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Smolin: So, you had identified the market Fuller: I was already writing for DataBased Advisor and I was writing a book I wrote one of the first books about Clipper, and I was writing this library which was basically gleaned out of stuff I had written for several clients Then you see the repetition of, you know, you write this for this client and almost the same thing for that client and almost the same thing for the next client, and then you realize, hey, I could generalize this And write objects Now, in the first couple of versions, Clipper wasn t object-oriented It was clearly leaning in that direction, but I was using a product at the same time called Actor, which was one of the first, maybe the first, completely object-oriented products for Windows So I learned the basics about Actor, about object-oriented programming by using Actor.

a new SpriteBatch object for each frame; rather, reuse one SpriteBatch object you created at the startup of your application.

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Livingston: Can you remember anything else that surprised you Kapor: Oh, almost everything I didn t expect to find myself in this situation I really didn t Being successful surprised me enormously, shocked me, especially the magnitude of it VisiPlot was a success and I had made some money, but I didn t understand how big the industry was going to get; how big we were going to get Our original business plan called for $3 to $4 million in sales Ultimately, in 1983 it was $53 million So it was a 1,700 percent forecasting error And then it tripled the next year to $150 million I was totally unprepared for the magnitude of the success and the rate of growth It would have been psychotic to say it was going to get that big that fast Or you d have to be prescient, but I m not.

So mainly what I was thinking in those days was We d better make sure that we don t blow it, having gotten here And worrying that it could all fall apart as quickly as it came about So I was terrified! Inwardly And excited And unprepared I became a minor league celebrity in Boston, being recognized in restaurants, and that was weird And people started to act differently around me, because when people are seen as having power or they re seen as having some special resources, people get weird because they project their fantasies onto the person or they start telling you what they think you want to hear If you watch people around Sergey Brin and Larry Page from Google, it s very amusing, but, to be the recipient of that I wasn t particularly prepared for, nor did I want most of that.

I mean, I liked attention, but it s a lot to get used to and a lot of it made me profoundly uncomfortable And there was a series of values challenges that came up with running a business that I was unprepared for that were very painful Livingston: Can you describe one Kapor: Lotus as a company wound up suing some other companies that were copying our look and feel Now, that was not done on my watch I was.

And then I discovered that Clipper couldn t do it, so I kludged a way that it could It was basically pointers to functions Smolin: So Artfullib became a successful product Fuller: Yeah, it did It became very successful I was vaguely aware of a marketing maxim that says, You have to appear in three successive issues or You have to buy 17 minutes of TV time to make a penetration into the recipients consciousness I found enough money to finance our initial magazine ads, and sure enough it worked In the first year, I sold more than half-a-million dollars worth of product, and in the second and third sales went over a million Not all profit, of course Smolin: How many years of life did it have Fuller: Through its various iterations, about seven Smolin: And it reached the end of its product life primarily because of what.

Then we went to raise more money. The Davises had committed to $3 million that was going to be in tranches. We had $1.5 million, but the last $1.5 million was contingent on us closing a deal for a consumer electronics partner . . .

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