new hotness because it's the new hotness. Customers pay vendors to solve problems. Putting an e in front of the name of a company seemed really cool in 1998. But surveying customers and thinking more deeply about problems they face - that's where magic can happen. Provided we have the right talent to make it happen.

07/01/22 - Fundação Apple, Lançamento VisiCalc, Apple IIe, Lançamento PowerMac G3, Rumor novo AirPods Pro 2, novos monitores Apple, bateria externa magsafe, bug calendário iphone, cydia perde ação contra apple, rumor iphone 14 sem notch, chefe apple silicon vai pra intel, dropbox para apple silicon, iphone SE sem mudanças no design, apple vale 3 trilhões, ganhos de tim cook em 2021, https://www.doctorapple.com.br

About AnilAnil Dash is the CEO of Glitch, the friendly developer community where coders collaborate to create and share millions of web apps. He is a recognized advocate for more ethical tech through his work as an entrepreneur and writer. He serves as a board member for organizations like the Electronic Frontier Foundation, the leading nonprofit defending digital privacy and expression, Data & Society Research Institute, which researches the cutting edge of tech's impact on society, and The Markup, the nonprofit investigative newsroom that pushes for tech accountability. Dash was an advisor to the Obama White House's Office of Digital Strategy, served for a decade on the board of Stack Overflow, the world's largest community for coders, and today advises key startups and non-profits including the Lower East Side Girls Club, Medium, The Human Utility, DonorsChoose and Project Include.As a writer and artist, Dash has been a contributing editor and monthly columnist for Wired, written for publications like The Atlantic and Businessweek, co-created one of the first implementations of the blockchain technology now known as NFTs, had his works exhibited in the New Museum of Contemporary Art, and collaborated with Hamilton creator Lin-Manuel Miranda on one of the most popular Spotify playlists of 2018. Dash has also been a keynote speaker and guest in a broad range of media ranging from the Obama Foundation Summit to SXSW to Desus and Mero's late-night show.Links: Glitch: https://glitch.com Web.dev: https://web.dev Glitch Twitter: https://twitter.com/glitch Anil Dash Twitter: https://twitter.com/anildash TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: It seems like there is a new security breach every day. Are you confident that an old SSH key, or a shared admin account, isn't going to come back and bite you? If not, check out Teleport. Teleport is the easiest, most secure way to access all of your infrastructure. The open source Teleport Access Plane consolidates everything you need for secure access to your Linux and Windows servers—and I assure you there is no third option there. Kubernetes clusters, databases, and internal applications like AWS Management Console, Yankins, GitLab, Grafana, Jupyter Notebooks, and more. Teleport's unique approach is not only more secure, it also improves developer productivity. To learn more visit: goteleport.com. And not, that is not me telling you to go away, it is: goteleport.com.Corey: It seems like there is a new security breach every day. Are you confident that an old SSH key, or a shared admin account, isn't going to come back and bite you? If not, check out Teleport. Teleport is the easiest, most secure way to access all of your infrastructure. The open source Teleport Access Plane consolidates everything you need for secure access to your Linux and Windows servers—and I assure you there is no third option there. Kubernetes clusters, databases, and internal applications like AWS Management Console, Yankins, GitLab, Grafana, Jupyter Notebooks, and more. Teleport's unique approach is not only more secure, it also improves developer productivity. To learn more visit: goteleport.com. And not, that is not me telling you to go away, it is: goteleport.com.Corey: This episode is sponsored in part by our friends at Redis, the company behind the incredibly popular open source database that is not the bind DNS server. If you're tired of managing open source Redis on your own, or you're using one of the vanilla cloud caching services, these folks have you covered with the go to manage Redis service for global caching and primary database capabilities; Redis Enterprise. To learn more and deploy not only a cache but a single operational data platform for one Redis experience, visit redis.com/hero. Thats r-e-d-i-s.com/hero. And my thanks to my friends at Redis for sponsoring my ridiculous non-sense.  Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Today's guest is a little bit off the beaten path from the cloud infrastructure types I generally drag, kicking and screaming, onto the show. If we take a look at the ecosystem and where it's going, it's clear that in the future, not everyone who wants to build a business, or a tool, or even an application is going to necessarily spring fully-formed into the world from the forehead of some God, knowing how to code. And oh, “I'm going to go to a boot camp for four months to learn how to do it first,” is increasingly untenable. I don't know if you would call it low-code or not. But that's how it feels. My guest today is Anil Dash, CEO of Glitch. Anil, thank you for joining me.Anil: Thanks so much for having me.Corey: So, let's get the important stuff out of the way first, since I have a long-standing history of mispronouncing the company Twitch as ‘Twetch,' I should probably do the same thing here. So, what is Gletch? And what does it do?Anil: Glitch is, at its simplest, a tool that lets you build a full-stack app in your web browser in about 30 seconds. And, you know, for your community, your audience, it's also this ability to create and deploy code instantly on a full-stack server with no concern for deploy, or DevOps, or provisioning a container, or any of those sort of concerns. And what it is for the users is, honestly, a community. They're like, “I looked at this app that was on Glitch; I thought it was cool; I could do what we call [remixing 00:02:03].” Which is to kind of fork that app, a running app, make a couple edits, and all of a sudden live at a real URL on the web, my app is running with exactly what I built. And that's something that has been—I think, just captured a lot of people's imagination to now where they've built over 12 or 15 million apps on the platform.Corey: You describe it somewhat differently than I would, and given that I tend to assume that people who create and run successful businesses don't generally tend to do it without thought, I'm not quite, I guess, insufferable enough to figure out, “Oh, well, I thought about this for ten seconds, therefore I've solved a business problem that you have been needling at for years.” But when I look at Glitch, I would describe it as something different than the way that you describe it. I would call it a web-based IDE for low-code applications and whatnot, and you never talk about it that way. Everything I can see there describes it talks about friendly creators, and community tied to it. Why is that?Anil: You're not wrong from the conventional technologist's point of view. I—sufficient vintage; I was coding in Visual Basic back in the '90s and if you squint, you can see that influence on Glitch today. And so I don't reject that description, but part of it is about the audience we're speaking to, which is sort of a next generation of creators. And I think importantly, that's not just age, right, but that could be demographic, that can be just sort of culturally, wherever you're at. And what we look at is who's making the most interesting stuff on the internet and in the industry, and they tend to be grounded in broader culture, whether they're on, you know, Instagram, or TikTok, or, you know, whatever kind of influencer, you want to point at—YouTube.And those folks, they think of themselves as creators first and they think of themselves as participating in the community first and then the tool sort of follow. And I think one of the things that's really striking is, if you look at—we'll take YouTube as an example because everyone's pretty familiar with it—they have a YouTube Creator Studio. And it is a very rich and deep tool. It does more than, you know, you would have had iMovie, or Final Cut Pro doing, you know, 10 or 15 years ago, incredibly advanced stuff. And those [unintelligible 00:04:07] use it every day, but nobody goes to YouTube and says, “This is a cloud-based nonlinear editor for video production, and we target cinematographers.” And if they did, they would actually narrow their audience and they would limit what their impact is on the world.And so similarly, I think we look at that for Glitch where the social object, the central thing that people organize around a Glitch is an app, not code. And that's this really kind of deep and profound idea, which is that everybody can understand an app. Everybody has an idea for an app. You know, even the person who's, “Ah, I'm not technical,” or, “I'm not really into technology,” they're like, “But you know what? If I could make an app, I would make this.”And so we think a lot about that creative impulse. And the funny thing is, that is a common thread between somebody that literally just got on the internet for the first time and somebody who has been doing cloud deploys for as long as there's been a cloud to deploy to, or somebody has been coding for decades. No matter who you are, you have that place that is starting from what's the experience I want to build, the app I want to build? And so I think that's where there's that framing. But it's also been really useful, in that if you're trying to make a better IDE in the cloud and a better text editor, and there are multiple trillion-dollar companies that [laugh] are creating products in that category, I don't think you're going to win. On the other hand, if you say, “This is more fun, and cooler, and has a better design, and feels better,” I think we could absolutely win in a walk away compared to trillion-dollar companies trying to be cool.Corey: I think that this is an area that has a few players in it could definitely stand to benefit by having more there. My big fear is not that AWS is going to launch stuff in your space and drive you out of business; I think that is a somewhat naive approach. I'm more concerned that they're going to try to launch something in your space, give it a dumb name, fail that market and appropriately, not understand who it's for and set the entire idea back five years. That is, in some cases, it seems like their modus operandi for an awful lot of new markets.Anil: Yeah, I mean, that's not an uncommon problem in any category that's sort of community driven. So, you know, back in the day, I worked on building blogging tools at the beginning of this, sort of, social media era, and we worried about that a lot. We had built some of the first early tools, Movable Type, and TypePad, and these were what were used to launch, like, Gawker and Huffington Post and all the, sort of, big early sites. And we had been doing it a couple years—and then at that time, major player—AOL came in, and they launched their own AOL blog service, and we were, you know, quaking in our boots. I remember just being kind of like, pit in your stomach, “Oh, my gosh. This is going to devastate the category.”And as it turns out, people were smart, and they have taste, and they can tell. And the domain that we're in is not one that is about raw computing power or raw resources that you can bring to bear so much as it is about can you get people to connect together, collaborate together, and feel like they're in a place where they want to make something and they want to share it with other people? And I mean, we've never done a single bit of advertising for Glitch. There's never been any paid acquisition. There's never done any of those things. And we go up against, broadly in the space, people that have billboards and they buy out all the ads of the airport and, you know, all the other kind of things we see—Corey: And they do the typical enterprise thing where they spend untold millions in acquiring the real estate to advertise on, and then about 50 cents on the message, from the looks of it. It's, wow, you go to all this trouble and expense to get something in front of me, and after all of that to get my attention, you don't have anything interesting to say?Anil: Right.Corey: [crosstalk 00:07:40] inverse of that.Anil: [crosstalk 00:07:41] it doesn't work.Corey: Yeah. Oh, yeah. It's brand awareness. I love that game. Ugh.Anil: I was a CIO, and not once in my life did I ever make a purchasing decision based on who was sponsoring a golf tournament. It never happened, right? Like, I never made a call on a database platform because of a poster that was up at, you know, San Jose Airport. And so I think that's this thing that developers in particular, have really good BS filters, and you can sort of see through.Corey: What I have heard about the airport advertising space—and I but a humble cloud economist; I don't know if this is necessarily accurate or not—but if you have a company like Accenture, for example, that advertises on airport billboards, they don't even bother to list their website. If you go to their website, it turns out that there's no shopping cart function. I cannot add ‘one consulting' to my cart and make a purchase.Anil: “Ten pounds of consult, please.”Corey: Right? I feel like the primary purpose there might very well be that when someone presents to your board and says, “All right, we've had this conversation with Accenture.” The response is not, “Who?” It's a brand awareness play, on some level. That said, you say you don't do a bunch traditional advertising, but honestly, I feel like you advertise—more successfully—than I do at The Duckbill Group, just by virtue of having a personality running the company, in your case.Now, your platform is for the moment, slightly larger than mine, but that's okay,k I have ambition and a tenuous grasp of reality and I'm absolutely going to get there one of these days. But there is something to be said for someone who has a track record of doing interesting things and saying interesting things, pulling a, “This is what I do and this is how I do it.” It almost becomes a personality-led marketing effort to some degree, doesn't it?Anil: I'm a little mindful of that, right, where I think—so a little bit of context and history: Glitch as a company is actually 20 years old. The product is only a few years old, but we were formerly called Fog Creek Software, co-founded by Joel Spolsky who a lot of folks will know from back in the day as Joel on Software blog, was extremely influential. And that company, under leadership of Joel and his co-founder Michael Pryor spun out Stack Overflow, they spun out Trello. He had created, you know, countless products over the years so, like, their technical and business acumen is off the charts.And you know, I was on the board of Stack Overflow from, really, those first days and until just recently when they sold, and you know, you get this insight into not just how do you build a developer community that is incredibly valuable, but also has a place in the ecosystem that is unique and persists over time. And I think that's something that was very, very instructive. And so when it came in to lead Glitch I, we had already been a company with a, sort of, visible founder. Joel was as well known as a programmer as it got in the world?Corey: Oh, yes.Anil: And my public visibility is different, right? I, you know, I was a working coder for many years, but I don't think that's what people see me on social media has. And so I think, I've been very mindful where, like, I'm thrilled to use the platform I have to amplify what was created on a Glitch. But what I note is it's always, “This person made this thing. This person made this app and it had this impact, and it got these results, or made this difference for them.”And that's such a different thing than—I don't ever talk about, “We added syntax highlighting in the IDE and the editor in the browser.” It's just never it right. And I think there are people that—I love that work. I mean, I love having that conversation with our team, but I think that's sort of the difference is my enthusiasm is, like, people are making stuff and it's cool. And that sort of is my lens on the whole world.You know, somebody makes whatever a great song, a great film, like, these are all things that are exciting. And the Glitch community's creations sort of feel that way. And also, we have other visible people on the team. I think of our sort of Head of Community, Jenn Schiffer, who's a very well known developer and her right. And you know, tons of people have read her writing and seen her talks over the years.And she and I talk about this stuff; I think she sort of feels the same way, which is, she's like, “If I were, you know, being hired by some cloud platform to show the latest primitives that they've deployed behind an API,” she's like, “I'd be miserable. Like, I don't want to do that in the world.” And I sort of feel the same way. But if you say, “This person who never imagined they would make an app that would have this kind of impact.” And they're going to, I think of just, like, the last couple of weeks, some of the apps we've seen where people are—it could be [unintelligible 00:11:53]. It could be like, “We made a Slack bot that finally gets this reporting into the right channel [laugh] inside our company, but it was easy enough that I could do it myself without asking somebody to create it even though I'm not technically an engineer.” Like, that's incredible.The other extreme, we have people that are PhDs working on machine learning that are like, “At the end of the day, I don't want to be responsible for managing and deploying. [laugh]. I go home, and so the fact that I can do this in create is really great.” I think that energy, I mean, I feel the same way. I still build stuff all the time, and I think that's something where, like, you can't fake that and also, it's bigger than any one person or one public persona or social media profile, or whatever. I think there's this bigger idea. And I mean, to that point, there are millions of developers on Glitch and they've created well over ten million apps. I am not a humble person, but very clearly, that's not me, you know? [laugh].Corey: I have the same challenge to it's, effectively, I have now a 12 employee company and about that again contractors for various specialized functions, and the common perception, I think, is that mostly I do all the stuff that we talk about in public, and the other 11 folks sort of sit around and clap as I do it. Yeah, that is only four of those people's jobs as it turns out. There are more people doing work here. It's challenging, on some level, to get away from the myth of the founder who is the person who has the grand vision and does all the work and sees all these things.Anil: This industry loves the myth of the great man, or the solo legend, or the person in their bedroom is a genius, the lone genius, and it's a lie. It's a lie every time. And I think one of the things that we can do, especially in the work at Glitch, but I think just in my work overall with my whole career is to dismantle that myth. I think that would be incredibly valuable. It just would do a service for everybody.But I mean, that's why Glitch is the way it is. It's a collaboration platform. Our reference points are, you know, we look at Visual Studio and what have you, but we also look at Google Docs. Why is it that people love to just send a link to somebody and say, “Let's edit this thing together and knock out a, you know, a memo together or whatever.” I think that idea we're going to collaborate together, you know, we saw that—like, I think of Figma, which is a tool that I love. You know, I knew Dylan when he was a teenager and watching him build that company has been so inspiring, not least because design was always supposed to be collaborative.And then you think about we're all collaborating together in design every day. We're all collaborating together and writing in Google Docs—or whatever we use—every day. And then coding is still this kind of single-player game. Maybe at best, you throw something over the wall with a pull request, but for the most part, it doesn't feel like you're in there with somebody. Certainly doesn't feel like you're creating together in the same way that when you're jamming on these other creative tools does. And so I think that's what's been liberating for a lot of people is to feel like it's nice to have company when you're making something.Corey: Periodically, I'll talk to people in the AWS ecosystem who for some reason appear to believe that Jeff Barr builds a lot of these services himself then writes blog posts about them. And it's, Amazon does not break out how many of its 1.2 million or so employees work at AWS, but I'm guessing it's more than five people. So yeah, Jeff probably only wrote a dozen of those services himself; the rest are—Anil: That's right. Yeah.Corey: —done by service teams and the rest. It's easy to condense this stuff and I'm as guilty of it as anyone. To my mind, a big company is one that has 200 people in it. That is not apparently something the world agrees with.Anil: Yeah, it's impossible to fathom an organization of hundreds of thousands or a million-plus people, right? Like, our brains just aren't wired to do it. And I think so we reduce things to any given Jeff, whether that's Barr or Bezos, whoever you want to point to.Corey: At one point, I think they had something like more men named Jeff on their board than they did women, which—Anil: Yeah. Mm-hm.Corey: —all right, cool. They've fixed that and now they have a Dave problem.Anil: Yeah [unintelligible 00:15:37] say that my entire career has been trying to weave out of that dynamic, whether it was a Dave, a Mike, or a Jeff. But I think that broader sort of challenge is this—that is related to the idea of there being this lone genius. And I think if we can sort of say, well, creation always happens in community. It always happens influenced by other things. It is always—I mean, this is why we talk about it in Glitch.When you make an app, you don't start from a blank slate, you start from a working app that's already on the platform and you're remix it. And there was a little bit of a ego resistance by some devs years ago when they first encountered that because [unintelligible 00:16:14] like, “No, no, no, I need a blank page, you know, because I have this brilliant idea that nobody's ever thought of before.” And I'm like, “You know, the odds are you'll probably start from something pretty close to something that's built before.” And that enabler of, “There's nothing new under the sun, and you're probably remixing somebody else's thoughts,” I think that sort of changed the tenor of the community. And I think that's something where like, I just see that across the industry.When people are open, collaborative, like even today, a great example is web browsers. The folks making web browsers at Google, Apple, Mozilla are pretty collaborative. They actually do share ideas together. I mean, I get a window into that because they actually all use Glitch to do test cases on different bugs and stuff for them, but you see, one Glitch project will add in folks from Mozilla and folks from Apple and folks from the Chrome team and Google, and they're like working together and you're, like—you kind of let down the pretense of there being this secret genius that's only in this one organization, this one group of people, and you're able to make something great, and the web is greater than all of them. And the proof, you know, for us is that Glitch is not a new idea. Heroku wanted to do what we're doing, you know, a dozen years ago.Corey: Yeah, everyone wants to build Heroku except the company that acquired Heroku, and here we are. And now it's—I was waiting for the next step and it just seemed like it never happened.Anil: But you know when I talked to those folks, they were like, “Well, we didn't have Docker, and we didn't have containerization, and on the client side, we didn't have modern browsers that could do this kind of editing experience, all this kind of thing.” So, they let their editor go by the wayside and became mostly deploy platform. And—but people forget, for the first year or two Heroku had an in-browser editor, and an IDE and, you know, was constrained by the tech at the time. And I think that's something where I'm like, we look at that history, we look at, also, like I said, these browser manufacturers working together were able to get us to a point where we can make something better.Corey: This episode is sponsored by our friends at Oracle HeatWave is a new high-performance accelerator for the Oracle MySQL Database Service. Although I insist on calling it “my squirrel.” While MySQL has long been the worlds most popular open source database, shifting from transacting to analytics required way too much overhead and, ya know, work. With HeatWave you can run your OLTP and OLAP, don't ask me to ever say those acronyms again, workloads directly from your MySQL database and eliminate the time consuming data movement and integration work, while also performing 1100X faster than Amazon Aurora, and 2.5X faster than Amazon Redshift, at a third of the cost. My thanks again to Oracle Cloud for sponsoring this ridiculous nonsense.Corey: I do have a question for you about the nuts and bolts behind the scenes of Glitch and how it works. If I want to remix something on Glitch, I click the button, a couple seconds later it's there and ready for me to start kicking the tires on, which tells me a few things. One, it is certainly not using CloudFormation to provision it because I didn't have time to go and grab a quick snack and take a six hour nap. So, it apparently is running on computers somewhere. I have it on good authority that this is not just run by people who are very fast at assembling packets by hand. What does the infrastructure look like?Anil: It's on AWS. Our first year-plus of prototyping while we were sort of in beta and early stages of Glitch was getting that time to remix to be acceptable. We still wish it were faster; I mean, that's always the way but, you know, when we started, it was like, yeah, you did sit there for a minute and watch your cursor spin. I mean, what's happening behind the scenes, we're provisioning a new container, standing up a full stack, bringing over the code from the Git repo on the previous project, like, we're doing a lot of work, lift behind the scenes, and we went through every possible permutation of what could make that experience be good enough. So, when we start talking about prototyping, we're at five-plus, almost six years ago when we started building the early versions of what became Glitch, and at that time, we were fairly far along in maturity with Docker, but there was not a clear answer about the use case that we're building for.So, we experimented with Docker Swarm. We went pretty far down that road; we spent a good bit of time there, it failed in ways that were both painful and slow to fix. So, that was great. I don't recommend that. In fairness, we have a very unusual use case, right? So, Glitch now, if you talk about ten million containers on Glitch, no two of those apps are the same and nobody builds an orchestration infrastructure assuming that every single machine is a unique snowflake.Corey: Yeah, massively multi-tenant is not really a thing that people know.Anil: No. And also from a security posture Glitch—if you look at it as a security expert—it is a platform allowing anonymous users to execute arbitrary code at scale. That's what we do. That's our job. And so [laugh], you know, so your threat model is very different. It's very different.I mean, literally, like, you can go to Glitch and build an app, running a full-stack app, without even logging in. And the reason we enable that is because we see kids in classrooms, they're learning to code for the first time, they want to be able to remix a project and they don't even have an email address. And so that was about enabling something different, right? And then, similarly, you know, we explored Kubernetes—because of course you do; it's the default choice here—and some of the optimizations, again, if you go back several years ago, being able to suspend a project and then quickly sort of rehydrate it off disk into a running app was not a common use case, and so it was not optimized. And so we couldn't offer that experience because what we do with Glitch is, if you haven't used an app in five minutes, and you're not a paid member, who put that app to sleep. And that's just a reasonable—Corey: Uh, “Put the app to sleep,” as in toddler, or, “Put the app to sleep,” as an ill puppy.Anil: [laugh]. Hopefully, the former, but when we were at our worst and scaling the ladder. But that is that thing; it's like we had that moment that everybody does, which is that, “Oh, no. This worked.” That was a really scary moment where we started seeing app creation ramping up, and number of edits that people were making in those apps, you know, ramping up, which meant deploys for us ramping up because we automatically deploy as you edit on Glitch. And so, you know, we had that moment where just—well, as a startup, you always hope things go up into the right, and then they do and then you're not sleeping for a long time. And we've been able to get it back under control.Corey: Like, “Oh, no, I'm not succeeding.” Followed immediately by, “Oh, no, I'm succeeding.” And it's a good problem to have.Anil: Exactly. Right, right, right. The only thing worse than failing is succeeding sometimes, in terms of stress levels. And organizationally, you go through so much; technically, you go through so much. You know, we were very fortunate to have such thoughtful technical staff to navigate these things.But it was not obvious, and it was not a sort of this is what you do off the shelf. And our architecture was very different because people had looked at—like, I look at one of our inspirations was CodePen, which is a great platform and the community love them. And their front end developers are, you know, always showing off, “Here's this cool CSS thing I figured out, and it's there.” But for the most part, they're publishing static content, so architecturally, they look almost more like a content management system than an app-running platform. And so we couldn't learn anything from them about our scaling our architecture.We could learn from them on community, and they've been an inspiration there, but I think that's been very, very different. And then, conversely, if we looked at the Herokus of the world, or all those sort of easy deploy, I think Amazon has half a dozen different, like, “This will be easier,” kind of deploy tools. And we looked at those, and they were code-centric not app-centric. And that led to fundamentally different assumptions in user experience and optimization.And so, you know, we had to chart our own path and I think it was really only the last year or so that we were able to sort of turn the corner and have high degree of confidence about, we know what people build on Glitch and we know how to support and scale it. And that unlocked this, sort of, wave of creativity where there are things that people want to create on the internet but it had become too hard to do so. And the canonical example I think I was—those of us are old enough to remember FTPing up a website—Corey: Oh, yes.Anil: —right—to Geocities, or whatever your shared web host was, we remember how easy that was and how much creativity was enabled by that.Corey: Yes, “How easy it was,” quote-unquote, for those of us who spent years trying to figure out passive versus active versus ‘what is going on?' As far as FTP transfers. And it turns out that we found ways to solve for that, mostly, but it became something a bit different and a bit weird. But here we are.Anil: Yeah, there was definitely an adjustment period, but at some point, if you'd made an HTML page in notepad on your computer, and you could, you know, hurl it at a server somewhere, it would kind of run. And when you realize, you look at the coding boot camps, or even just to, like, teach kids to code efforts, and they're like, “Day three. Now, you've gotten VS Code and GitHub configured. We can start to make something.” And you're like, “The whole magic of this thing getting it to light up. You put it in your web browser, you're like, ‘That's me. I made this.'” you know, north star for us was almost, like, you go from zero to hello world in a minute. That's huge.Corey: I started participating one of those boot camps a while back to help. Like, the first thing I changed about the curriculum was, “Yeah, we're not spending time teaching people how to use VI in, at that point, the 2010s.” It was, that was a fun bit of hazing for those of us who were becoming Unix admins and knew that wherever we'd go, we'd find VI on a server, but here in the real world, there are better options for that.Anil: This is rank cruelty.Corey: Yeah, I mean, I still use it because 20 years of muscle memory doesn't go away overnight, but I don't inflict that on others.Anil: Yeah. Well, we saw the contrast. Like, we worked with, there's a group called Mouse here in New York City that creates the computer science curriculum for the public schools in the City of New York. And there's a million kids in public school in New York City, right, and they all go through at least some of this CS education. [unintelligible 00:24:49] saw a lot of work, a lot of folks in the tech community here did. It was fantastic.And yet they were still doing this sort of very conceptual, theoretical. Here's how a professional developer would set up their environment. Quote-unquote, “Professional.” And I'm like, you know what really sparks kids' interests? If you tell them, “You can make a page and it'll be live and you can send it to your friend. And you can do it right now.”And once you've sparked that creative impulse, you can't stop them from doing the rest. And I think what was wild was kids followed down that path. Some of the more advanced kids got to high school and realized they want to experiment with, like, AI and ML, right? And they started playing with TensorFlow. And, you know, there's collaboration features in Glitch where you can do real-time editing and a code with this. And they went in the forum and they were asking questions, that kind of stuff. And the people answering their questions were the TensorFlow team at Google. [laugh]. Right?Corey: I remember those days back when everything seemed smaller and more compact, [unintelligible 00:25:42] but almost felt like a balkanization of community—Anil: Yeah.Corey: —where now it's oh, have you joined that Slack team, and I'm looking at this and my machine is screaming for more RAM. It's, like, well, it has 128 gigs in it. Shouldn't that be enough? Not for Slack.Anil: Not for chat. No, no, no. Chat is demanding.Corey: Oh, yeah, that and Chrome are basically trying to out-ram each other. But if you remember the days of volunteering as network staff on Freenode when you could basically gather everyone for a given project in the entire stack on the same IRC network. And that doesn't happen anymore.Anil: And there's something magic about that, right? It's like now the conversations are closed off in a Slack or Discord or what have you, but to have a sort of open forum where people can talk about this stuff, what's wild about that is, for a beginner, a teenage creator who's learning this stuff, the idea that the people who made the AI, I can talk to, they're alive still, you know what I mean? Like, yeah, they're not even that old. But [laugh]. They think of this is something that's been carved in stone for 100 years.And so it's so inspiring to them. And then conversely, talking to the TensorFlow team, they made these JavaScript examples, like, tensorflow.js was so accessible, you know? And they're like, “This is the most heartwarming thing. Like, we think about all these enterprise use cases or whatever. But like, kids wanting to make stuff, like recognize their friends' photo, and all the vision stuff they're doing around [unintelligible 00:26:54] out there,” like, “We didn't know this is why we do it until we saw this is why we do it.”And that part about connecting the creative impulse from both, like, the most experienced, advanced coders at the most august tech companies that exist, as well as the most rank beginners in public schools, who might not even have a computer at home, saying that's there—if you put those two things together, and both of those are saying, “I'm a coder; I'm able to create; I can make something on the internet, and I can share it with somebody and be inspired by it,” like, that is… that's as good as it gets.Corey: There's something magic in being able to reach out to people who built this stuff. And honestly—you shouldn't feel this way, but you do—when I was talking to the folks who wrote the things I was working on, it really inspires you to ask better questions. Like when I'm talking to Dr. Venema, the author of Postfix and I'm trying to figure out how this thing works, well, I know for a fact that I will not be smarter than he is at basically anything in that entire universe, and maybe most beyond that, as well, however, I still want to ask a question in such a way that doesn't make me sound like a colossal dumbass. So, it really inspires you—Anil: It motivates you.Corey: Oh, yeah. It inspires you to raise your question bar up a bit, of, “I am trying to do x. I expect y to happen. Instead, z is happening as opposed to what I find the documentation that”—oh, as I read the documentation, discover exactly what I messed up, and then I delete the whole email. It's amazing how many of those things you never send because when constructing a question the right way, you can help yourself.Anil: Rubber ducking against your heroes.Corey: Exactly.Anil: I mean, early in my career, I'd gone through sort of licensing mishap on a project that later became open-source, and sort of stepped it in and as you do, and unprompted, I got an advice email from Dan Bricklin, who invented the spreadsheet, he invented VisiCalc, and he had advice and he was right. And it was… it was unreal. I was like, this guy's one of my heroes. I grew up reading about his work, and not only is he, like, a living, breathing person, he's somebody that can have the kindness to reach out and say, “Yeah, you know, have you tried this? This might work.”And it's, this isn't, like, a guy who made an app. This is the guy who made the app for which the phrase killer app was invented, right? And, you know, we've since become friends and I think a lot of his inspiration and his work. And I think it's one of the things it's like, again, if you tell somebody starting out, the people who invented the fundamental tools of the digital era, are still active, still building stuff, still have advice to share, and you can connect with them, it feels like a cheat code. It feels like a superpower, right? It feels like this impossible thing.And I think about like, even for me, the early days of the web, view source, which is still buried in our browser somewhere. And you can see the code that makes the page, it felt like getting away with something. “You mean, I can just look under the hood and see how they made this page and then I can do it too?” I think we forget how radical that is—[unintelligible 00:29:48] radical open-source in general is—and you see it when, like, you talk to young creators. I think—you know, I mean, Glitch obviously is used every day by, like, people at Microsoft and Google and the New York Timesor whatever, like, you know, the most down-the-road, enterprise developers, but I think a lot about the new creators and the people who are learning, and what they tell me a lot is the, like, “Oh, so I made this app, but what do I have to do to put it on the internet?”I'm like, “It already is.” Like, as soon as you create it, that URL was live, it all works. And their, like, “But isn't there, like, an app store I have to ask? Isn't there somebody I have to get permission to publish this from? Doesn't somebody have to approve it?”And you realize they've grown up with whether it was the app stores on their phones, or the cartridges in their Nintendo or, you know, whatever it was, they had always had this constraint on technology. It wasn't something you make; it's something that is given to you, you know, handed down from on high. And I think that's the part that animates me and the whole team, the community, is this idea of, like, I geek out about our infrastructure. I love that we're doing deploys constantly, so fast, all the time, and I love that we've taken the complexity away, but the end of the day, the reason why we do it, is you can have somebody just sort of saying, I didn't realize there was a place I could just make something put it in front of, maybe, millions of people all over the world and I don't have to ask anybody permission and my idea can matter as much as the thing that's made by the trillion-dollar company.Corey: It's really neat to see, I guess, the sense of spirit and soul that arises from a smaller, more, shall we say, soulful company. No disparagement meant toward my friends at AWS and other places. It's just, there's something that you lose when you get to a certain point of scale. Like, I don't ever have to have a meeting internally and discuss things, like, “Well, does this thing that we're toying with doing violate antitrust law?” That is never been on my roadmap of things I have to even give the slightest crap about.Anil: Right, right? You know, “What does the investor relations person at a retirement fund think about the feature that we shipped?” Is not a question that we have to answer. There's this joy in also having community that sort of has come along with us, right? So, we talk a lot internally about, like, how do we make sure Glitch stays weird? And, you know, the community sort of supports that.Like, there's no reason logically that our logo should be the emoji of two fish. But that kind of stuff of just, like, it just is. We don't question it anymore. I think that we're very lucky. But also that we are part of an ecosystem. I also am very grateful where, like… yeah, that folks at Google use Glitch as part of their daily work when they're explaining a new feature in Chrome.Like, if you go to web.dev and their dev portal teaches devs how to code, all the embedded examples go to these Glitch apps that are running, showing running code is incredible. When we see the Stripe team building examples of, like, “Do you want to use this new payment API that we made? Well, we have a Glitch for you.” And literally every day, they ship one that sort of goes and says, “Well, if you just want to use this new Stripe feature, you just remix this thing and it's instantly running on Glitch.”I mean, those things are incredible. So like, I'm very grateful that the biggest companies and most influential companies in the industry have embraced it. So, I don't—yeah, I don't disparage them at all, but I think that ability to connect to the person who'd be like, “I just want to do payments. I've never heard of Stripe.”Corey: Oh yeah.Anil: And we have this every day. They come into Glitch, and they're just like, I just wanted to take credit cards. I didn't know there's a tool to do that.Corey: “I was going to build it myself,” and everyone shrieks, “No, no. Don't do that. My God.” Yeah. Use one of their competitors, fine,k but building it yourself is something a lunatic would do.Anil: Exactly. Right, right. And I think we forget that there's only so much attention people can pay, there's only so much knowledge they have.Corey: Everything we say is new to someone. That's why I always go back to assuming no one's ever heard of me, and explain the basics of what I do and how I do it, periodically. It's, no one has done all the mandatory reading. Who knew?Anil: And it's such a healthy exercise to, right, because I think we always have that kind of beginner's mindset about what Glitch is. And in fairness, I understand why. Like, there have been very experienced developers that have said, “Well, Glitch looks too colorful. It looks like a toy.” And that we made a very intentional choice at masking—like, we're doing the work under the hood.And you can drop down into a terminal and you can do—you can run whatever build script you want. You can do all that stuff on Glitch, but that's not what we put up front and I think that's this philosophy about the role of the technology versus the people in the ecosystem.Corey: I want to thank you for taking so much time out of your day to, I guess, explain what Glitch is and how you view it. If people want to learn more about it, about your opinions, et cetera. Where can they find you?Anil: Sure. glitch.com is easiest place, and hopefully that's a something you can go and a minute later, you'll have a new app that you built that you want to share. And, you know, we're pretty active on all social media, you know, Twitter especially with Glitch: @glitch. I'm on as @anildash.And one of the things I love is I get to talk to folks like you and learn from the community, and as often as not, that's where most of the inspiration comes from is just sort of being out in all the various channels, talking to people. It's wild to be 20-plus years into this and still never get tired of that.Corey: It's why I love this podcast. Every time I talk to someone, I learn something new. It's hard to remain too ignorant after you have enough people who've shared wisdom with you as long as you can retain it.Anil: That's right.Corey: Thank you so much for taking the time to speak with me.Anil: So, glad to be here.Corey: Anil Dash, CEO of Gletch—or Glitch as he insists on calling it. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an angry comment telling me how your small team at AWS is going to crush Glitch into the dirt just as soon as they find a name that's dumb enough for the service.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

Behind every great game design, there is a great game engine and Jeff Stephenson was responsible for one of the greatest game engines ever, SCI, which powered many Sierra adventures as well as the tech that powered The Sierra Network.   What was life at Sierra like in those heady Corsegold days?  Jeff tells all.     Recorded: March 2021   Links: https://www.mobygames.com/developer/sheet/view/developerId,52/ https://www.pomona.edu/ https://en.wikipedia.org/wiki/Ratfor https://en.wikipedia.org/wiki/Software_Arts https://en.wikipedia.org/wiki/IBM_Personal_Computer https://en.wikipedia.org/wiki/VisiCalc https://archive.org/details/softalkv2n01sep1981/page/68/mode/1up https://en.wikipedia.org/wiki/Sierra_Entertainment https://en.wikipedia.org/wiki/Coarsegold,_California https://en.wikipedia.org/wiki/Ken_Williams_(game_developer) https://en.wikipedia.org/wiki/Time_Zone_(video_game) https://en.wikipedia.org/wiki/Apple_IIe https://en.wikipedia.org/wiki/King%27s_Quest_I https://en.wikipedia.org/wiki/IBM_PCjr http://nerdlypleasures.blogspot.com/2014/08/homeword-sierra-onlines-easy-to-use.html https://archive.org/details/apple_2_homewordplus https://en.wikipedia.org/wiki/Adventure_Game_Interpreter https://www.mobygames.com/game/donald-ducks-playground https://en.wikipedia.org/wiki/Adventure_Game_Interpreter https://en.wikipedia.org/wiki/List_of_Sierra%27s_Creative_Interpreter_games https://www.filfre.net/2018/02/the-sierra-network/ https://en.wikipedia.org/wiki/Prior_art https://codewriteplay.com/2020/10/07/founder-ken-williams-discusses-the-time-sierra-on-line-game-developers-nearly-unionized-in-new-book/ https://en.wikipedia.org/wiki/Message_Handling_System  

The way Shishir Mehrotra sees it, digital documents haven't really changed in 50 years. Since the days of WordStar, Harvard Graphics and VisiCalc, the basic idea of what makes up a document, presentation and spreadsheet haven't really changed. Until now.Now, thanks to companies like Coda — where Mehrotra is founder and CEO — along with Notion, Quip and others, that's starting to change. These companies are building tools that can do multiple things in a single space, that are designed both for creating and for sharing, and that turn documents from “a piece of paper on a screen” into something much more powerful. And to hear Mehrotra tell it, documents are headed toward a future that looks more like an operating system than a Word file.Mehrotra joined the Source Code podcast to talk about Coda's recent announcements, the two-year project to rebuild its core technology, Coda's future as a platform, and why he thinks documents can be much more than just documents going forward.For more on the topics covered in this episode:Shishir Mehrotra on TwitterCodaCoda's GalleryCoda's next move: Building an app store for getting stuff doneThe Power of Reset: Arianna Huffington's secret to de-stress and unite teamsFor all the links and stories, head to Source Code's homepage.

Richard Melmon is a pioneer in the technology industry. He launched the first spreadsheet, VisiCalc, he was in charge of the early advertising for Apple, and he launched the first digital watch at Intel. Richard is the Co-founder of Electronic Arts, a company with a $30 billion market cap. He also co-founded Melmon Tawa & Partners, a high-tech advertising agency acquired by Livingston and Co. in 1989. Richard built and sold Objective Software to Asymetrix in 1993. He has co-founded and built many businesses ever since.  More recently, Richard co-founded Bullpen Capital in 2010 with Paul Martino and Duncan Davidson and has led several of its key investments, including Braze and Homelight. Richard is also is Managing Partner at NSV Wolf Capital. In this episode… One common thread among successful entrepreneurs is that they have built companies that failed. Richard Melmon is no exception. He thought all that a company needed to succeed was good marketing, but that became his most significant career regret.  Fast forward many successful exits later, Richard shares some of his entrepreneurial battle scars that could set you straight on your way to building the next Apple. Why does Richard think everyone else is wrong about AI being the future? What is that one thing a company must get right to succeed?  Listen to this episode of the Inspired Insider Podcast with Dr. Jeremy Weisz featuring Richard Melmon, Co-founder at Bullpen Capital and NSV Wolf Capital. They discuss Richard's tech background, his running with Steve Jobs, Bill Gates, co-founding Electronic Arts (EA), becoming a venture capitalist, the many scars along the way, and skepticism about AI. Stay tuned! 

Foundations of Amateur Radio The art of storing information in such a way that it doesn't devolve into random gibberish is an ongoing battle in the evolution of the human race. Egyptians five thousand years ago were perfectly happy storing information using hieroglyphs. They used it for well over three thousand years, but today you'd be hard pressed bumping into anyone on the street who knows one, let alone one thousand characters. Latin fared a little better. It's been in use for over two thousand years, but other than fields like biology, medicine and of course some religions, the best you can hope for is et cetera, mea culpa and my favourite, carpe noctum, that and a few mottos scattered about. Using technology to store information is no better. If you have a 3.5 inch floppy disc tucked away in a drawer, can you still read it today and do you know why it's called a floppy disc? What about a 5.25 inch, or 8 inch floppy. What about tape. Do you still have backups stored on DAT? Even if you could physically read the information, could you still make sense of it? Can you open a VisiCalc spreadsheet file today? That was invented during my lifetime, first released in 1979. The latest release was in 1983. My point being that storing and retrieving information is hard. Amateur Radio is an activity that has been around since the early 1900's, over a century of information. We describe our collective wisdom in books, magazines, audio recordings, websites, podcasts, videos and tweets. One of the more consistent sources of information coming from our activity is logging, specifically QSO or contact logging. There are bookshelves full of paper log files, but since the advent of home computing, logging now is primarily an electronic affair. If you've upgraded the software on your computer, you know the pains associated with maintaining your log across those transitions. If you've changed operating systems, the problem only got worse. Currently there are primarily two standards associated with logging, the ADIF and Cabrillo specifications. Both are published ways of describing how to store information in such a way that various bits of software can read the information and arrive at the same interpretation. As you might expect, things change over time and any standard needs to be able to adopt changes as they occur. How that happens is less than transparent and in an open community like amateur radio, that's a problem. Used primarily for logging contacts, the Amateur Data Interchange Format or ADIF is published on a website, adif.org. There's lively discussion in a mailing list and since its inception in 1996, it's evolved through many versions, incorporating change as it happens. Like the adoption of new digital modes, new country codes and administrative subdivisions. Used for contest logging, Cabrillo is published on the World Wide Radio Operators Foundation, or WWROF web site which assumed administration for the specification in 2014. It documents changes as they occurred, like adding contest names, station types and contest overlays. While there's clearly activity happening, there doesn't appear to be a public forum where this is discussed. Speaking of public. The DXCC, or DX Century Club is a radio award for working countries on a list. ADIF stores those country codes using the DXCC country code number, which is part of the specification published by the ARRL, the American Radio Relay League. The list of DXCC entities is copyrighted by the ARRL, which is fair enough, but you have to actually buy it from the ARRL to get a copy. This is a problem because it means that any future archivist, you included, needs access to a specific version of both the ADIF and the then valid DXCC list, just to read the information in a log file. To put it mildly, in my opinion, that's bonkers. Relying on external information isn't limited to ADIF. Cabrillo relies on external data for the format of the Location field which indicates where the station was operating from. Among others, it refers to the RSGB, the Radio Society of Great Britain who maintains a list of IOTA, or Islands on the Air, published on a web site that no longer exists. There are other issues. It appears that for the Cabrillo specification there is no incremental version number associated with any changes. Version 3 of Cabrillo was released in 2006. There are 31 changes published to update Version 3, but as far as I can tell, they're all called Version 3, so anyone attempting to read a Version 3 log will not actually know what they're dealing with. To give you a specific example of three changes. In 2016 the 119G band name was changed to 123G, which was changed in 2021 to 122G. All three labels refer to the same band, but until you actually start looking at the file will you have any indication about the version used to generate the file. Let's move on. Contesting. Not the logging or the on-air activity, but how to score a contest. What activity gets points and what incurs a penalty? Do you get different points for different bands, for different station prefixes, for low power, for multiple operators, for being portable and plenty more. Can you make contact with the same station more than once, if so, how often and under which circumstances? What is the exchange, how does it change, if at all? Each of these choices are weighed by contest managers all over the globe and they do it every time they run their contest. For some contests that means that there are dozens of rule versions across the years. To give you some idea of scale, the modern CQWW was first run in 1948 and there's at least one amateur contest every weekend. Now imagine that you're writing contest logging software that keeps track of your score and alerts you if the contact you're about to make is valid or not, or if it incurs a penalty if you were to log it. That software is driven by the rules that govern a particular contest. Some contest software is updated by the author every time a major contest is held to incorporate the latest changes. Other contest tools use external definition files, which specify how a particular contest is scored. As you might suspect, that too is information and it too is in flux and to make matters worse, there is no standard. So far, the tools that I've found that make any concerted attempt at this all use different file formats to specify how a contest is scored and of those, one explicitly points out that their file format doesn't incorporate all of the possible variation, leaving it to updating the software itself in order to incorporate changes that aren't covered by their own file format. That is sub-optimal to say the least. Personally, I think that there is a place for a global standards body for amateur radio, one that coordinates all these efforts, one that has a lively discussion, one that uses modern tools to publish its specifications and one that does this using public information with an eye on record keeping. I'm Onno VK6FLAB

VisiCalc was the first spreadsheet computer application, released in 1979 and created by two developers in an attic. The tool quickly became the must-have program for the Apple II computer, but it didn't take long for VisiCalc's publisher and developers to fight over its success. Hosted by Corbin Davenport, guest starring Joe Fedewa. Follow on Twitter: https://twitter.com/TechTalesShow Follow on Mastodon/Fediverse: https://mas.to/@techtales Support on PayPal: https://tinyurl.com/techtalesdonate Sources: • https://books.google.com/books?id=9gIPuja3CoEC&pg=PA62#v=onepage&q&f=false • https://archive.computerhistory.org/resources/access/text/2017/06/102738286-05-01-acc.pdf • http://www.bricklin.com/history/sai.htm • https://www.nytimes.com/1984/09/18/business/visicalc-lawsuit-is-settled.html • https://www.nytimes.com/1984/02/26/business/how-a-software-winner-went-sour.html • https://www.nytimes.com/1987/04/09/business/copyright-suit-fights-lotus-1-2-3.html • https://www.latimes.com/archives/la-xpm-1989-03-07-fi-245-story.html

[Automated transcript] Weekly - Microsoft is planning on making you buy a new computer [00:00:00] Microsoft has had some incredibly successful operating systems and some significant failures. Think of windows millennial edition. While now they're coming up with windows 11, and frankly, things just aren't looking that good. [00:00:16] If you know me, you know how I have had some issues with Microsoft here over the years. They are a company that has been, in my opinion, very dishonest have been doing all kinds of immoral things for a very long time by destroying. [00:00:36] Parts of the market that they considered being competitors of theirs, so they have used their position at the top of the market with billions of dollars in cash to really nail anybody that tries to challenge them. And it's incredible to me what has happened over the years. But, of course, you might know Microsoft did. [00:00:57] Putting investment into Apple. And many people say that investment that bill gates authorized really saved apple from total collapse. And I can see how is this a reasonable audience or argument? But the bottom line is that Microsoft Windows has never been a great operating system when we get down to it. [00:01:21] It's always had issues. It's always had glitches, and we could go into a lot of reasons for that. But I think one of the main ones is that it has really tried to stay compatible with everything, all of the. When you were a kid, you certainly rode a bicycle. But, still, the bike that you might be riding when you're in your thirties or forties is probably not going to have three wheels. [00:01:46] And it's probably not going to have a pedal connected to the front wheel. It is going to be a whole lot different, and Microsoft, over the years, has tried to make their more modern operating systems as time has gone on. Compatible with older operating systems of theirs. And that inevitably leads to problems. [00:02:06] If you're trying to fix a problem, Einstein said this, right? If you're trying to fix a problem, you cannot use the thinking that created the problem in that first place, in order to fix a problem, you have to think at a different level. And when it comes to software and operating systems, you actually. To program at a different level. [00:02:29] And the entire structure of the programs has to be different than it is when you're starting. Microsoft has been doing that a little bit. And with Windows 11, they are really trying, they've gotten such black eyes over the years for security problems, and I think they deserve them for the most part. [00:02:50] Now they're forcing you to use, what's called a TPM. Now these TPMS have been around for quite a while. You see them built into your Macs, and they've been built into your apple Macs now for years built-in frankly to your iOS devices for your iPhone also for years. But this is a trusted platform module TPM. [00:03:17] And the idea behind a TPM is that your computer hardware is locking. All of this information and the senior TPM. Now there are a lot of difficult implementations of TPMS. The implementation that apple uses stores, all kinds of stuff that makes sure you're booting properly security, keys, et cetera. What Microsoft is doing now is for windows 11. [00:03:47] If you're going to. Your machine has to have a TPM and not just a older TPM 2.0, now there are alpha images available right now for developers of Windows 11. And I have to absolutely encourage you if you are a software developer to get an alpha version of windows so that you can double-check, is my software still going to be able to run in this. [00:04:13] And I also want to encourage you if you are relying on certain applications and maybe they're a little bit older, maybe they're not, but if your business requires you to use a piece of software, you really should get windows 11. Right now, get the alpha code, follow it through beta and test your software. [00:04:36] Make sure it works. If it isn't working, then talk to your software vendors, warn them that it's. Because Windows 11 requiring TPM support, although it doesn't require right now in this alpha version that they're releasing, but it does require it. Supposedly when they finally release windows 11, your computers that you have today probably don't have this chip. [00:05:07] We have a client that decided they were going to go out and buy their own server against our judgment. And what we told them they should be doing. So they went out and they bought we're going to get an HP server from HP enterprise and they did. And it did not have most of the security staff that they needed, including it did not have a TPM. [00:05:27] It did not have one of these trusted platform modules on it. Now, in their case with this HP server, they could buy one after the fact and install it. Although the entire machine had to be completely destroyed and reloaded, that's a minor price to pay versus buying a whole new server. [00:05:48] The TBM is not necessarily going to be compatible with the new version of windows. In fact, Microsoft surface tablets. I look this up their highest end surface tablets, Microsoft branding all over it. Microsoft certified $6,000 almost to buy this, or, top end surface tablet with all of the bells and whistles you can get on it. [00:06:15] It will not work with windows 11. How's that? So the reason Microsoft is doing this, I think is a good reason. They really want to lock down this system so that we're no longer having as many security problems. And we're not going to get into all of the different types of security problems that TPM is not going to solve a lot of them, but it's going to solve. [00:06:40] Some of them, but the program manager over Microsoft, her name is Al area. I guess it is Carly. She said that the hardware floor of TPM 2.0 support is going to be in place for the final version. We'll see. I think a lot of people are going to push back. However, Microsoft really does and legitimately does want to make sure that everything is safe. [00:07:07] So keep that in mind. There are a lot of people complaining about it, the alpha version. And that is why you have an alpha version, they're complaining about it because of the TPM, but also because of some of the other things that are going on with windows 11, at least right now, some of the things Microsoft has announced they've got, for instance group policy will not let you get around hardware enforcement for windows 11. [00:07:34] Microsoft is still going to block you from upgrading your device. To make sure your devices stay supported and secure. So that's good news and it's good news because many times in the past, how many of us we've upgraded our machines and to a new version of the operating system. And I use upgrade with air quotes around it, but we've upgraded our machines and they won't work with the new version of it. [00:08:00] The audience here for her little statement, which was part of this, a Microsoft tech community user questions was very upset. They did not like the answers that she was giving. And this is according to windows central, the videos, top comment, read, quote, a lot of these answers come off as super tone. [00:08:22] Deaf is looking like Windows 11 will be another windows. So for those of us that know yeah. Windows eight was really quite the flop member. They very quickly came out with windows eight one and the Microsoft is, and the only tone-deaf company out there, I've got to say, I think Apple has been very tone-deaf in a lot of different ways. [00:08:44] Now they seem to be waking up doing some things a little bit better, so kudos to them for that. But a lot of companies really. Tone, deaf to what users want. And there's a lot of blog posts here. We'll have to see if what they're saying ultimately ends up in windows 11. If it does, things will be a bit of a problem. [00:09:08] But part of the reason we don't know. Is because Microsoft disabled, any more comments on the video, they were getting so many of them. And of course there's trolls people who hate Microsoft. I'm certainly not one of them. They also, by the way, deleted all existing comments on the video here about windows 11 with their program manager in response to the negativity, the voting is still upon this video and. [00:09:37] 2,700 dislikes and only 146 likes as of this last week. It's interesting. Microsofts are really rushing to these new hardware requirements. They're being very aggressive, and I think they're handling it. Sound familiar. We've heard these sorts of things before, but now we'll see here into the legitimacy of this, how much is it going to benefit is limited as well because where are we having our biggest problems? [00:10:09] People cooking, links, things get installed et cetera, that nothing to TPM is going to be able to handle. The TPM is going to make sure that you have a secure boot that's it's missing. Goal in life. So how was it we're going to help with a lot of this other stuff we will see, and I'll definitely keep you up to date on this. [00:10:28] It's a real. Hey, I want to remind you guys, go to Craig peterson.com. Hopefully you got my newsletter last week. I gave you a private link to a webinar that I did about VPN, because there's a lot of people selling VPNs. Most of them are misrepresenting what they can. And in fact, most of them make you less safe. [00:10:53] So don't miss another thing. Go to Craig peterson.com right now. And subscribe [00:10:59] There seems to be a worker shortage. And a lot of businesses are finding that frankly, people who are involved in technology are resigning, they're calling it a great resignation of workers. We have a lot of problems as business people, filling jobs nowadays. [00:11:20] And one of the things I've thought about doing is maybe even starting a course for people who want to figure out if this whole cybersecurity thing is right for them. I think that might make a lot of sense for some people. And there are some of you listeners. I know, because I've talked to you who have gone out and. [00:11:40] Gotten into, is that a word who have changed careers into the cybersecurity realm? So does it make sense for you? I don't know. Do you think it would make sense for me to offer something? A cybersecurity course to give you guys the basics and help you to understand it, to see if it might be good for you. [00:12:00] Only, you know that, and if you're interested, make sure you drop me a note just to me, M E Craig peterson.com and let me know what you think, but the big tech is suffering from this great resignation of workers and workers in the technology field right now. It's a good time to leave. Now, this isn't the same as many workers who, for instance, were in the restaurant business for many years, were in food service. [00:12:31] You make money. Maybe you don't make money. Who knows those. And of course, those jobs pretty much disappeared during the lockup. Big tech, it's different in big tech. Most of these people, most of us, frankly, we retained our jobs. We were still able to work, still able to do the stuff we'd always been doing, but we were doing it from home, and many employees looked at the situation and said, I am not going to leave. [00:13:04] Because I don't know if I'll be able to get a new job. Does that make sense to you? So we have a bit of a pent up demand in the tech field of people who maybe didn't like the boss didn't really like what they were doing, but kept the job because at least it was a job. It paid some bills. And from the bottom-line standpoint, it didn't make sense to. [00:13:28] Now we see something else going on, people are leaving like crazy Facebook here. There's a quote in an article in MarketWatch. Lost this guy named Raymond Andres. Who's now the chief technology officer at air table. Now I've used air table before I was a client of theirs for a while. It's really something. [00:13:51] If you need to do some basic project management, or if you have a process for doing something. That needs to be tracked and maybe something handed over to another person when it meets a certain stage, check it out, air table.com online, but he left Facebook and he said, there's been a burst of activity of people leaving. [00:14:15] If anything. The lockdown delayed decisions. And that's exactly what I was saying. I've been saying that for a very long time, but there's another factor involved when it comes to technology. And that is the funding, which is just amazing. You might remember a couple of years ago we had this. Brakes on IPO's on initial public offerings. [00:14:40] These tech companies just were not going to go public at all. And because of that, many angel investors and venture capitalists said, forget about it. I'm not going to go ahead and make any sort of investment. That is the time when a lot of these small companies just failed and of course, incomes the lockdown and even more of them failed. [00:15:03] But now. But the investors are a spinner spending a lot of money so far this year, there have been 84 initial public offerings in the U S alone. Isn't that amazing? 50 plus billion dollars in IPO's. Now that's up from about 38 billion. Last year. So there's obviously money in the IPO world. So that gets the venture capitalists interested. [00:15:36] So VC money is also a record hives. This year's track to be the best year yet. According to PitchBook through June. This year 2021, $150 billion has been raised among about 7,000 deals. Now that's ahead of last year's record, a total of $164 billion for the year. So we're looking at some major money going in. [00:16:09] And we're have a lot of people that are leaving from Google and Facebook and Amazon and Apple, maybe your company as well, who are saying, wow there's some real opportunity now I could get in on the ground floor. The VC money is a record high, so I can take at least some salary enough to make it heck I haven't had to pay rent for a year. [00:16:32] So I can afford to do that, to try and. Something with some of my friends and that's exactly what they're doing. Robert half, which is a company I've had on my show before Robert half international, they did a survey and they found that about one third of the almost 3000 information technology professionals. [00:16:56] They surveyed said they planned to look for a new job in the next few months. They're also saying Robert half is that while employers posted more than 365,000 job openings in June alone, they're not getting filled that's by the way, the highest monthly. In about since September, 2019, and that's according to comp Tia, which is a, an industry trade group. [00:17:24] I'm a member of that. My company is a member of comp Tia as well. So there are a lot of things happening that are really driving people to startups. And there's a lot of advantages to that. So here's another guy. This is an engineering manager who left Facebook last year. And he quickly returned. [00:17:45] He said working at a startup, you have much more connection with employees and things moved faster. So tiger graph, by the way, also hired ex-Googlers. And they're increasing the workforce this year too, about 300 from 90. So think about what they're doing. That's not, yeah, technically it's probably still a startup, but it's 300 employees. [00:18:10] That's not us. That is a lot of employees, and they've got a lot of money behind them. Here's another guy. And she's saying, I thought I would be a lifer at Amazon. But this was a tremendous opportunity. I can have a far greater impact and more influence on the company's trajectory, which quite frankly was harder at Amazon. [00:18:32] And we're seeing more and more of particularly the younger employees looking at that. Her name's Anna fag fabric, sorry about the names butchering here, but she's now at freshly she's their chief criminals commercialization. Officer. So a lot of people are saying in this survey from Robert half international that having a chance to have an impact at a smaller company was a major reason for leaving. [00:19:00] And that's after years of massive growth at big tech companies. So again, IBM in the 1970s. They were the ruler, they were the king. They was impossible. If you work for IBM, man, they're going to be around forever. And of course, they still are. And they have amazing products, especially the Z series mainframe, but they're not the company they were. [00:19:24] And I think we now are seeing. The next step in these big high-tech, but is no longer being the companies that they were innovation is going to leave with these employees, and they're going to really be hurt and hurt quite a bit. All right. So coming up, we're going to talk, of course, more about some of the more important tech stuff, you've got to, if you haven't already get on my email list, I'll send you a couple of special reports that we. [00:19:54] As well as of course, every week, one or two newsletters, not sales documents, newsletters, Craig peterson.com. [00:20:04] Bitcoin is all of the rage. In fact, these cryptocurrencies or something, a lot of people have considered investing in of course, many have invested in it. I played around with them about a decade ago, and the IRS seized 1.2 billion worth of it. [00:20:19] You might remember, we talked years ago about the IRS trying to tax things in the virtual world. So if you were in one of these real life type things and you owned property, as it were inside this virtual world, they wanted to tax it. Of course, if you sold something with real hard money and. You sold it inside that real world with real hard money, you would end up having to pay taxes. [00:20:47] Just if you sold a hammer to someone, that's the way it works. A lot of people have decided that, for some reason, cryptocurrency is completely untracked. Now we know about cases. I've talked about them here where some of these coins in this particular case, we're talking about Bitcoin or has been used online. [00:21:15] And in fact, the government has found out who was using it and really stepped in, in a big way. Silk road is the biggest example. This was an online black market for everything you can think of, from illegal drugs to firearms, to all kinds of illegal commodities that were for sale online. [00:21:40] This was back in 2013, they were using Bitcoin to buy and sell things on this free trade zone. I think they called themselves and silk growed was just thriving. On comes the federal government and federal agents in the United States really cut their teeth in crypto search and seizure. With taking down the silk road, you might remember this was very unprecedented. [00:22:10] People had no idea. What they could do. How could the federal government monitor this? Can I buy and sell these Bitcoins? All of that sort of thing. And 20 years as the chief of money laundering and asset forfeiture in. Yeah, us attorney's office for the Southern District of New York. Sharon Levin said that this whole takedown or silk road was completely unprecedented and it was new technology. [00:22:41] What do you do well because people. Here cryptocurrency and crypto, of course, being short for cryptography, they figure that okay. While obviously it is absolutely untraceable untrackable. Tell that to the people that this year have tried to ransom money out of enough. US corporation, some of the major consider for instance, colonial pipeline and what happened with them and how at least half of their cryptocurrency was returned to them. [00:23:15] So don't think that this stuff is a way that you can get away with breaking in the law or not paying taxes. It is not the whole. Business, if you will, of crypto seizure and sale is growing incredibly fast. In fact, the federal government just enlisted the help of the private sector to manage and store these crypto tokens that have been seized from. [00:23:47] Now I mentioned that the IRS has seized about $1.2 billion worth of cryptocurrency this fiscal year. That is a whole lot of cryptocurrency. And what are they doing with it while it's the same thing? Remember the drug dealers back in the day. Miami, what was happening? I used to love Miami vice TV show. What happened there while they seize boats, they seized cars. [00:24:13] They seized cash. Obviously, they can just put back into circulation, but everything else, what do they do? Cores, they go ahead and they sell it at auction. And that's what they've been doing. Then in June, they started auctioning off light coin and Bitcoin cash. They had 11 different lots on offer. [00:24:38] It was a four day auction and it included 150.2, 2 5 6 7 1 5 3 light coin. You like that. Remember cryptocurrency is not necessarily a whole coin. It's like having a gold coin. That's worth 500 bucks. How are you going to use that to buy a loaf? But what happens with these cryptocurrencies is you can buy and sell fractions of a coin. [00:25:04] So that's why you get into the millions of a piece of a coin. So they sold 150 ish like coin and. Above 0.00022 a Bitcoin cash worth more than 21 grand. So that's one of the 11 lots that was out there. And this crypto property is what they're calling. It had been confiscated as part of a tax noncompliance case. [00:25:34] I'm looking right now at the public auction sale notice. And where it was, where you could go online. It was a GS, a auctions.gov. If you want to check these things out, as in the general services administration, auctions.gov, GSA, auctions.gov, and they were selling it, and it was a taxpayer, it tells you all kinds of information about them. [00:25:56] It's a. Crazy here, but you have to pay by cash to certified cashiers or treasures check drawn on different whatever banks. And it's really cool to look at some of these things, but you can find them online. If you're interested in buying them might be a good way to buy them, to buy these various cryptocurrencies if you want to get into there. [00:26:20] But a lot can refer to almost anything could be, as I said, boats or cars like it was on Miami vice. It could be some number of crypto coins that are being auctioned. So they're going to be doing more and more of that. Then, apparently, the feds are saying that they have no plans to step back from being basically a crypto broker. [00:26:46] Here is the bottom line here because they're seizing and selling all of these assets. So keep an eye out for that. Remember what is going on? The silk road site that I mentioned had been shut down or operating on the dark web. It used Bitcoin exclusively nowadays are using various either types of coins. [00:27:09] Most of them are ultimately traceable, and we're not going to get into all of the details behind it, but the bottom line is so what do they do now? Think about this. Silk road had 30,000 Bitcoin that they were able to identify in CS. And it was probably the biggest Bitcoin seizure ever. And it sold for about $19 million. [00:27:37] So that was quite a few years ago. Somebody just pull up a calculator here, say 30,000 times, and what's Bitcoin nowadays. I'm not quite sure. Let's say it's $15,000. So in today's money, it had a half, a billion dollars. Today's value, a half, a billion dollars worth of Bitcoin in there isn't that something, and that was all seized and it was all auctioned off. [00:28:03] So keep an eye on that. They're following the money is the technique they're using. You can find out a lot more at us, marshals.gov, and that is how they found it. If you've got pictures. You're going to have to sell it. You're going to have to transfer. You have to do something with it. And that's where they're getting. [00:28:24] Bottom line, particularly if you take the Bitcoin and turn it into something else, but this would take a while to explain. And I was very happy to be able to sit in on a presentation that was done by the treasury department on how they handle all of this. It's frankly very fascinating. Hey, make sure you spend a couple of minutes and join me online. [00:28:49] Craig peterson.com. You can sign up for my newsletter. You can listen to my podcasts, and you can get some free, special reports just for signing up. [00:28:59] This is a tough one. Apple has decided that they are going to build in to the next release of the iPhone and iPad operating system. Something that monitors for child porn. [00:29:12] Apple has now explained that they are going to be looking for child abuse images in specific ones. And I just am so uncomfortable talking about this, but the whole idea behind it is something we need to discuss. Apple said, they're going to start scanning for these images and confirmed the plan. In fact, when people said, are you sure you're going to be doing that? [00:29:43] Here's what. IOS 15, which is the next major release of Apple's operating system for I-phones. And for I pad is going to use a tie to something called the national center for missing and exploited children. And the idea behind this is to help stop some of this child abuse and there's people who traffic in children, and it's just unimaginable. [00:30:13] What happens out there really is some people it's just such evil. I, it I just don't get it. Here's what they're going to be doing. There are ways of taking checksums of pictures and videos, so that if there is a minor change in something that might occur, because it was copied that it does not mess it up. [00:30:39] It still can give the valid checksum and. Iman, that technology is detailed, but basically just think of it as a checksum. So if you have a credit card number, there is a checksum digit on that bank accounts have checked some digits so that if you mess it up a little bit, okay, it's an invalid checksum, so that number's obviously wrong in this case. [00:31:03] What we're talking about is a checksum of a pitcher or oven. And these various child safety organizations have pictures of children who are abused or who are being abused, who are being exploited. And they have these checksums, which are also called hashes. That is now going to be stored on your iOS device. [00:31:33] And yes, it's going to take some space on the device. I don't think it's going to take an enormous amount of space considering how much space is on most of our iPhones and iPads that are out there. Apple gave this detection system is called C Sam, a real thorough technical summary. It is available online, and I've got a, to this article in this week's newsletter, but they released this in just this month, August of 2021. [00:32:06] And they're saying that they're using a threshold that is. Quote set to provide an extremely high level of accuracy and ensures the less than one in 1 trillion chance per year of incorrectly flagging a given account. Now I can say with some certainty in having had a basic look through some of the CSM detection documentation, that they're probably right about that, that the odds are very good. [00:32:39] Small that someone that might have a picture of their kids in a bathtub, the odds are like almost so close to zero. It is zero that it will be flagged as some sort of child abuse, because it's not looking at the content of the picture. It's not saying that this picture, maybe it is a picture of child exploitation or a video of her child being exploited. [00:33:01] If it is not one that has been seen before by the national center for missing exploited. It will not be flagged. So I don't want you guys to get worried that a picture at the beach of your little boy running around and just boxer trunks, but a lot of skin showing is going to get flagged. It's not going to happen. [00:33:24] However, a pitcher that is known to this national center for missing and exploited children is in fact going to be flagged and your account will be flagged. Now it's hard to say exactly what they're going to do. I haven't seen anything about it, of the apples. Only say. That that they're going to deploy software. [00:33:50] That's going to analyze images in the messages application for new system that will warn children and their parents from receiving or sending sexually explicit photos. So that's different. And that is where again, a child, you put parental settings on their iPhone. If they're taking these. Pictures, selfies, et cetera. [00:34:13] Girls sending it to a boyfriend, sending it to his girlfriend, whatever it might be. The parents are going to be warned, as are the children that is looking for things that might be of a sexual content. Okay. It really is. It's really concerning. Now let's move on to the part that I'm concerned about, because I think everyone can agree that both of those features are something good that are ultimately going to be very good, but here's a quote. [00:34:40] Apple is replacing it's industry standard end to end encrypted messaging system with an infrastructure for surveillance and censorship. Now, this is a guy who's co-director for the center for democracy and technology security and surveillance product project, I should say. He's Greg, no, him, no Chaim, is saying this, and he said apple should abandon these changes and restore its users, faith in the security and integrity of their data on apple devices and services. [00:35:14] And this is from an article over an tech. So this is now where we're getting. Because what are they doing? How far are they going? Are they going to break the end encryption in something like I messages? I don't think they are going to break it there. They're not setting up necessarily an infrastructure for surveillance and censorship, but apple has been called on as has every other manufacturer of software. [00:35:44] I remember during the Clinton administration, this whole thing with eclipse. Where the federal government was going to require anyone that had any sort of security to use this chip that was developed by the federal government. And it turns out, of course, the NSA had an very big backdoor in it, and it was a real problem. [00:36:04] Look at the Jupiter. That was another encryption chip and it was being used by Saddam Hussein and his family in order to communicate. And it turns out yeah, there's a back door there too. This was a British project and chip that was being used. So with apple, having resisted pressure. To break into phones by the US government. [00:36:27] But some of these other governments worldwide that have been very nasty, who've been spying on their citizens who torture people who don't do what apple are not happy, what the government wants them to do have been trying to pressure Apple into revealing this. Now I have to say, I have been very disappointed in all of these major companies, including apple, when it comes to China, they're just drooling at the opportunity to be there. [00:36:56] Apple does sell stuff there. All of these companies do. Yeah, Google move their artificial intelligence lab to China, which just, I cannot believe they would do something like that. AI machine learning, those or technologies that are going to give the United States a real leg up technology wise to our competitors worldwide. [00:37:17] And they move to China, but they have complied with this great firewall of China thing where the Chinese people are being censored. They're being monitored. What's going to happen now because they've had pressure from these governments worldwide to install back doors in the encryption systems. [00:37:38] And apple said, no, we can't do that because that's going to undermine the security for all users, which is absolutely true. If there is a door with a lock, eventually that lock will get picked. And in this case, if there's a key, if there's a backdoor of some sort, the bad guys are going to fight. Now Apple has been praised by security experts for saying, Hey, listen, we don't want to undermine security for everybody, but this plan to do ploy, some software that uses the capabilities of your iPhone to scan. [00:38:15] Your pictures, your photos, things that videos that you're sharing with other people and sharing selected results with the authorities. Apple is really close to coming across that line to going across it. Apple is dangerously close to acting as a tool for government surveillance. And that's what John Hopkins university cryptography professor Matthew Greene said on. [00:38:46] This is really a key ingredient to adding surveillance, to encrypted messages. This is again, according to our professor over John Hopkins, green professor green, he's saying that would be a key in Greece and then adding surveillance, encrypted messaging, the ability to add scanning systems like this to end encrypted messaging systems has been a major ask by law enforcement, the world. [00:39:14] So they have it for detecting stuff about missing and exploited children. That's totally wonderful. And I'm fine with that. No problem. But that now means that Apple's platform has the ability to add other types of scanning. All right. We'll see what ends up happening these the next thing, which is warning children and their parents about sexually explicit photos is also a bit of a problem here. [00:39:46] Apples. Yeah on this is messages uses on-device machine learning to analyze image attachments, and determine if a photo is sexually explicit. The feature is designed so that Apple does not get access to the messages it's saying, if it detects it, they're going to blur the photo. The child will be warned, presented with helpful resources and reassured it is okay if they do not want to view them. [00:40:16] And the system will let parents get a message. If children do view a flagged photo and similar protections are available for child attempts to send sexually explicit photos. Interesting. Isn't it. Interesting world. So I think what they're doing now is, okay, they're really close to that line, going over. [00:40:38] It could mean the loss of lives in many countries that really totally abuse their citizens or subjects, depending on how they look at them. Hey, make sure you check me out online. Craig peterson.com. Hey, sorry about having to talk about this, but man, this isn't. [00:40:57] It's time for a little bit of good news. We now have satellite internet performance. That's pretty much on par with fixed broadband, and it isn't just in the us. We're going to talk about that right now. What are the options? [00:41:13] You might remember the whole Sputnik thing and what happened there really drove the space race forward very rapidly, but we're using much fancier satellites than Sputnik, which of course, all it was doing was sending out a beep. [00:41:30] It was alive. And I remember I went over to a friend's house. I have an advanced class amateur radio license, and I went over to a friend's house, and he had some satellite equipment. He was also a ham, and we were able to tune his satellite in his satellite dish into a couple of the satellites up there. [00:41:52] Now the amateur radio community has one or more satellites. I'm not sure. We were really impressed with all of the stuff that's up there in the sky. There are satellites, of course, that we don't even know what they're doing because they're top-secret government satellites. And they're probably a decade ahead of the rest of the industry. [00:42:15] But he was pulling down images from some of these satellites that were open-source of what's happening on the earth and just all kinds of things back before heavy encryption. It was very cool to think that these satellites were miles up in space. No, I'm looking@somestatisticsherefromspeedtest.net. [00:42:37] I don't know if you've ever tried it. You should try and go to speed. Test one word.net on your web browser. And it'll open up a little window. It's a company called Uber. And that window will allow you to start a test. And the first thing it does is it tries to find, okay, where are you located? And who has the closest reflector that we can use for speed testing? [00:43:02] Usually there's something not too far away from you. If you are out in the Netherlands and of course, many of you listening, kind of our Netherlands, when it comes to internet access, you have pretty slow internet and speed test dot nettle. I'll put there's three numbers, you, or maybe four, you really have to pay attention to. [00:43:25] You've got the download number and that's telling you how fast the data comes down to your browser from that particular spot, which is typically, as I said, close to you, although nowadays something that's far away on the internet, isn't going to be that much. So download matters and then probably what matters the most for most people. [00:43:48] The next thing to look at is upload most of the time. If you have a regular consumer internet link, your upload speed is about 10, maybe as much as 20% of your download speed. So if you're getting megabit down, It's going to be 10% of that megabit down, maybe as much as 20%. So you're going to get about a hundred K up versus the megabit down it again, it varies. [00:44:21] A lot of places will have 50 megabits down and 10 megabits up so it can vary. Now the up speed, the uplink speed is what's going to affect you when you are trying to upload a file. So maybe you're trying to upload something to work, or you are trying to stream a video cause you're trying to run a webinar. [00:44:45] That's what that is. The next number that you have to pay attention to is the round trip time. So that's the time it takes from a packet to get from your computer to the server that you're connected to. And then back again. Usually that's measured in milliseconds. And I remember the very first time I was using the ethernet, it was thick wire, ethernet, and 10 megabits. [00:45:16] And wow. I was just so fast and very expensive to use. And the delay pinging another machine. In other words, sending a packet from my machine to another machine on the network. And then having that packet returned to me was anywhere from if it was like lightning fast, 10 milliseconds, and more likely it was 30, 40, 50, even a hundred milliseconds on the same day. [00:45:44] Nowadays, if you're looking@yournumbersonspeedtest.net, you are probably seen speeds that just blow away what I was using back then because things have just gotten so much faster. You've probably seen a few milliseconds in speed round trip, speed time again, depending on how good your link is. And then the fourth one you have to pay attention to is. [00:46:11] And jitter is where you are seeing inconsistent speeds in those round trip times. And that's going to affect live stuff, particularly live audio, which we'll notice a lot to that. Hey, the audio is just terrible. It's dropping out at me. Maybe sounds digitized. Usually. Parts dropout gamers care a lot about the jitter because that's going to affect their game and how they play their game. [00:46:42] So I just ran it here on my studio computer. Now we have fiber optics. We have a business line that goes directly to Comcast backbone and I'm seeing. From where I am to a server that's about 90 miles away, I would say my ping time round trip is three milliseconds. It's just, I'm still blown away by that. [00:47:08] Cause I remember using dial up modems that were 110 bits per second, 110. And that was just absolutely amazing. And then 300, can you believers? 300 bod and it's changed a lot, right? So three milliseconds round trip time for me. And I'm trying to brag or make you feel bad. I'm just telling you what it can be. [00:47:30] My download speed is 720. Megabits per second. And that's because right now we're downloading a few different things and my upload speed is a gigabit per second. So you can see in a commercial link, typically your download and your upload speeds are the same. It is not, it is in 10% obviously is exactly the same. [00:47:54] So those are the numbers you should look at. I don't see on my results. The jitter, maybe there's not reporting that anymore, or maybe they only reported on bad lines. I'm not sure, but again, speed test.net. So they have released this guys@speedtest.net, some stats on the satellite companies, because our friends over at startling, that's Elon Musk's company think Tesla and SpaceX, they are showing. [00:48:28] Amazing download speeds. They're showing 97 megabits a second download. Now that doesn't of course, I really approach the gigabit that I'm seeing, but this is from a satellite. It's just amazing. And they're going to see if more now all fixed all speeds of everyone. One in the United States that has gone to speed test.net and ran speed tests. [00:48:56] All speeds averaged out in the United States come to 115 megabits. So Starlink is almost as fast as the average broadband connection in the United States. Now here's a little, here's where they really shine to upload speed of about 14 megabits a second. So that's not bad that still fits within our model that we talked about latency. [00:49:24] 45 milliseconds. Now compare that with what I had, which was what three milliseconds it's slow, but it's again, remember it's a satellite. So it's going from the earth station while it's actually going from your computer to their satellite dish at your location is going up to the satellite is coming back down to an earth station is picking up the signals from the satellite, and then it's going to the server. [00:49:53] So 45 milliseconds is pretty good. I want to put that in perspective, though. The two biggest competitors right now, satellite internet are Hughes net and ViaSat Hughes net. This is again, according to speed, test.net. Download speed is averaging a little less than 20 megabits a second. So it's 20% of the speed of startling. [00:50:20] Yeah, pretty bad. A and star links latency. Remember, and this matters a lot. If you're trying to do live video or you're trying to run your phone over it, latency is 724 milliseconds. So that's three quarters of a second. From the time a packet goes out until it comes back. So that will affect any sort of phone calls that you're making on HughesNet and then ViaSat none, much better download speed of 18 megabits a second, which is worse, but the upload is slightly better than HughesNet and their latency is slightly. [00:50:56] What I'm saying is Starlink is really starting to shine. And Elon Musk is saying they are going to be even better. They're going to be much better. Give them a little bit of time. The reason that Charlene has the faster latency. Much, much faster latency than our friends at HughesNet or ViaSat is that they have low earth orbit satellite. [00:51:23] So they are sitting up there. They do have some drag from our atmosphere, so they will come down. There's things in place to take care of all of that sort of stuff. But Starlink it's going to be available pretty much everywhere. The country. India is very excited about this because they've had real problems with the internet in some of the rural areas. [00:51:48] But Hey, if you are out in the middle of nowhere in the United States, there is hope check out, Starlink online, lots of great stuff. Hey, stick around. We will be right back. You're listening to Craig Peterson. [00:52:05] The hackers are still going after with ransomware, they're still doing just blanket attacks. They're still doing massive fishing, but they have glommed on to something that is being much more effective. That's what we're going to be talking about. [00:52:21] This is a huge problem. We have seen some very high profile ransomware lately. Think of what happened with colonial pipeline, the whole solar winds attack, and much more the bad guys are trying to figure out a way to more inexpensive. Ransom money from us to more inexpensively, get all of our confidential information. [00:52:48] I have a client that before he was my client, all of his data was stolen and they run right to the Chinese. I have another client who's operating account was completely emptied. And the problem in both of these cases, Was really the client not doing what they should be doing, but supply chain problems, supply chains, the software, you have the hardware you have that you're relying on it. [00:53:19] One of the major types of businesses that are being attacked right now are our managed security services, company, security researchers who are trying to do, with all the effort they can maybe keep ourselves safe. But they're not doing what they should be doing. You've heard me complain for many years about programmers. [00:53:43] I'm saying that in air quotes, people who have learned how to do Microsoft C sharp or visual basic, whatever it might be. At a very high level in share. Yeah, they can put stuff together. It reminds me of when the spreadsheets first started hitting the boardrooms, all of a sudden, business people, managers all the way on up through the board were saying I don't need the it department anymore. [00:54:09] In order to get these numbers, I can just gather them in myself and put together a spreadsheet. I'll be safe. Everything will be great. I'm going to get that information now instead of having to wait for it, to get some programmers involved and get it done. The problem in all of these cases is exactly this. [00:54:29] These are non-professionals that are trying to do the job. Those spreadsheets, many of them had bad data on them. They compiled into even worse data because there were in many cases. Problems with the spreadsheet. I remember when I was a professor at Pepperdine University and I was teaching management information systems out there in the west coast and beautiful campus, by the way, if you've never been there out at Pepperdine, right on the coast. [00:54:59] But when I was working with those students, who were, it was his MIS 4 22 last year undergraduate. I ended up emphasizing spreadsheet. Because I realized most of them didn't really know how to do it. Yeah. Okay. They could go ahead and put a little thing in there that says, add up all of these columns and this row and multiply by that and cut out. [00:55:25] I've got a number coming out, but is that number correct? It's like a county. And that's why accountants use double entries in the accounting systems to make sure everything zeroes out. Make sure everything is correct. And by having someone who's a manager using this spreadsheet, you might get some great information and might get it quickly. [00:55:46] It might be absolutely correct, but it's very possible that it won't be. And from my experience and programmers are the worst of the worst, because many of them started when they were kids, very bright kids who were working on stuff and hacking it things. That's where the term hacker comes from. [00:56:05] Hacker wasn't necessarily a bad thing. They certainly. Bad guys. They were just hacking it. The computer's trying to figure out how to program, and if something went wrong, they would hack at the code a little bit more to try and fix it and figure it out. Non-professional they were just hacking that stuff. [00:56:23] And that's what we called them hackers. And so it was a derogatory term for someone that didn't really know what they were doing, but they were hacking their programming or hacking it. Some other part of it. Versus having people who are actually trained and experienced Microsoft got sued because of how bad windows millennial edition was and windows Vista. [00:56:49] And they found that the majority of the code had been written by interns, by kids, right out of school without the experience. What does that mean? Why am I really bashing the younger generations? It has to do with the ability to foresee problems and the best way to be able to foresee a problem is to have seen it before, for instance, that you've gotta be careful when you're allocating right. [00:57:15] And that it's not necessarily going to be cleared properly, or if at all, and that the return points can be changed in programs. That's one of the things that hackers do most nowadays. So if you have software that's written by people that don't realize all of the implications of what they're doing, you could be in trouble. [00:57:38] I like to use the analogy of a car. Back in the day, many of us are turned a wrench and we tinkered with the older cars. We had a whole lot of fun with them trying to figure out how can I improve this? And we'll do this to the carb and we'll change this and look at this airflow problem, pretty basic stuff. [00:57:56] But today, what we're dealing with is a car that is a whole bunch of major components. We went to replace an air intake because of a bad sensor in a Ford Crown Vic. And it was one of the last model years. And back in the day, you could pretty easily fix that. You just buy the little sensor and put it in there. [00:58:20] And you're all set. We had to buy the whole component, which included the air intake, manifold all the way on back to the sensor and everything that was behind it. It was absolutely crazy and cost a lot of money. So think of someone who is trying to build a car today, we might equate this to you by a transmitter. [00:58:43] You buy an engine, hopefully they fit together. If all right, have you ever tried to match a transmission to an engine and it's not right. Do you have to get a converter or make a converter that goes in the middle, or do you have to drill it out in order to make it Mount properly? All of those sorts of problems. [00:59:00] And then you've got all of the other components in the vehicle as well that are mix and match. That's what programmers are doing nowadays. Nowadays, a programmer grabs this library that does something. So, for instance, Apple has a library you can use that identifies faces, but you don't know how it works. [00:59:22] You don't know that transmission, how it works. Is it really going to work for you? It wasn't smart to combine that 600 horsepower engine with a Vega Chevy Vega transmission. For those of you old enough to remember what that is. But it didn't stop you from doing that either. And that's what we're seeing. [00:59:42] That's what these supply chain attacks are all based on that. So much software is written by people that have not had the experience to think through the potential problems. And Microsoft is to blame for making it really easy for anyone to write a program, just like you could blame VisiCalc back in the day for making it really easy for anyone to make a spread. [01:00:07] But those spreadsheets weren't accurate. The software that we're getting from our suppliers, which include Microsoft. This latest, huge hack came right through Microsoft exchange. It was a zero day bug. The same types of problems that we've had with some of the other software that's out there. Think about how we got the solar winds attack. [01:00:31] Think about some of these other ones that we've had that are just absolutely massive. It can kill us and kill us in a very big, when we're talking of course, about all of our systems and software. Hey, I want to remind you guys, just spend a couple of minutes. If you would go online, Craig peterson.com. [01:00:51] You're going to get the sort of thing. Last weekend. I sent out a video that I chaired with some friends, and I shared it with anybody on my list. Last weekend, it was just part of the newsletter on VPNs, who you can tell. Who you can't trust and the best ways and times to use a VPN. All right. Stick around. [01:01:12] We'll be right back. You're listening to Craig Peterson online@craigpeterson.com. [01:01:20] So now, a little bit about what supply chain attacks are. We're going to get into that a little bit more now, what can you do about it? And this European union-funded study that came in the wake of these two major cyber attacks. [01:01:36] The European Union has now forecasted that there's going to be four times more software supply chain attacks in 2021 than there were in 2010. That, my friend, is a very big deal. These cybercriminals are now shifting to larger cross border targets. [01:01:59] This is just an amazing report. You can look at it. It's called threat landscape for supply chain attacks. And they looked at 24 supply chain incidents that have occurred between January 20, 20 and July, 2021. The basics here are a supply chain attack is where a software provider or some sort of a trusted provider is hacked. [01:02:25] Usually they're are hacked in a way that they don't realize they've been hacked and then they pass off. The hacked software to you. I can remember a Microsoft product back when they used to ship them on DVDs or CDs. And we got that thing. One of the first steps was always to scan it for viruses, and we did. [01:02:48] And sure enough, Microsoft was shipping out software with a virus on it all. The same sorts of things have been happening with thumb drives some of these ones, particularly cheap ones that you buy online often have built right into them. Malware. Now with some of the reason for the malware is legitimately purposeful. [01:03:12] Okay. What they're trying to do is get you to have their little ransomware work for them so they can make some money off of you. In other cases, you have a thumb drive that a friend gave to you, and you're now using a little thumb drive and guests. Yeah, you are a little thumb drive has some nastiness on it. [01:03:32] Same, thing's true with Microsoft word documents that might have macro viruses, if you will, that are built into them. These little Trojans do the same thing with the Excel spreadsheets and on. But what they're finding right now is that these hackers are trying to get to the companies that provide services for the bigger companies. [01:03:55] And that's where it can hurt you and hurt you in a big way. I was just talking about how many programmers just aren't terribly professional. And some of that has to do with their lack of experience and those programmers might be using a library. So, for instance, get hub, which I use, and it's very common to be used out there online. [01:04:18] It has all kinds of source code called open-source code. So you can use it. You can model. That some of that software has been infected. And then there are people who are using languages that are nice and simple, like Python and others. And you write in this scripting language and pull in libraries that come from public sources that do things for you. [01:04:41] So they might do something like display something on this screen. They might go out and grab something from a URL online or connect to a database. And what the bad guys have found out is we're not, double-checking all of the sources of all of this software, and that is causing some huge security holes. [01:05:04] And what ends up happening is companies like solar wind are using some of this soft. And they then might be including it in the software they're providing you now, in the case of solar winds, it's a little bit different, but it's the same concept. Solar wind software was being used by a large number of companies in the U S. [01:05:29] Agencies were using solar wind software. And so we're regular old, small businesses because what happens is you hire a managed services provider and they don't have time to look at all of your computers all of the time. So they have software that they're using called a Ryan in this particular case. And I'll Ryan is installed on all of your computers. [01:05:55] So probably unbeknownst to you there's software on your computers. That is not being written by that managed services provider. But in this case was being written and provided by solar winds. Solar winds got hacked and the hackers put into solar wind software. Code that would eventually end up on your computer and your computer getting hacked. [01:06:18] So you just see how complicated this gets, right? You guys are the best and brightest, but you've probably got your eyes spinning a little bit here because we're talking about multiple layers of like again, direction, right? So these attacks, which mode, it looks like it began maybe in March 20, 20. [01:06:38] We're only detected in December last year, and they have been linked to this Russian organization called cozy bear, but we'll see what happens. We've got the more recent ones, which is the reveal. Ransomware got gang, this R E V I L reveal. And they exploited vulnerability. In Casias VSA, which again is another management platform that's used by many of these companies out there that are providing managed services. [01:07:09] Now I've got to say by means of full exposure here. We had to use both of these pieces of software before. And when we looked into them, we found that they. Insecure. In fact, it sounds like some of these companies had been warned by their own employees, that the entire architecture of their software was insecure. [01:07:33] Okay. So we ditched them all. We're using Cisco's software, they're advanced malware protection. The real high-end firewalls with special software, the backend that's running. So we're not getting into all of these crazy acronyms and names right now. So just so you know, that's what we use. That's what we use for our customers. [01:07:56] I even have that at my house. Okay. So a little bit more expensive, but it's a lot cheaper than having to hire a whole bunch of it. People to keep track of everything else now, because say. I had gotten, I had this ransomware that was distributed to Casa, his client. And potentially to kiss his clients, and this reveal gang demanded a $70 million ransomware payment say is denied that it paid it. [01:08:28] They may or may not have paid it. You might remember in the Trump years, they said, absolutely. Don't pay ransoms, or we may come after you because that is illegal to pay a ransom by. Because you are supporting a terrorist organization. So you gotta be careful with stuff like that. Don't pay ransoms, right? [01:08:48] Because it also tells them that you are a company that pays ransoms. So guess who they're going to come after again, you, because they know you'll pay. So a lot of incidents, I'm looking at a timeline of the attacks that were studied in this report coming out of the European. Yeah. And it is amazing here. [01:09:06] The unit max beans. That's one of those libraries. I was talking about the able desktop as Sydney. Was Vera excelling on VC or excuse me, VG, solar winds, big knocks, Mon pass Ukraine, SEI, click studios cast private stock investment manager goes on Fujitsu ledger. So this is a huge problem. And this is the sad part. [01:09:34] European union's predicting. It'll go up four fold this year. So what do you do? You have to audit your vendors. And that usually means you have to have an agreement plays. They accept the responsibility if you are hacked. So keep it up. Yeah. Let me know if you'd like more help with that. You can always email me M e@craigpeterson.com. [01:09:59] I think I got a couple of those contracts kicking around these vendor contracts. If you'd, I'll send one to, but you have to reach out to me. M E. At Craig peterson.com. All right, stick around. We've got one more segment today, and I want to make sure you spend a couple of minutes online. Craig peterson.com. [01:10:20] And go ahead and sign up. Sign up for my weekly newsletter. [01:10:28] We're going to do a little bit of wrap up right now, including talking about I message some of the changes that have come in Apple's messenger application, that many people are saying it shocking, and you should stop using it right now. [01:10:44] This is an article in Forbes by Zach Dorfman, where he's talking about why you should stop using iMessage after what he's calling the shock iPhone app. [01:10:58] Has had a number of major problems here recently that have been in the news. Of course they have about half of the smartphones in the country, right there. But things have become a little worse for apple here recently. And what we're worried about is, for instance, this whole Pegasus that we talked about a couple of weeks ago, where it is, what's called a zero-click piece of metal. [01:11:25] Where they can send you a text message, even if they're not a friend of yours and take over your phone. And we've seen things like that before. In fact, I think it was in Saudi Arabia, where was it? The crown prince received a video from somebody. He played it, and it exploited some vulnerabilities in the video player and allowed them to have full access to his phone. [01:11:49] And don't remember all of the details, but that part, I do remember. So the big question is, have all of these major security issues being fixed by apple is I messaged say for not, apple is saying it is encrypted end to end. They don't keep messages. There's some question about that because of a major incident back in 2018, where Apple was going to make sure it encrypted all of your backups and then. [01:12:18] FBI apparently spoke to apple and got them to change their opinion on the whole thing, which is another interesting problem. Isn't it. So what do you do, what do you do with that? And what do you do? Very good question. Earlier this year we had WhatsApp make a major change. They had course also said we've got end to end encryption with WhatsApp or wonderful. [01:12:41] And then people really questioned it because it was now owned by our friends over at Facebook. Is there privacy thereon WhatsApp? Is it legitimate? Is it just a bad PR move? What's going on WhatsApp, by the way, with 2 billion users worldwide and WhatsApp Facebook said, Hey, listen, we're gonna start giving you ads. [01:13:05] And basically people were worried about them examining the content of their messages in order to give them targeted ads, et cetera. So now apples just confirmed what Forbes is calling the most shocking and controversial update in the platforms. History. And here's what's going on. Pegasus, of course, as I mentioned, this click attack, Apple's got his new update now, right? [01:13:32] That is using machine learning. In order to see if a minor child might be sending a picture pornographic or otherwise they should not be sending or receiving. And we also have built into it. Now, this child sexual abuse. Check some set of people. That looks on your devices to see, do you have any photos that match, just check some part of the problem with this isn't that I'm not worried about these children that are being exploited. [01:14:06] Cause I am, I'm absolutely against that. But the bigger question here is, okay, so what's next is apple going to capitulate to the government and let them know if you have a certain picture of something rather the government doesn't like, where is this going to end? So in other words, Apple's phones being a lockbox. [01:14:30] The Apple iPad is being a lockbox is really. No longer going to be true. It is no longer going to be that encrypted lockbox that has been promised to us the electronic frontier foundation. As a little comment here, they say Apple's compromise on end to end encryption may appease government agencies in the U S and abroad, but it is a shocking about phase four users who have relied on the company's leadership in privacy. [01:15:00] And security, which is absolutely true. Now there's not much controversy, frankly, about limiting the spread of child sexual abuse material, but where we go on from there, that's where it starts getting a little more questioning here. Here's a, this is a Jake Moore over at east set. You said the initial. [01:15:21] Potential concern is that this new technology could drive CSM further underground. See Sam being this child abuse material, but at least it is likely to catch those at the early stages of their offending. The secondary concern, however, is that it highlights the power in which apple holds with the ability to read what is on devices and match any images to those known on a database. [01:15:47] This intrusion is grown with intensity and often packaged in a way that is for the greater good, right? Isn't that always the case. So we're doing it for the children. I talked about this extensively earlier. You can find it in my podcast, go to Craig peterson.com/podcast. Right now you can listen to it there. [01:16:08] Take a look in your emails from the newsletter. Pretty good about trying to send those out the last few weeks. I haven't been that great because of issues here, family issues and others. So it's been a little tough. So I apologize for that, but we all want to see technology develop. That's going to help tackle abuse. [01:16:27] It's going to stop the real bad guys that are out there. But what happens when China says we want access to this? We want to know when there's any pictures of a weaker symbol, for instance, or something else. What's Apple going to do they get, they can no longer say, oh, that's not taught. We don't have that technology. [01:16:45] There's nothing we can do. Just like Apple has done with the iPhones in the past, saying we don't have a back door. There is no backdoor key. We can't crack into that. That doesn't stand up when they say, okay, China comes to them or Iran or Saudi Arabia, or you name the country and says, Hey, we don't want people to see these particular messages. [01:17:08] Absolutely amazing. So timing on this dreadful. Okay. Part of iOS 15, apparently Pegasus raised two serious concerns that Apple's ecosystem, including I message has sti

Once upon a time, people were computers. It's probably hard to imagine teams of people spending their entire day toiling in large grids of paper, writing numbers and calculating numbers by hand or with mechanical calculators, and then writing more numbers and then repeating that. But that's the way it was before the 1979.  The term spreadsheet comes from back when a spread, like a magazine spread, of ledger cells for bookkeeping. There's a great scene in the Netflix show Halston where a new guy is brought in to run the company and he's flying through an electro-mechanical calculator. Halston just shuts the door. Ugh. Imagine doing what we do in a spreadsheet in minutes today by hand. Even really large companies jump over into a spreadsheet to do financial projections today - and with trendlines, tweaking this small variable or that, and even having different algorithms to project the future contents of a cell - the computerized spreadsheet is one of the most valuable business tools ever built. It's that instant change we see when we change one set of numbers and can see the impact down the line.  Even with the advent of mainframe computers accounting and finance teams had armies of people who calculated spreadsheets by hand, building complicated financial projections. If the formulas changed then it could take days or weeks to re-calculate and update every cell in a workbook. People didn't experiment with formulas. Computers up to this point had been able to calculate changes and provided all the formulas were accurate could output results onto punch cards or printers. But the cost had been in the millions before Digital Equipment and Data Nova came along and had dropped into the tens or hundreds of thousands of dollars  The first computerized spreadsheets weren't instant. Richard Mattessich developed an electronic, batch spreadsheet in 1961. He'd go on to write a book called “Simulation of the Firm Through a Budget Computer Program.” His work was more theoretical in nature, but IBM developed the Business Computer Language, or BCL the next year. What IBM did got copied by their seven dwarves. former GE employees Leroy Ellison, Harry Cantrell, and Russell Edwards developed AutoPlan/AutoTab, another scripting language for spreadsheets, following along delimited files of numbers. And in 1970 we got LANPAR which opened up more than reading files in from sequential, delimited sources. But then everything began to change. Harvard student Dan Bricklin graduated from MIT and went to work for Digital Equipment Corporation to work on an early word processor called WPS-8. We were now in the age of interactive computing on minicomputers. He then went to work for FasFax in 1976 for a year, getting exposure to calculating numbers. And then he went off to Harvard in 1977 to get his MBA. But while he was at Harvard he started working on one of the timesharing programs to help do spreadsheet analysis and wrote his own tool that could do five columns and 20 rows. Then he met Bob Frankston and they added Dan Fylstra, who thought it should be able to run on an Apple - and so they started Software Arts Corporation. Frankston got the programming bug while sitting in on a class during junior high. He then got his undergrad and Masters at MIT, where he spent 9 years in school and working on a number of projects with CSAIL, including Multics. He'd been consulting and working at various companies for awhile in the Boston area, which at the time was probably the major hub. Frankston and Bricklin would build a visible calculator using 16k of space and that could fit on a floppy. They used a time sharing system and because they were paying for time, they worked at nights when time was cheaper, to save money. They founded a company called Software Arts and named their Visual Calculator VisiCalc. Along comes the Apple II. And computers were affordable. They ported the software to the platform and it was an instant success. It grew fast. Competitors sprung up. SuperCalc in 1980, bundled with the Osborne. The IBM PC came in 1981 and the spreadsheet appeared in Fortune for the first time. Then the cover of Inc Magazine in 1982. Publicity is great for sales and inspiring competitors. Lotus 1-2-3 came in 1982 and even Boeing Computer Services got in the game with Boeing Calc in 1985. They extended the ledger metaphor to add sheets to the spreadsheet, which we think of as tabs today. Quattro Pro from Borland copied that feature and despite having their offices effectively destroyed during an earthquake just before release, came to market in 1989. Ironically they got the idea after someone falsely claimed they were making a spreadsheet a few years earlier. And so other companies were building Visible Calculators and adding new features to improve on the spreadsheet concept. Microsoft was one who really didn't make a dent in sales at first. They released an early spreadsheet tool called Multiple in 1982. But Lotus 1-2-3 was the first killer application for the PC.  It was more user friendly and didn't have all the bugs that had come up in VisiCalc as it was ported to run on platform after platform. Lotus was started by Mitch Kapor who brought Jonathan Sachs in to develop the spreadsheet software. Kapor's marketing prowess would effectively obsolete VisiCalc in a number of environments. They made TV commercials so you know they were big time! And they were written natively in the x86 assembly so it was fast. They added the ability to add bar charts, pie charts, and line charts. They added color and printing. One could even spread their sheet across multiple monitors like in a magazine. It was 1- spreadsheets, 2 - charts and graphs and 3 - basic database functions. Heck, one could even change the size of cells and use it as a text editor. Oh, and macros would become a standard in spreadsheets after Lotus. And because VisiCalc had been around so long, Lotus of course was immediately capable of reading a VisiCalc file when released in 1983. As could Microsoft Excel, when it came along in 1985. And even Boeing Calc could read Lotus 1-2-3 files. After all, the concept went back to those mainframe delimited files and to this day we can import and export to tab or comma delimited files. VisiCalc had sold about a million copies but that would cease production the same year Excel was released, although the final release had come in 1983. Lotus had eaten their shorts in the market, and Borland had watched. Microsoft was about to eat both of theirs. Why? Visi was about to build a windowing system called Visi-On. And Steve Jobs needed a different vendor to turn to. He looked to Lotus who built a tool called Jazz that was too basic. But Microsoft had gone public in 1985 and raised plenty of money, some of which they used to complete Excel for the Mac that year. Their final release in 1983 began to fade away And so Excel began on the Mac and that first version was the first graphical spreadsheet. The other developers didn't think that a GUI was gonna' be much of a thing. Maybe graphical interfaces were a novelty! Version two was released for the PC in 1987 along with Windows 2.0. Sales were slow at first. But then came Windows 3. Add Microsoft Word to form Microsoft Office and by the time Windows 95 was released Microsoft became the de facto market leader in documents and spreadsheets. That's the same year IBM bought Lotus and they continued to sell the product until 2013, with sales steadily declining. And so without a lot of competition for Microsoft Excel, spreadsheets kinda' sat for a hot minute. Computers became ubiquitous. Microsoft released new versions for Mac and Windows but they went into that infamous lost decade until… competition. And there were always competitors, but real competition with something new to add to the mix. Google bought a company called 2Web Technologies in 2006, who made a web-based spreadsheet called XL2WEB. That would become Google Sheets. Google bought DocVerse in 2010 and we could suddenly have multiple people editing a sheet concurrently - and the files were compatible with Excel. By 2015 there were a couple million users of Google Workspace, growing to over 5 million in 2019 and another million in 2020. In the years since, Microsoft released Office 365, starting to move many of their offerings onto the web. That involved 60 million people in 2015 and has since grown to over 250 million. The statistics can be funny here, because it's hard to nail down how many free vs paid Google and Microsoft users there are. Statista lists Google as having a nearly 60% market share but Microsoft is clearly making more from their products. And there are smaller competitors all over the place taking on lots of niche areas. There are a few interesting tidbits here. One is that the tools that there's a clean line of evolution in features. Each new tool worked better, added features, and they all worked with previous file formats to ease the transition into their product. Another is how much we've all matured in our understanding of data structures. I mean we have rows and columns. And sometimes multiple sheets - kinda' like multiple tables in a database. Our financial modeling and even scientific modeling has grown in acumen by leaps and bounds.  Many still used those electro-mechanical calculators in the 70s when you could buy calculator kits and build your own calculator. Those personal computers that flowed out in the next few years gave every business the chance to first track basic inventory and calculate simple information, like how much we might expect in revenue from inventory in stock to now thousands of pre-built formulas that are supported across most spreadsheet tooling. Despite expensive tools and apps to do specific business functions, the spreadsheet is still one of the most enduring and useful tools we have. Even for programmers, where we're often just getting our data in a format we can dump into other tools! So think about this. What tools out there have common file types where new tools can sit on top of them? Which of those haven't been innovated on in a hot minute? And of course, what is that next bold evolution? Is it moving the spreadsheet from a book to a batch process? Or from a batch process to real-time? Or from real-time to relational with new tabs? Or to add a GUI? Or adding online collaboration? Or like some big data companies using machine learning to analyze the large data sets and look for patterns automatically?  Not only does the spreadsheet help us do the maths - it also helps us map the technological determinism we see repeated through nearly every single tool for any vertical or horizontal market. Those stuck need disruptive competitors if only to push them off the laurels they've been resting on. 

Microsoft went from a fledgeling purveyor of a BASIC for the Altair to a force to be reckoned with. The biggest growth hack was when they teamed up with IBM to usher in the rise of the personal computer. They released apps and an operating system and by licensing DOS to anyone (not just IBM) and then becoming the dominant OS they allowed clone makers to rise and thus broke the hold IBM had on the computing industry since the days the big 8 mainframe companies were referred to as “Snow White and the Seven Dwarfs.” They were young and bold and grew fast. They were aggressive, taking on industry leaders in different segments, effectively putting CP/M out of business, taking out Lotus, VisiCalc, Novell, Netscape, `and many, many other companies.   Windows 95 and Microsoft Office helped the personal computer become ubiquitous in homes and offices. The team knew about the technical debt they were accruing in order to grow fast. So they began work on projects that would become Windows NT and that kernel would evolve into Windows 2000, phasing out the legacy operating systems. They released Windows Server, Microsoft Exchange, Flight Simulators, maps, and seemed for a time to be poised to take over the world. They even seemed to be about to conquer the weird new smart phone world. And then something strange happened. They entered into what we can now call a lost decade. Actually there's nothing strange about it. This happens to nearly every company. Innovation dropped off. Releases of Windows got buggy. The market share of their mobile operating system fell away. Apple and Android basically took the market away entirely. They let Google take the search market and after they failed to buy Yahoo! they released an uninspired Bing. The MSN subscriptions that once competed with AOL fell away. Google Docs came and was a breath of fresh air. Windows Servers started moving into cloud solutions where Box or Dropbox were replacing filers and Sharepoint became a difficult story to tell.  They copied features from other companies. But were followers - not leaders. And the stock barely moved for a decade, while Apple more than doubled the market cap of Microsoft for a time. What exactly happened here? Some have blamed Steve Ballmer, who replaced Bill Gates who had led the company since 1975 and if we want to include Traf-O-Data - since 1972. They grew fast and by Y2K there were memes about how rich Bill Gates was. Then a lot changed over the next decade. Windows XP was released in 2001, the same year the first Xbox was released. They launched the Windows Mobile operating system in 2003, planning to continue the whole “rule the operating system” approach. Vista comes along in 2007. Bill Gates retires in 2008. Later that year, Google launches Chrome - which would eat market share away from Microsoft over time. Windows 7 launches in 2009. Microsoft releases Bing in 2009 and Azure in 2010. The Windows phone comes in 2010 as well, and they would buy Skype for $8.5 billion dollars the next year. The tablet Microsoft Surface coming in 2012, the same year the iPad was released. And yet, there were market forces operating to work against what Microsoft was doing. Google had come roaring out of the dot com bubble bursting and proved how money could be made with search. Yahoo! was slow to respond. As Google's aspirations became clear by 2008, Ballmer moved to buy them for $20 billion eventually growing the bid to nearly $45 billion - a move that was thwarted but helped to take the attention of the Yahoo! team away from the idea of making money.  That was the same year Android and Chrome was released. Meanwhile, Apple released the iPhone in 2007 and were shipping the 3G in 2008, taking the mobile market by storm. By 2010, slow sales of the Windows phone were already spelling the end for Ballmer.  Microsoft had launched Windows CE in 1996, held the smaller Handheld PC market for a time. They took over and owned the operating system market for personal computers and productivity software. They were able to seize a weakened and lumbering IBM to do so.  And yet they turned into that lumbering juggernaut of a company. All those products and all the revenues being generated, Microsoft looked unstoppable by the end of the millennium. Then they got big. Like really big. And organizations can be big and stay lean - but they weren't.  Leaders fought leaders, programmers fled, and the fiefdoms caused them to be slow to jump into new opportunities. Bill Gates had been an intense leader - but the Department of Justice filed an anti-trust case against Microsoft and between that and just managing hyper-growth along the way they lost a focus on customers and instead focused inward. And so by all accounts, the lost decade began in 2001. Vista was supposed to ship in 2003 but pushed all the way back to 2007. Bing was a dud, losing billions out of the gate. By 2011 Google released Chrome OS - an operating system that was basically a web browser bootstrapped on Linux and effectively what Netscape founder Marc Andreesen foreshadowed in a Time piece in the early days of the browser wars. Kurt Eichenwald of Vanity Fair wrote an article called MICROSOFT'S LOST DECADE in 2012, looking at what led to the lost decade. He pointed out the arrogance and the products that, even though they were initially developed at Microsoft, would be launched by others first. It was Bill Gates who turned down releasing the ebook, which would evolve into the tablet. The article explained that moving timelines around pushed developing new products back in the list of priorities. The Windows and Office divisions were making so much money for the company that they had all the power to make the decisions - even when the industry was moving in another direction.  The original employees got rich when the company went public and much of the spunk left with them. The focus shifted to pushing up the stock price. Ballmer is infamously not a product guy and he became the president of the company in 1998 and moved to CEO in 2000. But Gates stayed on in product. As we see with companies when their stock price starts to fall, the finger pointing begins. Cost cutting begins. The more talented developers can work anywhere - and so companies like Amazon, Google, and Apple were able to fill their ranks with great developers.  When organizations in a larger organization argue, new bureaucracies get formed. Those slow things down by replacing common sense with process. That is good to a point. Like really good to a point. Measure twice, cut once. Maybe even measure three times and cut once. But software doesn't get built by committees, it gets built by humans. The closer engineers are to humans the more empathy will go into the code. We can almost feel it when we use tools that developers don't fully understand. And further, developers write less code when they're in more meetings. Some are good but when there are tiers of supervisors and managers and directors and VPs and Jr and Sr of each, their need to justify their existence leads to more meetings. The Vanity Fair piece also points out that times changed. He called the earlier employees “young hotshots from the 1980s” who by then were later career professionals and as personal computers became pervasive the way people use them changed. And a generation of people who grew up with computers now interacted with them differently. People were increasingly always online. Managers who don't understand their users need to release control of products to those who do.  They made the Zune 5 years after the iPod was released and had lit a fire at Apple. Less than two months later, Apple released the iPhone and the Zune was dead in the water, never eclipsing over 5 percent of the market and finally being discontinued in 2012. Ballmer had predicted that all of these Apple products would fail and in a quote from a source in the Vanity Fair article, a former manager at Microsoft said “he is hopelessly out of touch with reality or not listening to the tech staff around him”. One aspect the article doesn't go into is the sheer number of products Microsoft was producing. They were competing with practically every big name in technology, from Apple to Oracle to Google to Facebook to Amazon to Salesforce. They'd gobbled up so many companies to compete in so many spaces that it was hard to say what Microsoft really was - and yet the Windows and Office divisions made the lions' share of the money. They thought they needed to own every part of the ecosystem when Apple went a different route and opened a store to entice developers to go direct to market, making more margin with no acquisition cost to build a great ecosystem.  The Vanity Fair piece ends with a cue from the Steve Jobs biography and to sum it up, Jobs said that Microsoft ended up being run by sales people because they moved the revenue needle - just as he watched it happen with Sculley at Apple. Jobs went on to say Microsoft would continue the course as long as Ballmer was at the helm. Back when they couldn't ship Vista they were a 60,000 person company. By 2011 when the Steve Jobs biography was published, they were at 90,000 and had just rebounded from layoffs. By the end of 2012, the iPhone had overtaken Microsoft in sales. Steve Ballmer left as the CEO of Microsoft in 2014 and Satya Nadella replaces him. Under his leadership, half the company would be moved into research later that year. Nadella wrote a book about his experience turning things around called Hit Refresh. Just as the book Microsoft Rebooted told the story of how Ballmer was going to turn things around in 2004 - except Hit Refresh was actually a pretty good book. And the things seemed to work. The stock price had risen a little in 2014 but since then it's shot up six times what it was. And all of the pivots to a more cloud-oriented company and many other moves seem to have been started under Ballmer's regime, just as the bloated company they became started under the Gates regime. Each arguably did what was needed at the time. Let's not forget the dot com bubble burst at the beginning of the Ballmer era and he had the 2008 financial crises. There be dragons that are micro-economic forces outside anyones control.  But Nadella ran R&D and cloud offerings. He emphasized research - which means innovation. He changed the mission statement to “empower every person and every organization on the planet to achieve more.” He laid out a few strategies, to reinvent productivity and collaboration, power those with Microsoft's cloud platform, and expand on Windows and gaming. And all of those things have been gangbusters ever since. They bought Mojang in 2014 and so are now the makers of Minecraft. They bought LinkedIn. They finally got Skype better integrated with the company so Teams could compete more effectively with Slack. Here's the thing. I knew a lot of people who worked, and many who still work at Microsoft during that Lost Decade. And I think every one of them is really just top-notch. Looking at things as they're unfolding you just see a weekly “patch Tuesday” increment. Everyone wanted to innovate - wanted to be their best self. And across every company we look at in this podcast, nearly every one has had to go through a phase of a lost few years or lost decade. The ones who don't pull through can never turn the tide on culture and innovation. The two are linked. A bloated company with more layers of management inspires a sense of controlling managers who stifle innovation. At face value, the micro-aggressions seem plausible, especially to those younger in their career. We hear phrases like “we need to justify or analyze the market for each expense/initiative” and that's true or you become a Xerox PARC or Digital Research where so many innovations never get to market effectively. We hear phrases like “we're too big to do things like that any more” and yup, people running amuck can be dangerous - turns out move fast and break things doesn't always work out.  We hear “that requires approval” or “I'm their bosses bosses boss” or “you need to be a team player and run this by other leaders” or “we need more process” or “we need a center of excellence for that because too many teams are doing their own thing” or “we need to have routine meetings about this” or “how does that connect to the corporate strategy” or “we're a public company now so no” or “we don't have the resources to think about moon shots” or “we need a new committee for that” or “who said you could do that” and all of these taken as isolated comments would be fine here or there. But the aggregate of so many micro-aggressions comes from a place of control, often stemming from fear of change or being left behind and they come at the cost of innovation.  Charles Simonyi didn't leave Xerox PARC and go to Microsoft to write Microsoft Word to become a cog in a wheel that's focused on revenue and not changing the world. Microsoft simply got out-innovated due to being crushed under the weight of too many layers of management and so overly exerting control over those capable of building cool stuff. I've watched those who stayed be allowed speak publicly again, engage with communities, take feedback, be humble, admit mistakes, and humanize the company. It's a privilege to get to work with them and I've seen results like a change to a graphAPI endpoint one night when I needed a new piece of data.  They aren't running amuck. They are precise, targeted, and allowed to do what needs to be done. And it's amazing how a chief molds the way a senior leadership team acts and they mold the way directors direct and they mold the way managers manage and down the line. An aspect of culture is a mission - another is values - and another is behaviors, which make up the culture. And these days I gotta' say I'm glad to have witnessed a turnaround like they've had and every time I talk to a leader or an individual contributor at Microsoft I'm glad to feel their culture coming through. So here's where I'd like to leave this. We can all help shape a great culture. Leaders aren't the only ones who have an impact. We can all innovate. An innovative company isn't one that builds a great innovative product (although that helps) but instead one who becomes an unstoppable force due to lots of small innovations at every level of the organization. Where are we allowing politics or a need for control and over-centralization stifle others? Let's change that.

Shishir is as ahead of the technology curve as it gets, some of his ideas have revolutionized the way that tech giants like Microsoft, Google, and YouTube operate.  Now, he's innovating again as the founder and CEO of Coda-an amazing integrated system that centers around creating Docs that are as powerful and actionable as Apps. He's also one of the most down to Earth human beings we've ever had the pleasure of sitting down with! References in this episode: Unfrozen Caveman Lawyer SNL Skit Steven Sinofsky's book-Hardcore Software: Inside the Rise and Fall of the PC Revolution Coda Doc-No Code, Just a Coda Doc: How Squared Away Saves a Thousand Hours and $100K a Year Coda Doc-Rituals for Hypergrowth: An Inside Look at How Youtube Scaled   Episode Timeline: 2:20 - Shishir's data path intersects with Rob's and the stories abound, Shishir passes on working for Google before it was Google 15:25 - Shishir has a random idea about advertising that eventually forms into some common advertising practices, Google woos Shishir back, and he ends up running YouTube! 27:25 - The value of a Computer Science degree is....debatable, an interesting definition and example of AI, and Nouns VS Verbs in naming products and features 41:00 - How Coda was formed and the amazing innovation that Coda is-it makes a doc as powerful as an app, and the importance of integration Episode Transcript: Rob Collie (00:00:00): Hello, friends. Today's guest is Shishir Mehrotra, and let me tell you, Shishir is a ringer of a guest. We met back at Microsoft in the 2000s where he was already entrusted with some pretty amazing responsibilities and was doing very, very well in those roles. About the same time that I left Microsoft to start P3, Shishir left Microsoft to go ... Oh, that's right ... Run YouTube. And he was at the helm of YouTube during what he calls the hyper-growth years where YouTube really exploded and became the thing that we know it is today. During this conversation, I discovered that it certainly sounds like he invented something about YouTube that we absolutely take for granted today and has been seen by billions, used probably billions of times per day. That wasn't enough for him, so he left YouTube after a number of years and started a new company called Coda. Rob Collie (00:00:55): And Coda is an incredibly ambitious product. You could say that in some sense, it's aimed at being a Microsoft Office replacement, but even that isn't quite right. It's in a little bit different niche than that. And, of course, we explored that in our conversation. We talk about his billion dollar mistake, quite possibly, literally, billion dollar mistake, not many people can make those. I was thrilled to discover that he and I have basically exactly the same philosophy about nouns and verbs in software. We talk about the antiquated notion that a computer science degree is somehow super important in product management roles, even at software companies. And just, in general, I couldn't get enough of it. He was super gracious to give us his time for this show, and I hope you enjoy it as much as we did. So, let's get into it. Announcer (00:01:42): Ladies and gentlemen, may I have your attention please. Announcer (00:01:48): This is the Raw Data by P3 Adaptive podcast with your host Rob Collie and your cohost Thomas Larock. Find out what the experts at P3 Adaptive can do for your business. Just go to p3adaptive.com. Raw Data by P3 Adaptive is data with the human element. Rob Collie (00:02:11): Welcome to the show. Shishir Mehrotra, how are you today? Shishir Mehrotra (00:02:15): Oh, I'm great. Rob Collie (00:02:16): Are you coming to us from Silicon Valley? Shishir Mehrotra (00:02:17): I am. Well, south of California. Been in my house and in this spot for about the last year. Rob Collie (00:02:23): When did we meet? Shishir Mehrotra (00:02:24): You were working on Excel and I think at the time I was working on WinFS, the early days of Microsoft. Rob Collie (00:02:31): Oh, WinFS. Just completely unexpected sidelight. It was like 1998 or maybe 1999, we're in a review with Jim [Allchin 00:02:42] and all of his lieutenants. And the whole point of this meeting is to assassinate the technology I was working on. This was an arranged hit on MSI ... Shishir Mehrotra (00:02:54): [crosstalk 00:02:54]. On MSI. Rob Collie (00:02:55): ... On the Windows Installer, right? Shishir Mehrotra (00:02:56): Okay. Yeah. Yeah. Rob Collie (00:02:57): And there are factions in this room that have had their knives, they've been sharpening them and they've arranged this moment so they can kill us. And, at one point, one of the complaints about us was our heavy use of the registry. Just poisoning the registry. Do you remember a guy named Rob [Short 00:03:15]? Shishir Mehrotra (00:03:15): Yeah, of course. Rob Collie (00:03:16): I really liked Rob Short. I thought he was awesome. He was a tough guy, but also really fair and funny and friendly at the same time. And he's been sitting in this meeting for hours because he has to, and he's just totally tuned out. Of course he would be, right? It's not about him. And then, this mention of the registry as an attack on us comes up and Jim Allchin immediately whirls around to Rob and goes, "Now you see, this is what I'm talking about. Our storage system is such a piece of shit." And he starts ripping it to Rob and Rob's having to wake up from his trance. It's like suddenly the guns can swing so fast in those meetings. Shishir Mehrotra (00:03:55): I mean, that was a use case that Bill and Jim and so on all tried to push on WinFS, but it was one we actively resisted. It's a hard one. Rob Collie (00:04:02): It is. The worst thing in the world is to have state stored in multiple places that have to go together with each other. Right? That just turns out to be one of the hardest problems. Shishir Mehrotra (00:04:11): It's such a critical element of the operating system. And you end up with all sorts of other issues of what can run on what and ... Rob Collie (00:04:17): And it's funny. The registry was basically my introduction to the entire Win32 platform. When I was running the installer, that's all I knew about. I knew about the type library registrations and the registry. I knew it in class IDs. And I could follow those things. I could follow that rabbit's trail from one place to another without ever really understanding what a class ID was. Right? It was just the registration of an object, right? Shishir Mehrotra (00:04:40): Right. Rob Collie (00:04:40): I didn't learn that until years later. So funny. But then we crossed paths again. Right? Shishir Mehrotra (00:04:45): SQL. Rob Collie (00:04:46): I remember how it happened. Ariel [Nets 00:04:49] came into my office and said, "Hey, there's someone important who's going to need some information from you." And I go, "Okay." And he said something like, "He's a real rising star here, so make sure you give him everything he needs." And I'm like, "Okay." Shishir Mehrotra (00:05:05): I don't think I know this half of the story. Okay. Rob Collie (00:05:09): And I think you were somehow involved with the potential acquisition that was going on at the time. Is that true? Shishir Mehrotra (00:05:14): You talking about in-memory BI? Rob Collie (00:05:16): Yeah. Shishir Mehrotra (00:05:16): Yeah. I was at the time ... Maybe for your listeners. So, my history, after WinFS folded and collapsed, and you can talk about that if you'd like, I ended up being unexpectedly merged into the SQL Server division. I ended up running what Microsoft called the program management team or SQL Server. And it was super interesting for me because I was never really a database guy. Everything I had worked on to that point was fairly end user-centered, infrastructure in the background. And I was surrounded by these people that really love databases. Actually, as a side note, I fell in love with databases because of Paul Flessner. Paul was on his way out. He was retiring that year and he had one last ... At the time we used to call them strategy days so that Bill and Steve and so on would post this annual review. Shishir Mehrotra (00:06:01): And Paul Flessner, he decided this was going to be his last hurrah strategy, "I'm going to tell these people exactly what I think." He's in the middle of preparing for this and WinFS is folding up and he says, "While you're figuring out what you're going to do next, why don't you come help me write the strategy days presentation?" And he was really drawn to the idea of someone that actually wasn't in his organization doing it because I could speak my mind about whatever and I had no bias walking into it. And probably from his perspective, I would write whatever the hell he wanted and make it sound good. This guy, he's a database legend. He drove the Sybase acquisition that turned into SQL Server. And so, he had a list of ideas for how to think about the database market that many of which were pretty ascetical. Shishir Mehrotra (00:06:44): And he spoke in very plain language when he's ... Actually, interestingly, he's retired. [inaudible 00:06:48] his woodworking. That's his thing. He builds chairs and tables are amazing. You can go buy them. As opposed to many techie database guys, he speaks in very plain language. Rob Collie (00:06:55): I love that. Shishir Mehrotra (00:06:56): And you just walk through like, "Here's how to think about the different workloads and here's what's happening in the industry and here's what's happening in data warehousing." Which wasn't really a term at the time and data warehousing was just emerging. And then, at the end of that process, we had a pretty successful strategy days and he said, "Why don't you run the PM team and help my new guy?" Ted Kummert came in to go and run SQL Server after Paul. And that's how I ended up in that spot. And as part of that, I ended up covering a lot of ... One of Paul's last statement was, "Data warehousing is not the same thing. Go do something different." And that's where people like Ariel and Amir and so on, that whole division, Tom ... And there was a bunch of people running that at that time ... Came into play. Shishir Mehrotra (00:07:34): And then they had this idea that ... There's a lot of different things to know about SQL Server. SQL Server is not actually well-built for data warehouse and so most databases are not. And at the time, the raining wisdom was you needed a completely different architecture for business intelligence, which I guess we called OLAP back then. I don't know if that term is still used. Rob Collie (00:07:54): Yeah. Oh, we still do. We just hide it. It's a dirty word. Shishir Mehrotra (00:07:57): Yeah. For the geeky folks out there, and the key difference being that instead of storing things row by row, you store things column by column and you also precalculate aggregate. So, you have some sense of what, I guess, nowadays called the cube. These things are likely to be great for, "We're going to precalculate the sum of orders for customers by region or whatever it might be." And then, Ariel and his brother Amir had this idea and they said, "Hey, we've got this strategic advantage at Microsoft, which is we own the front end and the backend of this architecture. On the backend, we need to be able to scale better and we need to move to column storage and do all this fancy stuff with cubes. But if you ask anybody where all of their analysis actually gets done, what do they say? Shishir Mehrotra (00:08:38): There's 1,000 reporting tools out there but everybody lives in Excel. And so, they said, "What if we were to find a creative way to pull these together? And I think at the time you were running this part of the Excel platform. And so, I was sent in to go figure out how to make this pitch. I mean, these guys really wanted to do an acquisition space and so on. And I was sent in to try to make the pitch. And, actually, the insight there was interesting. Amir came up with this chart, which I'm not really sure where it came from but he basically went and looked at the size of cubes of OLAP instances across a wide set of customers, including all of Microsoft. He pulled all of these different ones and he figured out that the biggest cube at Microsoft was this thing called MS Sales. Shishir Mehrotra (00:09:20): It was all the customer data from Microsoft if you remember well. And he said, "If you compress this down with column storage, I'm going to get the numbers wrong." But it fit inside tens of megabytes of storage, which was previously much, much larger if you did as row storage. And he said, "This is so small that it can fit in memory on a client, which was unheard of. Usually, the whole idea behind these systems was you have to query a server. The server is really big. At that time, a lot of systems go up and scaled out. There's often very big hardware back there as well. And he said, "Hey, I bet we could move to a model where the primary way that people do this analysis actually happens in that place where they actually want to do their work in Excel. So, I think that's where the other half of that conversation from my side was coming from. Rob Collie (00:10:06): Yeah. So, like you said, with Paul Flessner bringing you into right part of the strategy days stuff, Amir was, at that point in time, still using me in the same way. I had come over from the Excel world and so he was trotting me out every time he wanted someone to talk about Excel in a way that he couldn't be criticized. I was just almost the unfrozen caveman lawyer from Saturday Night Live, this Forrest Gump figure, "Listen, I don't know much, but I do know Excel and I know the people." You know? Shishir Mehrotra (00:10:32): Yeah. Yeah. Rob Collie (00:10:33): Usually, because on the SQL side of the house, you couldn't argue with me about Excel. If I go back to the Excel world, they'd all argue with me but on the sequel side, I was unquestioned. So, Ariel was right, he said, "This guy is a mover and shaker. He's going places." And then, an eye blink later, you're at YouTube. When did you end up at YouTube? Shishir Mehrotra (00:10:53): So, there's a personal story arc that goes along with this. I started a company out of school called [Sintrata 00:10:58]. It was an early version of what became AWS, Azure, so on, to utility computing. There's a whole generation company that started back in that '99, 2000 period. All of us were seven to 10 years too early. There was no virtualization, no containers and none of the underlying technology that actually made the cloud take off existed yet. As that was wrapping up is how I got to Microsoft but in that period, Sintrata was funded by this famous venture firm called Kleiner Perkins. Shishir Mehrotra (00:11:23): My primary investor was a [inaudible 00:11:24]. [inaudible 00:11:25] as Sintrata was wrapping up, he had suggested, "Why don't you go join another client or company?" And I said, "Which one?" And he said, "Well, you can look at all of them but the one that's really hot right now is these two Stanford guys are creating this new search engines called Google. Might want to check it out." And so this is back in 2002. And so, went over and spent some time with Larry and Sergey. And at the time, they hadn't hired a single outside product manager. And so, they wanted me to come in and start the product management team there. And, interestingly, I turned them down. My wife likes to call my billion dollar mistake. And instead I got drawn to Microsoft. Shishir Mehrotra (00:12:01): As I got drawn to Microsoft, it's related to this story because I had an old boss of mine, I was an intern at Microsoft when I was in college, and he was starting this new thing called Gideon that was in the Office team actually. And the project would turn Office into a front end for business applications. So, it's had a lot of relevance to what ended up happening in that space. Rob Collie (00:12:18): Who was running Gideon? Who was that? Shishir Mehrotra (00:12:20): Satya was our skip-level boss and this was much, much earlier in his career. And the guy actually running the project was a guy named John [Lacada 00:12:27]. I think he's gone now. I don't know where he is. Yeah. Rob Collie (00:12:29): I worked with John quite a bit over the years [crosstalk 00:12:32]. And this is how you know Danny Simmons. Right? Shishir Mehrotra (00:12:34): That's right. Danny was part of that team. Rob Collie (00:12:36): Oh my gosh! Yeah. Shishir Mehrotra (00:12:36): Yeah. Danny was on that team. I ended up working with Danny multiple times. Mike Hewitt was the one who was my intern manager who pulled me over to the project. Actually, as a fun version of fate or whatever, Mike now works at Coda. [crosstalk 00:12:48]- Rob Collie (00:12:48): Does he really? Shishir Mehrotra (00:12:49): Yeah, he's an engineer here. He's great. He lives in Idaho. Once we really started hiring distributed, I finally managed to pull him into Coda. So, I turned on Google in that period and they didn't let up. Basically, every year they would call and say, "Hey, we got something down here for you." Gideon actually didn't have a very positive outcome. I showed up to work on this thing and nine months later, Sinofsky killed it. Given the priorities Office had at the time, it made reasonable sense, but it was my first education of big company politics and that's how I ended up working at WinFS. Rob Collie (00:13:20): Sinofsky has delivered many such educations of big company politics. Shishir Mehrotra (00:13:24): Yes. Yes. For sure. For sure. Rob Collie (00:13:26): One of his primary contributions. Yes. Shishir Mehrotra (00:13:27): So, are you reading his history of Microsoft [inaudible 00:13:30]? Rob Collie (00:13:30): I haven't been but now I will be. Shishir Mehrotra (00:13:32): Oh, you should. It's good. Steve and I didn't always see eye to eye on everything, but his sense of history is really good. I don't know how the hell he remembered so much stuff, but he's basically publishing a new thing every few days, I think, maybe every week, and it's really good. Rob Collie (00:13:44): I both loved Stephen and was terrified of him at the same time. Shishir Mehrotra (00:13:48): It's common. Rob Collie (00:13:49): Yeah. Shishir Mehrotra (00:13:50): So, I'm working on SQL Server, but the reason all that matters is I was committed to Seattle. I had convinced my, at the time, fiance now wife, to move up to Seattle. She's a physician. So, she was doing her residency at Children's Seattle. And I convinced her to stay and do her fellowship and that all ran out. So, my clock ran out on Seattle. Said, "All right, now we're ready to move." And we had presumed we were going to move to the Bay area. So, it was just implied at the time, if you're going to be a techie, you got to move down to the Bay Area at some point. And I thought I was going to start another company. I was ready to do it again but Jonathan Rosenberg, the guy at Google who ended up running product there, he called me, he said, "Oh, if you're thinking about coming back, why don't you just come meet a few people?" Shishir Mehrotra (00:14:28): And I said, "No, I've been doing the big company thing for a while. I don't think I want to do that anymore." And he said, "No, no, no, no. Google is not that big a company." This is 2007, 2008. And he said, "Google is not that big of a company. Come just meet a few people and nothing else and have some good conversations." And so, I went down, met a bunch of people and this was Larry and Sergey but also Vic Gundotra was there then and Andy Rubin had just joined. And there was a bunch of ... That era of Google was being formed. And I end up, at the end of the day, in Jonathan's office and I tell him, "That was really entertaining, but it feels like a big company. I don't think this is for me." Jonathan's a pretty crass person. I won't use the same language he used but he said, "Oh, that's really effing stupid." Shishir Mehrotra (00:15:06): And I said, "Why?" And he said, "Well, look, and I'll just give you a really simple reason. All those people, they probably talk to you about Android and Chrome and all this other stuff but what they forget is that, at the heart, Google sells advertising and all the money in advertising goes to television. And nobody even watches those stupid ads." This may sound dumb, but maybe not to this group. I didn't know that. For me, I'd never bought or sold an ad in my life. And the idea that all of the money and advertising goes to television was news to me. And I got on a plane after work back to Seattle. I do a lot of my thinking on planes for weird reasons. You may be the same. I don't know. Shishir Mehrotra (00:15:40): But I get on the plane, I take out this little sheet of paper and this was a week after the Super Bowl, February of 2008, the Giants had just beaten the Pats in this epic Super Bowl. And I take out the sheet of paper, I write at the top, how come advertising doesn't feel like a Super Bowl every day? And the basic thing I was thinking about was we had our friends over for Super Bowl and while we're watching the game, the ad would come on, if somebody missed it, I would have to rewind for people to watch the ad again. It's like, "Oh, people actually like the ads in this one day of the year. What's different?" And so, I take out this sheet of paper, I end up writing this little position paper on what I think is wrong with advertising, without knowing really anything about advertising. Get home, it's pretty late. My wife's not up to tell me it was all stupid. Shishir Mehrotra (00:16:19): And then I wake up the next morning and I write to Jonathan. I say, "Hey, look, I really enjoyed the time. I don't think Google's for me, but I had some thoughts on something you said that stuck with me about why advertising sucks. And I'm sure you guys are already thinking about it, but I'm happy to send it to you if you'd like." And he's pretty early morning guy and so he read it and said, "Actually, nobody's thinking about this. Maybe you should come and I'll give you a small team and you can start running this." There were three ideas in the paper but the most simple one was how come ads don't have a skip button on them? And then, if you skip the ad, why don't you make it so that if you skip the ad, the advertiser doesn't pay? Shishir Mehrotra (00:16:50): You change all the incentives of advertising so that if the ads aren't good, then nobody gets paid if the ads are going to get better. And we're going to reset the balance and that's why it's going to feel like Super Bowl every day. He was like, "There's a lot of reward and be creative on the Super Bowl." So, J.R. convinced me. He's like, "Come down. Run this project." When I tell the story, it sounds eerily similar to how I ended up at Microsoft, like, "Oh, come run this small project." And it was this group of people, again, that misunderstood what ... This project was at the time called Mosaic. Shishir Mehrotra (00:17:19): It became a product called Google TV. Chromecast, Google TV, Google Home, all comes out of that same group now. So, I showed up to work on that and very quickly in that process realized that this had actually very poor corporate sponsorship as well. In this case, Larry and Sergey thought this product was really, really dumb. I should have known as I was going through the interview process. And so, I told J.R. and I was excited about the project and I said, "Hey, maybe I should talk to Larry and Sergey about that, a bunch of ideas and other stuff if I met them." He's like, "Oh yeah, they're traveling this week." I was like, "Really? Okay." And every time I asked, he was avoiding me talking to them about the project. But, anyway, so I show up to work on that and it's very long story out, but this paper leads to me working on this project. Shishir Mehrotra (00:17:57): And then, just, basically, we decided to merge the project into YouTube. And back in 2008, to a very side door, end up initially running the monetization team and eventually running the rest of the team for YouTube and then spending six years there and growing that business, which was ... At the time, when I joined YouTube, it was the weird stepchild of Google. It was generally thought of as the first bad acquisition that Google made. Until then we had this string of amazing acquisitions led to Maps and Android and all this stuff. YouTube was a weird one, right? It was the, we lost hundreds of millions of dollars a year. It was dogs on skateboards. We had a billion dollar lawsuit from Viacom. Rob Collie (00:18:35): Mark Cuban famously said it's never going to go anywhere. Shishir Mehrotra (00:18:38): I have very fun stories with Mark Cuban. It was two years after I left YouTube where he finally wrote me and said, "Actually, I think you might've been right." He was quite convinced we were wrong about it. But, anyway, so I ended up working on YouTube. I'd never bought or sold an ad in my life, knew nothing about video and an infrastructure guy in the previous career, and ended up working on YouTube for six years. Rob Collie (00:19:02): It's a really interesting thing, right? Sometimes not knowing a lot about an industry or a topic is actually fantastic because you don't bring all the baggage and all the preconceptions. Of course, you can't just go all in on that. If you never know anything about anything, you're just someone wandering around the world with a loud voice. And so, getting the right balance between knowing what you should know and not knowing the things that will throw you off, if we could get that mix right at all times in our lives, we'd be in great shape, but it's tricky, isn't it? Shishir Mehrotra (00:19:32): You've roughly described my career. Almost every job I took was in a space I knew nothing about. And it's a very positive interpretation of this person who has to learn every piece of this. But yeah, I think a beginner's eye allows you to look at a space a little bit differently and it certainly worked out at YouTube. And we were walking the trends of the video industry in every way, how we thought about content, how we thought about monetization, and what is good content? What is not good content? Our views on these things were diametrically opposite of every assumption that had been made by every experienced person in that industry. I think we turned out to be more right than wrong. Rob Collie (00:20:07): Oh my gosh! Yeah. Now, a few things jumped out at me from that story. First of all, if we think about it with the perfection of hindsight, the clarity of hindsight, basically, Google ran this really sick reverse auction for your services where they like, "If you come here now we'll pay you a billion dollars." And you're like, "Hmm, no." Right? And then- Shishir Mehrotra (00:20:30): It wasn't obvious that it was going to be a billion dollars. Rob Collie (00:20:30): I know. Then they call you back a year later and they say, "Okay. Fine. How about 100 million?" And you're like, "Hmm, no." And they finally got it down low enough for you to take the job. I've never met anybody who has a story where you can even joke about a billion dollar mistake. So, I'll never have the opportunity to recruit you, but if I did, now I know how. Shishir Mehrotra (00:20:56): [crosstalk 00:20:56] blowing your offer. That's right. That's right. Rob Collie (00:20:59): And it's got to include the words, just come run this small, little team. Shishir Mehrotra (00:21:03): Yeah. Yeah. I get drawn to projects. I don't get drawn to the rest of it. So far it's worked out okay. But yeah, I get drawn to ideas. I mean, this is really only the fourth company I've ever worked for yet every transition was drawn by some idea that I couldn't stop thinking about. Rob Collie (00:21:17): That idea or position statement, is that in some way, at the beginning, the origin story of the skip button for ads? Shishir Mehrotra (00:21:27): Oh yeah. I mean, the skip button for ads it's now called TrueView. Back to your point on beginner's mind. So, I show up, I've got this idea around the skip button and actually it makes more sense for YouTube than it does for this Google TV thing that we were working on. So, there's totally reasonable outcome. I show up and my first meeting with the sales team, I'm maybe six weeks in, the head of sales, Susie, she says, "Can you come give a talk to sales team and just tell a little bit about your vision for YouTube." And we had a nice ... And I said, "Look, I don't think this is a good idea. I don't know anything about this part of the industry. So, I'm going to make a fool of myself." And she's, "No, no, no. You have got all these great ideas and they're fresh and different and why don't you come talk to them?" Shishir Mehrotra (00:22:04): And I go talk about a bunch of different ideas, and I talk about this one about skip buttons on ads. And one of the salespeople, who I've since become very good friends with, she raises her hand and she says, "Wait, I don't understand. Do you want none of us to make any money?" They thought this was the dumbest idea on the planet. You put a skip button on ads, people are going to hit the skip button. It's like that's what obviously is going to happen. And, basically, the entire sales force rejected this idea. And it took me three years to ship that feature because every person in the sales force thought it was such a dumb idea. I would get told, "You can come talk at the sales conference, but you're not allowed to talk about your stupid skip button idea. You have to talk about everything else." Shishir Mehrotra (00:22:43): And what turned out was ... This is actually another fun story in great product managers. I don't know if you still think of yourself as a PM, but I consider you to be a really strong product manager as well. But this is a story about a guy, Lane Shackleton, who actually now runs product at Coda. So, Lane was a sales guy. He was actually our primary sales guy at YouTube. And he really wanted to be a PM. And at the time, we had this really stupid policy where you weren't allowed to be a product manager at Google unless you had a CS degree. It was just part of the early, early viewpoint the founders had. Rob Collie (00:23:17): So relevant. Shishir Mehrotra (00:23:21): Right. So, you commiserate with this a lot. So, Lane comes to me and says, "I want to be a PM. How do I do it?" And I said, "Hey, look, I mean, I love you and I think you could do a great job but I've got this policy. And I got to make a really strong case if I'm going to get over the policy." And he said, "How about I just do it on the side? Do it as a trial run." He gave me an idea. I said, "Okay, I'll make a deal with you. I'll let you try to be a PM, but you have to do it in your 20% time. And not in your 80-20% time, but you got to do a great job of your sales job and then you do this part. And the second criteria is you take whatever project I give you." Shishir Mehrotra (00:23:52): And he said, "All right, deal. What's the project?" I said, "Okay, I want you to work on this thing called skippable ads." And I said, "Look, the sales team thinks it's really dumb because the way that the division work, the engineering leader was like, "I'm not allocating stuff that the sales team thinks is dumb. And so, I can give you one engineer who is a new grad and that's it." But I have a playbook for you. I think you need to go and you just go talk to the AdWords team and get this thing out of the buying experience and then work on this with the analytics and figure just these couple pieces out. And we'll be able to ship this thing and we'll slowly build up the business. It'll be fine." Shishir Mehrotra (00:24:23): And so, he goes away and he comes back a couple of weeks later for his update. And I said, "Oh, how's it going? Did you talk to the AdWords team?" And he said, "No, actually, I decided that's not the problem here." And I said, "What do you mean? That was your job. Go talk to those different people." And he says, "Well, I've been thinking about it and I think the real problem here is the name is wrong." I was like, "The name? What are you talking about? We'll name this thing later. This is not that important." And he says, "No, no, I think the problem is that skippable ad is a value proposition to an end user but who buys advertising? The advertiser buys advertising. Skippable is actually a really poor value proposition to the advertiser. Why would I want my ad to be skipped? Right? And so, the reason you're hearing so much negative reaction if people don't understand why it's helpful to the advertiser." Shishir Mehrotra (00:25:06): And so then he came up with this idea and said, "Why don't we name it TrueView?" And I'm skipping a whole bunch of parts in the story, but we call it TrueView. That's what the ad for one is actually called. You have no idea what ads are called, right? Oh, there's ads on Google. Nobody knows [crosstalk 00:25:18] from AdWord. Rob Collie (00:25:18): Yeah. It's not a feature. Yeah. Shishir Mehrotra (00:25:19): But what's a sponsored story? And you don't know any of that stuff. You just know it's an ad. And he said, "So, let's focus on the advertising." Came up with this name TrueView. And the idea is very simple is you only pay per true views. You don't pay for the junk, you only pay for the real ones. Right? And all of a sudden this thing went from being, I'm not allowed to talk about it at sales conferences to the number one thing on the entire sales force [inaudible 00:25:42] all of Google. Beyond anything the average team was working on. Shishir Mehrotra (00:25:45): And it was such a simple idea. And, by the way, the way the math works is very simple, it's most people do skip the ad. It's about 80% skip rates on those ads. So, four out of five times you see an ad, you probably have a skip button, but it turns out that the 20% of the time you don't is such high signal and so effective an ad that you can often charge something like 20 times as much for that view. And so, what you end up with is you end up with you just take that math and say, [inaudible 00:26:09] four times better monetization with a skippable ad than without a skippable ad. Shishir Mehrotra (00:26:13): It was not obvious that advertisers would be willing to pay that much more if they know you actually watched the ad but when you start ... But this is a good example, again, a beginner's mind and, Lane, I mean, this is one of his ... So, I've managed to convince the calibration committees and so on and turned to a product manager and turned into a great product manager. He joined me early on at Coda and now runs the product and design team here. Great example of coming fresh to a new problem. Rob Collie (00:26:36): Yeah. Well, if only he'd had a computer science degree, that idea would have been so much smarter. You know? Shishir Mehrotra (00:26:43): Yeah. The crazy part, this is one of the most technical guys I know and he's like, "I don't understand. I write this stuff on the side. Why do I need a stupid degree for that?" Right? Rob Collie (00:26:53): I know. There was one time in my first three years at Microsoft where I used one piece of my computer science education, one time. I used O notation to prove that we shouldn't do it a certain way. And when I got my way after using O notation, it's like, "This is an O of N squared algorithm." I got to run around the hallways chanting, like, "Whoa, look, my education, it worked. It worked. It worked." And that was the only time I ever used any of that. So, no, that's a silly policy. Shishir Mehrotra (00:27:25): Yeah. It was funny, when I was going to college, my parents were both computer scientists and I was one of those kids who grew up with a ... I never knew what I wanted to be. One week I was going to be a lawyer, then I was going to be a doctor, then I was going to be a scary period for my mom where I really wanted to be a taxi driver. I went through all the different periods. And then, I'm filling out my college applications and it says like, "What do you want to major in?" And I said, "Oh, I think I'll write down CS." I was into computers at the time and so I write down CS. And my dad says, "If you major in CS, I'm not paying for college." What are you talking about? I thought you'd be really excited. Shishir Mehrotra (00:27:57): That's what you guys do. My dad now runs supercomputing for NASA. I thought this would be pretty exciting for you. And he says, "No, no, no. This is a practitioner's degree. I'm not paying for college unless you major in something where the books are at least 50 years old." And that was the policy. And so, I ended up majoring in math and computer science. And from his perspective, he paid for a math degree and I happened to get the CS degree for free. But his view was that ... Which is true ... Computer science changes so fundamentally every 10 years. Shishir Mehrotra (00:28:22): And my classes the professors often taught out of the book that they're about to publish. The book wasn't even published yet and they're like, "Oh, here's the new way to think about operating systems." And it was totally different than what it was five years ago. I think there's a lot of knowledge in CS degrees but I actually think ... O notation is an example. I used to teach that class at school. That's math. That's not CS. Rob Collie (00:28:42): I know. Yeah. Yeah. Shishir Mehrotra (00:28:44): It's a very good way to think about isotonic functions but the actual CS knowledge is all but relevant by the time you graduate. Rob Collie (00:28:51): One thing that you said to me about your time at YouTube that stuck with me years, years, years, years later is that here we are at the tip of the spear, the head of this giant organization and YouTube eventually became giant, and with all this amazing machine learning and just so much algorithmic, not even complexity, but also just we don't even know what it's doing anymore. It's so sophisticated that we can't even explain why it's making these decisions but they're doing well, and yet every day we get together, we're looking at simple pivot tables and there's these knobs on the sides of these giant algorithmic machines that some human being has to set to, like, "Should we set it to six or seven?" And it's just this judgment call. And I just love that. That was, in a weird way, so reassuring to me that even at the absolute top of the pyramid of the algorithmic world, there's still a need for this other stuff. Shishir Mehrotra (00:29:43): The most fun example of this, backing for a moment, my dad, back to the story of me going into CS. At one point I had asked him, what is artificial intelligence? And he said, "Well, artificial intelligence is this really hard to describe field." I asked, "Why is that?" And he said, "Well, because it's got this characteristic that the moment something works, it's no longer AI." And so, AI is what's left is all the stuff that doesn't work. And so, you can use all these examples of when you have all regressions, it's like, "That's just math. That's not AI. We understand how it works." My favorite example with the kids is when you drive up to the traffic light, how does it know when to turn red and green and so on? Shishir Mehrotra (00:30:19): Oh, there's a sensor there. It just senses the cars there and so then it decides to turn red or green. That's not AI. I know how that works. I can describe it. It's a sensor. And so, we went through, I think, decades of time where the moment something worked, it stopped getting called AI. And then, some point, 10, 15 years ago, I'd say 10, we flipped it. And now, all of a sudden, anything that does math is AI. And it's amazing to me that we would look at some of these systems and it was literally a simple regression and we say, "Oh, that's machine learning." And it became very invoked. I think about it that way. Shishir Mehrotra (00:30:53): I mean, there are some really complicated machine learning techniques and the way our neural network works, which is the heart of how most of these machine learning techniques work is very complicated, but at the heart of what it's doing, it's approximation function for a multi-variable phenomenon. So, the most fun example I can tell you about your observation there is this project called DALS. DALS was an acronym for Dynamic Ad Load System where at the time, on YouTube, the rate at which we showed ads was contractually set. We would go negotiate with the creator and say, "Oh, ESPN, we want your content on YouTube." And we would say, "Look, our policy is we show ads every seven minutes." And they say, "No, our content is so good. We want it every two minutes." Shishir Mehrotra (00:31:32): And then, the Disney folks would have their own number. And so, there is this long line of contractual stuff baked into our ad serving logic that's like, "Oh, it's been two minutes. You have to show an ad." Because they all just thought they knew better of how good their content was. And so, one of the engineers had this idea and said, "This is dumb." We know our intentions are well aligned. Almost all our deals were rev share deals. We made money when the creator made money. And we know whether or not this is a good time to show an ad or not, why don't we turn this into a machine learning system and guess whether or not we should show an ad? So, it's called Dynamic Ad Load System. DALS was its acronym. So, the team goes off and this engineer goes off and builds this thing. Shishir Mehrotra (00:32:08): Lexi was his name. So, Lexi builds this thing and he brings it to one of our staff reviews. Every Friday, we had this meeting of IT staff. That's where we went through all the major stats for the business and including any major experiments that are running. If he brings something in and he says, "All right, before we launch this thing, I'd like to know what our trade-off function." The trade-off function in this case is, how much watch time are you willing to trade off for revenue? These are two primary metrics. At every moment we're going to decide, should we show an ad or not? And we have to make a guess at, "We think if we don't show an ad you'll watch for this much longer, if we do show an ad, there's a chance you'll leave but we'll make this much money. So, what's the number? How much should we trade off?" Shishir Mehrotra (00:32:45): This is a very typical question I would get in this forum. It's impossible to answer, how much would you trade off? Watch time, revenue. And so, I came up with a number and I put a slope on this chart and we decided two for one. I can't remember whether it was two points of watch time for one point of revenue. But whichever way it was, I do a slope and we got a lot of reaction. They're like, "Okay. Great." And they ran away from the room. "Okay. We have a number. We can go do our thing." And so, they come back a few weeks later and say that we're ready to launch. And I said, "Okay, so did you hit the number?" And they said, "Well, actually, we have some interesting news for you. Turns out in our first tuning of the system, we actually have a tuning that is positive on both watch time and revenue. And somehow by redeploying the system, we make more money and people watch longer." Shishir Mehrotra (00:33:25): And I said, "Really? How does that happen?" And they said, "Well, we don't really know yet, but can we ship because clearly better than your ratio?" And I said, "Well, okay, you can ship but next week I want you to come back and tell me why." And so, next week they come back and I said, "Do you know why?" And they said, "Well, we don't know why, but we have another tuning and it's even better on both watch time and revenue. I was thinking we ship this one." Shishir Mehrotra (00:33:47): I was like, "Okay, but please come back next week." This went on for four weeks. Right? So every week they would come back and they'd say, "Okay, we got this thing. It's even better on both. And we still have no idea why." And, finally, they figured out why. And it turns out that basically what was happening was the system was learning to push ads later in people's sessions. If you watch YouTube for a while, early on, you'll see very little advertising. But if you sit there and watch for hours and hours and hours, the ad frequency will gradually increase with a viewpoint of, this person's not going anywhere. They're committed, which makes intuitive sense, but it wasn't an input that we handed the system. Shishir Mehrotra (00:34:18): And how did we figure that out? The pivot table. I notice that the ... What did we do? We went and charted everything we could out of the experiment group and in our experiment group and we just guessed at what is the way to figure out why is this happening? Because it's not a signal that we were intentionally giving the system, it's just the system got every other signal it could. And we looked at everything. I mean, is it geography? Is it tied to content? Is it age? Is it ... How is it possible that we're showing more ads and people are watching for longer? That story is a lesson in a number of different things. I mean, I think it was a great lesson in how when people think about machine learning systems, they miss this element of ... Any machine learning system is just a function. Shishir Mehrotra (00:34:54): All the ML system does is take a very large set of inputs, apply a function to it and generate an output. Generally, that output is a decision, show an ad, don't show an ad. Self-driving car turn right or turn left. It's some decisions of, is this image a person or an animal? And that system is trained and is trained on a bunch of data. And at some point, somebody, usually fairly low in an organization, makes the tuning decision and says, "I'm willing to accept this much being wrong for this much being right." Generally called precision recall. More layman's term for it is you figured out your false positive rate versus your false negative rate for whatever system you're trying to figure out. But somebody has to make a decision. Shishir Mehrotra (00:35:30): It's usually three tunings, very deep in the system. And then, after that point, the system is unexplainable. You have no idea how this thing works. And so, what do you do then? You go look at a bunch of empirical data of what's happening and try to figure out, "What did I just do? I've got this thing and what's actually happening here?" And you try to figure out, is it doing what you actually want it to do? And all of that is done in fancy pivot tables. Rob Collie (00:35:53): Yeah. It's so funny, the AI, and you've said before, your dad, as soon as it reaches a equilibrium, it's not AI anymore. Shishir Mehrotra (00:36:00): Right. Not anymore. Rob Collie (00:36:02): Now though, it seems like it's a funny thing that you built these systems that then figure things out and they seem to be working great but then they can't turn around and explain to you what they're doing. It's not built to explain. It's just built to do. Shishir Mehrotra (00:36:15): It makes some sense how the human brain works. Why did you do that? I don't know. I just did it. And when you're running a business, that's not an acceptable answer. I need to know why did it go that way instead of ... Why did it turn right? I need to know why. So, you end up with this interesting tuning and then you're constantly looking at charts of output, what is going on here? To try to figure out whether it's working the way you want it. Rob Collie (00:36:34): So, while we're on pivot tables for a moment, go back to your story about skippable ads. This is TrueView. Imagine how much better off we would be as a society if pivot tables had originally been named summary tables. Shishir Mehrotra (00:36:50): Oh man. Rob Collie (00:36:51): You know? That one was blown. Shishir Mehrotra (00:36:53): Yeah. Rob Collie (00:36:54): I actually tried to rename it stupidly. I mean, it was too late. It was way too late. And I fought that battle for way too long. It was a fool's errand to try to rename something that had been in the world for that long but what does it mean to pivot data? No one knows. Shishir Mehrotra (00:37:08): It's now the insider's club handshake. Rob Collie (00:37:12): I know. I know. I think we probably lost half of the people who would have used them just in the name. Shishir Mehrotra (00:37:17): It's interesting you say that because the way we do the equivalence in Coda, we don't use the term pivot at all. We call it grouping. We don't even call it a thing. Right? We don't give it a noun name. We give it a verb name. And it just turns out that grouping a table is a very understandable phenomenon. In Coda, our model of grouping doesn't require aggregates also turns out ... And the reason I don't love the word summary is I actually think most commonly what you want to do is you take a set of records and you say, "I've got a bunch of tasks. Let me sort them by in progress and done." And I still want to be able to see the tasks. And one of the things pivot table, I think screwed up, is that you can't see the tasks anymore. The moment you're in that world ... Rob Collie (00:37:55): Yeah. I agree. But given what was built, the pivot table implementation, right? Summary would have been the killer name, right? Shishir Mehrotra (00:38:02): Would have been a much better name. What would you have named VLOOKUP to? Rob Collie (00:38:05): Oh, I don't know. Pivots is still relevant to me, VLOOKUP not as much. No. But like Bill Gates always pressing for the unification of grouping in Excel with pivots. And we were always like, "Hmm, no." And it became a running joke after a while, he'd be like, "To the extent that you guys on Excel ever do anything that I ask you." That would be his preamble to some of the things he would say to us. Shishir Mehrotra (00:38:33): I mean, I would say, nowadays, people use pivot for lots of things, but for our first year for the customer journey, our grouping feature was definitely the top of the list. And, honestly, there's a bunch of people who, like you said, never really understood pivot tables and could never compare the two, like, "Oh, that makes total sense to me. I drew up a table. That makes total sense." Then two, to show aggregates. Rob Collie (00:38:50): The way you zeroed in on noun versus verb, that actually has come up multiple, multiple times on this show. It's one of my things. My new hires, when they'd come to work for me on the Excel team, I would sit them down and say, "Listen, you are not allowed to introduce nouns into this product. If you want a new noun, you've got to come to me. You got to fight me for it. You can verb all you want." That was hard one knowledge. I was a noun guy coming out of computer science school. Computer science people love them some nouns. Entities. Just say the word entity and you get all gooey inside, but no, it's a verb world. Shishir Mehrotra (00:39:26): I make that specific statement, you can ask my team, all the time. You're going to add a new noun, you got to come through me. I mean, on YouTube, it was interesting because YouTube has three primary nouns, video, channel and playlist. And we spent forever ... For a long time video was the only noun that mattered. And it was a big debate over which one matters more, channel or playlist. And I made the team pick. You got to pick one. We picked channel, which is probably obvious. Playlists are these long forgotten feature of YouTube and channels are now a big deal. But that wasn't always true. Channels actually used to be a very small deal on YouTube. If you go back to what I do in 2008, yeah, you would publish a video, it's like, "A channel, whatever." Totally bit my fingers on this channel, but it has nothing else on it. Shishir Mehrotra (00:40:05): And, nowadays, all people care about on YouTube is like, "This is my channel. How many subscribers I have." And the same way with Coda, we've put a lot of energy into as few nouns as possible. We'd use common language for nouns, only brand the ones that you really, really, really want to brand. Because there are very few branded nouns in Coda. There's lots of incentives in product development that lead to it. In a lot of companies, you get promoted on it. Like, "I invented this thing. It's now Power BI. And it's now this pivot thing." And you get a lot of feedback loop because nouns are distinguishable but it doesn't help your customers. Rob Collie (00:40:37): Even the technology under the hood is screaming at you, "Noun me. Noun me." It's like, I've got this really cool data structure here. It's dying to be surfaced in the ... No, no, don't do that. That's not what we do. We do not surface the technology. That's not what we're here for, but it's a powerful instinct. Really powerful. Okay. So, Coda, that's the next chapter. And that's the next place where we crossed paths. So, I actually realized that it was six years ago. I visited you in the Valley six years ago. And the reason I know it was six years ago is because one of the people who was there in the early days with you, the very beginning. Shishir Mehrotra (00:41:18): They're all still here, but yeah. Rob Collie (00:41:19): Okay. Good. So, got the feel that they will be long-timers. Yeah. It was a tight bunch. It was a tight crew. The two of you were joking to them, "Maybe we should go to Burning Man this year." And I was sitting there thinking to myself, I had been invited that year to a friend's bachelor party. He was going to Burning Man. And I didn't even speak up because I was so terrified of going. I wasn't even sure if I was going to go. Shishir Mehrotra (00:41:42): Did you go? Rob Collie (00:41:42): I did. And that was 2015. So, that's how I know. It was also, I think, the first year that the Warriors had blown up down the NBA scene. So, we were sitting and watching the Warriors annihilate people after we talked. So, six years ago, you were pretty deep into this thing that's now called Coda. It was codename something else at the time that I kept getting wrong. Was it Krypton? Shishir Mehrotra (00:42:03): Krypton. That's right. Rob Collie (00:42:05): But I kept calling it Vulcan. Shishir Mehrotra (00:42:08): The team had such a laugh out of that. Rob Collie (00:42:12): I kept forgetting it was Krypton and calling it Vulcan. So, why don't you explain both to me and to our listeners what the original vision was and how and if that's evolved over time. Shishir Mehrotra (00:42:25): By the way that meeting was, hey, super entertaining. Rob came in and described this as Vulcan as been repeated many times in the story. But it also was super informative because you came and gave a bunch of perspective. I think probably one of the most relevant to our last discussion, one of your most interesting observations that stuck with the team was you described this person and you said, "Hey, I can walk into a room and if I ask them just a couple of questions I can split the room into two groups of people very quickly." You used to call it the data gene. And your questions were, do you know what a VLOOKUP is or do you know what a VLOOKUP is? What a pivot table is? Bad for many of the reasons we just talked about, but for the perspective of understanding how humans are evolving and so on, it was actually quite insightful that these people you just can't keep them away. They will eventually figure these things out. Shishir Mehrotra (00:43:11): And if you have that data gene, you will some point in your life intersect with these things and figure out what they are. The Coda founding story, so I was at YouTube and an old friend of mine, [inaudible 00:43:21] Alex DeNeui, now my co-founder at Coda, he and I have known each other for 20 plus years. We went to college together. And he's part of the founding team at Sintrata as well. Interestingly, we've worked every other job together, which is a fun pattern. So, he had started this company that got acquired by Google and he had just quit. And he was starting a new company and he'd come to me and he said, "Hey, my company's not doing that well. I'm thinking about pivoting to do something different. Can you help me brainstorm a new set of ideas?" So, we started brainstorming mostly about what he should do. Shishir Mehrotra (00:43:49): I was still relatively happy at Google, but I had told him, "If you pick something interesting, I'd be happy to invest or advise or help out in some way." Said this long list of ideas and we started brainstorming and at one point, one of us writes this sentence on the whiteboard, what if anyone can build a doc as powerful as an app? And that sentence ended up becoming the rallying cry for what became Krypton and then Coda. It's a very simple statement but it comes out of two primary observations. One is, I think the world runs on docs not apps. That if you go ask any team how they operate, any business, company person, so on, if you ask them how they operate, they'll immediately rattle off all the different packet software they use. "Oh, we use this thing for CRM and this thing for inventory. And we use this thing for pass tracking and so on." Shishir Mehrotra (00:44:32): And then, if you just sit behind them and watch them work for a day, what do they do all day? They're in documents, spreadsheets, presentations, and some communication tool. That's what they live in. And this first observation was one that was very deeply embedded in us because that's how we ran YouTube. I mean, YouTube, amongst other things was born right in the start of the Google Docs generation. I got the YouTube 2008, Google Docs is just coming out and, as I mentioned, we were the forgotten stepchild of Google, so we were allowed to do whatever we wanted but we could get no help in doing it. And so, we decided, for example, we would run our task management goal-setting process. We didn't like how OKRs worked. Shishir Mehrotra (00:45:09): I actually just published a whole paper on this last week. You can take a look. But we didn't like how OKRs worked. We wanted to do a different way. And so, how do we do it? We do in a big spreadsheet? I ran compensation differently at YouTube. I had this philosophy I call level independent compensation and the Google HR team allowed us to do it, but said, "We're building zero software for it." So, we did it in a network of documents and spreadsheets. One of the most fun example is if you hit flag on a YouTube video, for years, a flag on a YouTube video would show up as a row in a spreadsheet [inaudible 00:45:37] the person's desk. That's how we ran all these systems. We used to get made fun of. People are like, "Oh, look at these people. They're duct taping together documents and spreadsheets to run what became a multi-billion dollar division." I used to say like, "I actually think this is our strategic strength." Shishir Mehrotra (00:45:49): I mean, the reason we can plan so nimbly, the reason I can hire whoever I want, the reason we can adjust our flagging and approval system so quickly is because we didn't purchase some big bulky software to do it, we design it ourselves and turned it into something that then actually met our, at the time, current value system. So, this is observation number one, it's the world runs on docs not app, which is, by the way, not obvious to people but I feel fairly strongly about it. The second observation is that those documents surfaces haven't fundamentally changed in almost 50 years. The running joke at the company is that if Austin Powers popped out of his freezing chamber, he wouldn't know what clothes to wear or what music to listen to, but he could work a document, a spreadsheet, and a presentation just as well as anybody else could. Because everything we're looking at is metaphors that were created by the same people who created WordStar, Harvard Graphics and VisiCalc. Shishir Mehrotra (00:46:39): And we still have almost the exact same metaphor, which just seems crazy to me. In that same period of time, every other piece of software stack is totally different. An operating system from the '70s versus Android and iOS is unrecognizable. Databases, which we thought were pretty fundamental are completely different than they used to be. Things like search engine, social networks, none of these things even existed and yet the way that slide decks are put together, the way you navigate the spreadsheet grid and the way you think about pages and document is exactly the same as it was in the 1970s. Shishir Mehrotra (00:47:10): So, you take the two observations, you stick them together and you say, "Hey, we [inaudible 00:47:13] runs on these docs, not applications." And those surfaces haven't changed in almost 50 years. Something's broken. What if we started from scratch and built an entirely new type of doc based on this observation that what we are actually doing with our docs is a lot closer to what we're doing with applications than not? That was the thesis we started with. I got personally obsessed with it. I couldn't stop thinking about it. And this went from, hey, let me invest, let me help, to I quit Google and went and started but at the time with Krypton and then eventually became Coda. Rob Collie (00:47:44): I'm sure he recruited you at some point by saying, "How about you just come run this small team over here?" Shishir Mehrotra (00:47:48): Yeah. Exactly. Exactly. That's right. Rob Collie (00:47:51): Those are the magic words. Shishir Mehrotra (00:47:52): We won't pay you at all. That's the ... Rob Collie (00:47:54): Something silly that occurred to me is that your Austin Powers metaphor might even be more accurate than you realize. We are now farther away, in terms of time, from the premiere of that '70s show, than that '70s show was from the time it represented. Shishir Mehrotra (00:48:09): I like that. Yeah. Rob Collie (00:48:11): It's crazy. We passed that point six months ago. So, when did Austin Powers the first one come out? Sometime in the '90s? Shishir Mehrotra (00:48:17): Yeah. Rob Collie (00:48:18): Right? And it represented a time probably 35 years before it? Probably 1964, maybe 1999. Right? Shishir Mehrotra (00:48:25): Yeah. Rob Collie (00:48:25): So, we're almost reaching the point where we're close to the Austin Powers movie as Austin Powers was to the time. So, clearly, if we rewind 35 years, we are what? We're in the '80s, right? Shishir Mehrotra (00:48:35): Yeah. Rob Collie (00:48:36): You're right our documents basically look like that. Shishir Mehrotra (00:48:39): Yeah. You and I can probably geek out on this. And I get asked a lot about why did that happen? Lots of industries saw a change. And the database industry is a great example, you wouldn't expect the database industry to change that much. Codd wrote his book in the 1970s that's still the book that every database engineer you can find will have the book up on the shelf for Codd's relational databases, and yet things like OLAP came out and cubes and it turned into a Power BI. I think what happened in the document industry ... Well, two things. Shishir Mehrotra (00:49:05): One, every company that wanted to innovate in that space was a platform company whose primary interest was evangelizing a platform. Microsoft didn't really want to displace Lotus and so on with a new thing, they just wanted people to use Windows. It was very important that it actually be backwards compatible with everything at Soft. The other thing that happened is we live through what I think of as a period where we're beholden to file format. And so, one of my favorite examples is Steve Jobs and Apple. I've met a bunch of people that worked on the early iWork suite. And the iWork suite, Jobs came in with a bunch of new ideas. He's like, "This is dumb. We shouldn't have a spreadsheet that's one big universal grid. We should have a bunch of separate grids that are actually a little closer to tables." Shishir Mehrotra (00:49:45): And so, that's how numbers worked, actually, it's not actually one universal grid, it's a bunch of separate ones. And the way he did it with pages was a little bit different. And then, Keynote, which is probably the most popular of the three is actually different from PowerPoint in those really critical ways and none of the three took off. And why didn't they take off? I mean, Jobs was pretty smart and [inaudible 00:50:02] were pretty good. I think it was really simple reason. If I build something in numbers and then I want to send it to you, I have to assume that you have a copy of numbers and that you run on a Mac and that's not a safe assumption. It hasn't really been a safe assumption for a long time. And then, Google Docs came out. Rob Collie (00:50:16): Which, by the way, is fundamentally what YouTube did for video. Right? Shishir Mehrotra (00:50:19): That's right. Rob Collie (00:50:19): I had all these delivery ... Shishir Mehrotra (00:50:21): Plugin. Rob Collie (00:50:21): ... And Coda and pl ... I couldn't send you a video, trust that you'd be able to watch it. Shishir Mehrotra (00:50:27): And assume you could play. That's right. That's right. I mean, in that case, it was hard to send the videos because- Rob Collie (00:50:32): Yeah. There was a file size problem and there was also a software c

Welcome back to Series 2 of the Danielle Newnham Podcast. I am your host – Danielle Newnham and each week, I interview tech founders and innovators to learn the inspiring, human, stories behind the game-changing tech we use every day.Today, I am thrilled to kick off Series 2 with Dan Bricklin – the man behind the very first electronic spreadsheet.Dan received a Bachelor of Science in electrical engineering and computer science from the MIT before coming up with the idea for VisiCalc whilst studying Business at Harvard Business School. Not only did VisiCalc form the basis of what we all know to be the spreadsheet today but at the time, Steve Jobs credited VisiCalc with helping drive Apple II’s success. In this episode, we explore Dan’s background, what got him excited about engineering as a kid and what it was like studying at MIT at the dawn of such an exciting age.We also discuss the motivation behind creating VisiCalc and what it felt like to have someone so close to him essentially copy it – you’ll be surprised to hear there were no hard feelings!Dan’s work has been critical to the innovation which followed and I am grateful that he shared his story with me.I hope you enjoy it too.------Let us know what you think of this episode and please rate, review and share - it means the world to me and helps others to find it too.------Danielle on Twitter @daniellenewnham and  Instagram @daniellenewnhamDan Bricklin on Twitter @danb / website / buy his book here.-----This episode was hosted by me - Danielle Newnham, a recovering founder, author and writer who has been interviewing tech founders and innovators for ten years - and produced by Jolin Cheng. 

https://youtu.be/NQsbgn4iBos Rocky Lalvani coaches businesses to leverage Mike Michalowicz's Profit First System. We discuss the Profit First strategy, dissect what a healthy business looks like and contrast good and bad money behaviors.     --- Pool Your Profits with Rocky Lalvani Our guest is Rocky Lalvani, who is a fractional Chief Profitability Officer (CPO). He is a Profit First professional certified by, or based on Michael Michalowicz's book, Profit First, I guess he's a certified professional with the system. He is also a partner, he's a real estate investor and he focuses on rehabilitation type real estate investments. He is also the host of two podcasts, Profit Answer Man and The Richer Soul. That would definitely be good for me to enrich my soul. He holds a Bachelor of Science in Economics from Rutgers and an MBA from Penn State. Welcome to the show, Rocky. Great to have you here. Thank you so much for having me, Steve. I'm excited to join you today. So, let's dive in. Rocky, I'd like to understand how does one become a real estate investor? I mean, what is your entrepreneurial journey to real estate investment? And then this whole profit source, how did that come into the picture? Tell us your story a little bit. So, I have a horrible entrepreneurial journey. Okay. As a kid, I always made a buck. Like I would go into New York City, buy stuff wholesale, come back and sell it to all my friends for double what I was buying it for. So I was making money. Computers were just coming out and I bought my first Apple II. And back then they came out with the electronic spreadsheets. So the first one was VisiCalc. I was teaching accountants how to go from paper ledger to electronic spreadsheets. And while I was in college, I was working in a bank, like helping them with spreadsheets. And the idea in the back of my head was always, I want to start a business and teach people how to, you know, I'll create spreadsheets for you and make it work. In the meantime, I was also learning how to do real estate. So I was learning how to do all the repairs, because if we wanted repairs in our house, we couldn't afford people, we had to do it ourselves. And I actually had my real estate license when I was in college. S o I was selling real estate, got out of college, had no clue how to start a business, how to approach companies, got a good job that turned out to be pretty lucrative. And the evil of great is good. So for quite a long time, I had a good life and I didn't invest in real estate. I didn't do anything. I kind of like, it was hesitant always. I didn't know what to do. And then probably 20 years later, right? After the last crash, real estate was cheap and we're like, okay, let's start playing around with real estate. So I started buying rentals and then we started flipping because at that time it was kind of a no brainer business. I already had all the skills. I knew how to run the numbers and we finally got kicked off of the seat of waiting because that's the biggest problem I think so many of us is the fear of starting. So that got me into real estate and once we got started and I figured it out, we just started running with that. I still had this thing with numbers. So by this whole time, I knew how to build wealth and essentially I became a multimillionaire. I'm like, why aren't there more people who are wealthy? Like, why is this so difficult for people to do? And I couldn't figure it out. And then I realized we aren't taught, like I have two degrees, as you mentioned, an MBA. You're not taught how to build wealth. And then I realized when I was a kid, my parents taught me about money. Most people are not taught about money or what they're taught about money is not appropriate. It's bad money behavior, so to speak. And so they're not taught good money behaviors, unfortunately. Okay. So, what's a bad money behavior and what's a good money behavior? Well, so if you grow up thinking rich people are evil,

As journalists we tend to sprinkle superlative terms such as industry legend around a little too liberally. But today's guest definitely qualifies. As a founder of Renaissance Re Jim Stanard helped completely transform the way the industry analyses and underwrites catastrophe risk and cemented Bermuda's place in the insurance and reinsurance world. He also co-founded global challenger reinsurance broker Tiger Risk. Now he is back in his heartland as chair of the newly-independent Ariel Re. Here we talk about everything you would ever want to know about how to be a successful underwriter building a sustainable portfolio. Listening back it is a remarkable conversation and one marked by Jim's extraordinary good humour and openness. We spent a lot more time laughing than is normal in a serious hard market reinsurance conversation. But that is all down to Jim's open-mindedness and remarkably broad interests. I hadn't met him before this meeting but it really doesn't show. I learned a lot, including that this industry leader has a not unimportant side line on the music scene. So do enjoy the conversation. A couple of Notes: Jim told me later he misspoke about Lotus being the first spreadsheet package and meant to say Visicalc. And the quote about predicting the future is variously attributed to Yogi Berra, Sam Goldwyn or Danish physicist Niels Bohr, depending on who you ask. LINKS Jim's album "Color outside the lines" can be streamed on Spotify and is available on Amazon and other music sellers. Go to: www.jimstanardmusic.com to find out more. We thank our naming sponsor AdvantageGo - enabling underwriters to increase the speed and accuracy of decision making: https://www.advantagego.com/ We also thank Claims Direct Access (CDA) for their support today: https://www.claimsdirectaccess.com/

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Dan Bricklin changed the world forever when he codeveloped VisiCalc, the first electronic spreadsheet and grandfather of programs you probably use every day like Microsoft Excel and Google Sheets. Join the software engineer and computing legend as he explores the tangled web of first jobs, daydreams and homework problems that led to his transformational invention. Hosted on Acast. See acast.com/privacy for more information.

Ralph Wagner recalls his journey of self-discovery that led from failure in engineering to incandescent success in marketing and sales. The man who could not do calculus or write code excelled at identifying and exploiting opportunities created by computer technology. In this interview one sees that Ralph's captivating personality is firmly ballasted by good sense and common decency. It is made evident how his interest in people was vital to the success of his many ventures. If you liked this episode subscribe in iTunes or Google Play so that new episodes will automatically appear in your player. You can find us by searching for Sal Daher or Angel Invest Boston. Do take the time to review us. Sign up at Angel Invest Boston Signup  if you want to be made aware of upcoming in-person events. Obviously, this is of particular interest if you are in Boston or environs. You can also follow us on Facebook, LinkedIn and on Twitter @AngelInvestBOS Topics we touched on: Success after flunking calculus IBM Apple Computers Kurzweil Learning Systems, Ray Kurzweil Microsource KeyFile, Jim Stenzel Bob Moll, Moll Associates Arthur D. Little Meditech, Ed Roberts, Neil Pappalardo Michael Mark, Interleaf Steve Watson, Computerland Visicalc, impact of the first spreadsheet software available on a personal computer Rent-a-byte Steve Gaal, TA Associates Tony Helies Walnut Venture Associates, Jim Massarelli, Data General Julian Lange, Visicalc, Software Arts, Babson College Microsoft Excel, Lotus 123 Eyal Shavit, Software Development Corporation, Underware, Brief, Barry Bycoff, Netegrity Stefan Mehlhorn, Permessa, Collego, Loop Pay Jay Singh, Dan Levin, Doron Gan, Tod Loofbourrow, ViralGains Kendall Tucker, Polis, David Solomont

This episode was recorded 16 May 2013 live and in person at Omni's lovely offices overlooking Lake Union in Seattle. You can download the m4a file or subscribe in iTunes. (Or subscribe to the podcast feed.) Paul Goracke is a senior staff engineer at Black Pixel, where he works on things he can't talk about but that you've used. He's also a former instructor at the University of Washington's Cocoa development program, and has at times been the lead organizer of the Seattle Xcoders. This episode is sponsored by Squarespace. Get 10% off by going to http://squarespace.com/therecord. Better still: go work for Squarespace! They're hiring 30 engineers and designers by March 15, and, “When you interview at Squarespace, we'll invite you and your spouse or partner to be New Yorkers for a weekend—on us.” The great designers at Squarespace have designed an entire weekend for you, from dining at Alder to going to the Smalls Jazz Club and visiting The New Museum. Seriously cool deal at beapartofit.squarespace.com. This episode is also sponsored by Microsoft Azure Mobile Services. Mobile Services is a great way to provide backend services — syncing and other things — for your iPhone, iPad, and Mac apps. Write code — Javascript code — in your favorite text editor on your Mac. (Mobile Services runs Node.js.) Deploy via git. Write unit tests using mocha (or your tool of choice). Supports authenticating via Twitter, Facebook, and Google — and you can roll your own system. It's cool. Things we mention, in order of appearance (more or less): CodeWarrior SIOUX-WASTE TextEdit 32K limit WASTE Usenet Metrowerks Ron John Daub Compact Discs Adobe MacTech on SIOUX WorldScript Unicode UTF-8 PowerPC Apprentice CDs DNA sequencers California Stanford Sun workstation PC Minnesota Egghead Software NFR copies Think C Think C Reference Learn C on the Macintosh Inside Mac Scott Knaster book Ultimate Mac Programming Guide Apple events Inside OLE 4th Dimension Guy Kawasaki Apple II Atari Commodore VisiCalc BASIC Nibble magazine Elephant Disks Beagle Bros. Byte TRS-80 Creative Computing 6502 C pointers fseek Apple IIe Apple IIgs Lemonade Stand Token rings 1994 The Computer Store Powerbook 180 Filemaker SQL HyperCard Myst Broderbund Sierra On-Line King's Quest PowerPlant Flash JavaScript Java Applet Remote Method Invocation Java Native Interface Windows NT Classpaths Bioinformatics Perl use strict Berkeley DB MySQL RedHat Linux Emacs Quartz Composer Grok Forth Seattle Xcoders 2004 2005 NSCoder Night CocoaHeads Pirate flag Advanced Mac OS X Programming book Gus Mueller Rogue Sheep MacBU OmniGroup dBug Lucas Newman Mike Lee Wil Shipley Golden Braeburn Joe Heck Hal Mueller WWDC Luau SFMacIndie Party Jillian's Jacqui Cheng Clint Ecker Guy English C4 NeXT BeOS UW Salvage Subversion Versions John Flansburgh Northside