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Ozzie: Lotus Notes ended up being a multifaceted piece of software; it had email, it was used for collaborative workspaces for people to do dynamic work together. It was used as a content management system, as an application server. Groove was really meant to fulfill just the collaborative workspaces piece. We were laser-focused on the notion of people needing to dynamically assemble in a virtual environment, share documents and their thoughts in order to get work done very quickly, and then disassemble. In the work environment now, increasingly you have to work with partners or customers directly, and this concept of rapidly forming virtual workgroups would be an increasing challenge and opportunity moving forward. The Web itself on the open Internet is an alternative way of doing this, but we were really targeting people who needed

to work in a highly mobile fashion, behind the firewall, outside the firewall, and in a secure manner. So we went for a desktop architecture.

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up working 120 hours a week, and the last one cost me a house and a marriage [laughter] Mind you, now that I have neither a house nor a marriage, it can t be that awful Smolin: Yeah, not much downside So, if somebody came to you and said, Arthur, I ve got a fabulous idea for a product I ve got this program I think I m going to turn it into a product, what would your sagest piece of advice to a person be who s entering this arena for the first time What is the biggest pitfall or the biggest risk you d like to notify them of Fuller: The first thing is don t risk, entirely, your own money Get financing somewhere Get a partner, get something But don t risk your house Smolin: Okay.

Ozzie: Before I start a company, I typically write a couple of founding docu-

ments One of them is very outside-in: it s a scenario-based document, describing the high-level challenge that I m trying to address and the end user scenarios that we are trying to solve This attempts to explain what we re trying to accomplish to anyone who joins the company or we might need to get financing from Then I create a second, bottom-up document describing the different technologies that will have to be assembled to accomplish that vision The first thing we did in both Iris and Groove was get a big open office and recruit a core team of people Generally these were people I d worked with before, so I wouldn t have to get past the trust issue involved in understanding what they are good at and what they re not.

And we d just sit down with the whiteboards and just try to work through some of the more difficult algorithms, make key tooling decisions Early on in Groove, we had a very big decision to make: do we do it in C++ or do we do it in Java These types of decisions are important because you can never go back on them once you ve started down that path In Groove s case, there was a very risky piece of technology a certain algorithm for synchronization that we didn t even know if we could do And we didn t want to hire more people and really get going until we knew we could accomplish it It took about 3 to 4 months before we were confident that we d be able to actually build what we wanted to.

Architecturally, Groove was a real contrarian play at the time This was in 97, an era where most people were saying, Things will move from other architectures to the Web We were basically saying, The Web will hit its limits at some point for certain applications, and we want to go to a peer-to-peer architecture that would complement the Web, not replace it For a certain class of applications it would be very effective It s a masterless synchronization where people could do things like work independently on all these different peer nodes and the algorithms would get everyone in sync It can get very complex when you have a dozen people and they re in different subnets Eventually these people come together and it s complicated to make sure all the changes get applied in a uniform fashion for everyone.

That s it Fuller: And the second thing would be get somebody who knows something about business Don t rely on your programming skill to win the day That s not going to work The central problem is that I know nothing about business I have devoted all my intellectual efforts to philosophy first, and then screenwriting, and then programming, and then database design and development I know nothing about how to run a business, or effective marketing, and even worse, I hate selling What I have learned is that the success of a firm is defined by its weakest link Should I proceed, I need partners with skill sets totally unrelated to mine Loving to sit in the back room devising new algorithms is not enough Wild-eyed ambitions are not enough Lust for wealth and dates with Penelope Cruz are not enough.

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