Peter Nixey

We’ve been managing our photos together for almost a decade now. Things were nice and simple at the start and we both knew what to expect from each other - I pulled my photos off my camera on the computer, imported them into iPhoto and arranged them. Life was good.

But then you came and gave me the great iPhone camera and I started taking more photos like that of this lovely cow. Also you give me a wonderful wireless sync facility so I didn’t ever need to plug my phone into my laptop so I didn’t. So then the photos on my phone and the decade of photos in my iPhoto library started to diverge because I didn’t get round to syncing them.

Then you gave me a beautiful iPad which would looked so perfect for curating my iPhoto library. I couldn’t wait to edit and organise photos from the comfort of my sofa except that you didn’t give me any way to save things back to the library. So I couldn’t. So things just kept piling up on my camera roll.

Then I thought you’d heard my pain and figured it out - you gave me “photo streams” which put every photo on every device. Unfortunately the only way to get photos into iPhoto was still through my desktop so the fact they were available on the iPad was academic because I still couldn’t save them to my library. Also when I pulled them off the photostream they still existed in the camera roll. Two copies (three if I edited them) and you also occasionally told me to delete some because I ran out of space.

To be honest, I got a little confused at this point. Have I transferred them into iPhoto? I’m not sure I’ll check the photostream - ack, no, I remember you told me to delete photos off my photostream because there were too many. Hmmm, check the camera roll again. Hang on a minute - where are my videos?! Turns out photostreams don’t stream videos. Man, these things are not cool.

Just so as you know by the way and don’t freak out but, I’d like to sort my photos when I’m sat on the loo. Or in the bus, or anywhere else I want to kill time with my phone. I don’t want to edit them when I’m sat at my desktop - that’s work time. It really pains me that I can’t do that and so my photos just pile up in a big heap while I waste time reading things I don’t care about on Twitter.

Finally, to add insult to injury, when we moved to your lovely little MacBook Air you kyboshed my disk drive. All of a sudden, after 10 years of taking high-res photos and videos I couldn’t even fit them onto my laptop. Not only that but you insist on keeping a cache on my Macbook of my entire decade of photos at just the right size for each iDevice. Did you know that I’m using 7% of my entire Macbook disk drive just caching photos for my iPhone and iPad? That’s crazy! I paid a lot of money to you for that flash drive - I don’t want to waste it on a photo cache.

So Apple, I think you’ve got a bit confused. Don’t worry about sharing, we don’t need you for that. Your job is to take photos, organise them and make sure they don’t get lost. So let’s talk about how you can do that.

What I would like from Apple to manage my photos

1. I want the canonical copy of my iPhoto library in the cloud. One iPhoto library in the cloud, many devices with access to it. I want to edit, organise and delete photos on any device and see the same changes on all other devices. No master/slave setup - just straight cloud access.

2. You can charge me for this. I suggest $5/month. Maybe that’s a bit more than it costs you at the moment but that’s what I’m prepared to pay and we both know that you’ll do very well out of this in the long run. However for that I want unlimited space including for all of my videos. FYI that’s not what really I’m paying you for. I’m really paying you for the peace of mind that you’ve got my memories safe-guarded. I’m technically paying you for insurance. The utility this offers just the carrot that gets me over the hump of paying you.

3. Get rid of photo streams. Make the camera roll a single photo stream that shows up in iPhoto (on all devices). I want a single camera roll that all devices feed into. I want to take photos, queue them in my camera roll then pull them out as I organise and sort them into my library. Let me explain: photos and videos have two phases 1. on the camera roll 2. in my photo library. Nowhere else.

4. I’d like you to create API for my iCloud camera roll so any camera I own could hook into it - I want to be able to buy an SLR with wireless capabilities and simply connect it as a new source to my camera roll.

5. Make iPhoto on the iPad and the iPhone work well. Make them do clever things to give me fast access to my photos from the cloud. You did it for iTunes, let’s bring the magic a second time. Let me harness power of that splendid little device direct from the loo.

This opportunity won’t last forever by the way. Most people haven’t got a good backup strategy and don’t spend any money on backup but by the time they do they won’t be prepared to give you yet more dollar to take care of their photos. When the inevitable time comes that they’re paying Dropbox or Google $10/month for unlimited backup they won’t cough up another $5 for photos. However they’re not doing that now and you’ve got a window to bring some Apple magic.

I know Steve’s not around to crack the whip but you need to get your act together Apple. This could be a nice little $2Bn/year recurring revenue stream but the window will close. If it closes before you’ve been bothered to sort this mess out we’re all rodgered so chop chop!

Comments on Hacker News

Photo credits - my iPhone

I Pencil is by any standards a deeply interesting essay. It looks at how incredibly specialised our jobs and roles have become and reflects on the astonishing and powerful fact that no single person in the world today holds enough knowledge even to make a pencil.

The essay is a reflection on the importance of trade and specialisation. It’s a reminder of the massive sophistication of the society that is required to produce even our most simple products and it’s a wonderful portrayal of the dangers of patents and the power of free markets and capitalism. It is also a good reminder of just how big the shoulders on which we stand actually are.

And yet despite having been submitted twelve times in the (search-documented) history of Hacker News, I Pencil only made the front page once, three years ago.

I also don’t think it’s because the HN crowd don’t find it interesting, I have no doubt that it would spawn a load of debate about software stacks, open source and patents. It did certainly do well three years ago. Since then it’s been resubmitted about nine times and seldom gets any upvotes.

It may be because there’s de-duping going on in Hacker News which would be fair enough (although still a bit of a shame - classics will come around again). However since it had been submitted twice before even catching the frontpage three years ago, I suspect it’s not that.

I suspect that “I pencil” never makes its way onto the front page because if you come at it cold, it’s not completely clear why it’s significant or just how well reputed it is. It takes a little time to digest and it’s you ideally want someone to reassure you that it’s really worth reading and thinking about. It’s the sort of article that you’d take the time to read and appreciate if you saw that a lot of people on Hacker News upvoted it.

However, it’s not the sort of essay that does well if you come to it from a standing start, you don’t know that anyone else finds it important and you read it quickly without thinking about it. In short it’s not the sort of article that does well on the “Newest” section of Hacker News.

Hacker News does an excellent job of migrating stories up and down the front page according to their level of interest but the newest section has a more capricious atmosphere. A story has between half an hour and an hour before disappearing off the bottom and if it doesn’t garner three to four upvotes during that time then it won’t make it to the two front pages and to the traffic and upvotes that follow.

The challenge is that upvotes are throttled by the number of visitors to the story. Your upvotes will only ever be a tiny fraction of your visitors. However, with only a title to judge the story by, the “Newest” section is often a beauty parade of titles. Good titles get lots of clicks, a fraction of which convert into votes, poor titles get few clicks and fewer votes still. An article may be twice as interesting and convert visitors into upvotes twice as well as the next but if its title attracts a tenth of the traffic (which from personal experience on both sides is perfectly possible) then it’s dead in the water.

A “deeply interesting”, slow burner like “I pencil” is just not cut out to survive it and is always going to lose against a well written 800 word piece with a new angle on Self Quantification While Programming and a link back to Hacker News comments.

Both as a reader and a writer, Hacker News brings a great deal of value to me. As a writer it’s my greatest source of traffic. As a reader I go there to be entertained but mostly to learn from the community - both what’s hot and what I should be aware of in general. I’m very happy to read long, solid, thought-provoking pieces (especially with Pocket) and I’d love to see even more of them.

I might be completely off-target with this and it may just be that “I pencil” is boring or has been hellbanned. If I’m not though then it would be great to dampen the the title-parade effect. If all new articles got the same amount of traffic then there wouldn’t be quite the same positive feedback loop that happens when catchy-titles beget traffic which begets upvotes and yet more traffic.

It would be really interested to run two experiments on HN. The first would be to remove the display of upvote count on the newest page and see whether it reduces positive-feedback. The second would be to take normalise the weight of upvotes by the traffic going to the story (disclaimer this may already happen). If I had the reigns I’d be super interested to put in a redirect on story links so I could measure clickthroughs and then normalise upvotes against that traffic.

I normally shoot for a clever last line to an article but I have none for this except that ideas are easy, execution is hard. As you were.

Comments on Hacker News (because I’m not Leonard E. Read)

And so we come to the end of Eric’s talk and a gaggle of entrepreneurs are shepherded onstage to discover why they haven’t yet fulfilled their recurring-revenue destiny.

One sheepish fellow tells us his company is struggling to get signups and he doesn’t know what to do next. Eric turns to the audience and smiles knowingly, telling us that this is clearly a case of doing what we in the Lean Community refer to as “Reverse Order Planning”. He turns back to the entrepreneur and tells him what he should do. The crowd roars, the entrepreneur raises his palms. I’m not completely sure this is how it ended but in my mind’s eye, Eric walked up to the other two entrepreneurs, placed his hands on their foreheads and as they burst into tears he pushed their collapsing bodies back into the raging audience. Lean had most definitely arrived.

In 2007 (4BL), I’d just pitched my then company, Clickpass, to Mike Maples. They say that if you want advice then ask for investment and Mike duly responded to my pitch with a story about IMVU. IMVU was a Virtual World company who had formalised their product development and engineering process and Mike’s uncloaked suggestion was that I should consider the same. I read the case study and was blown away. One of the subjects of the study, Eric Ries, kindly agreed to meet me and my co-founder, Immad at IMVU’s office in Palo Alto so we grabbed a zipcar and headed down from San Francisco to meet him. I found Eric inspirational not only in the humility of his presentation but in the sheer rationality of the approach he presented. In the structureless madness of Silicon Valley, it was the type of actionable startup framework I’d been craving.

In the years since then, thousands more people have been touched by Lean. Just as it affected me, so it has affected them. However, Lean’s converts have begun to take on an almost religious zeal. Entrepreneurs wear their MVP like a crucifix and demand to see yours before they will deign to interact with you. “Don’t have a product out there clocking up signups? Why not?! What’s wrong with you? What’s the point in building another feature until you know your existing ones are useful?”… but I’ve only written a login system… “Doesn’t matter, how can you know it’s not enough until you test it? Release, RELEASE!”.

In the midst of the excitement of Lean, something’s got a bit weird, something’s been forgotten and trampled underfoot. In the heat of excitement we’ve forgotten that Lean is by its own admission not the same thing as cheap and that testing a vision may mean building something beyond what is envisionable today. We’ve forgotten that testing a hypothesis efficiently and running an experiment quickly doesn’t mean the experiment itself is trivial or inexpensive.

What does the MVP for the iPad look like? Is it a colour multi-touch device which lasts at least five hours, that you can surf the net, watch video on and read books. Is it that? Because the Blackberry Playbook does that and that doesn’t feel like an iPad to me.

What was the iPad’s disprovable hypothesis? At which point would you have closed the door because the iPad just seemed “a bit too heavy” or “a bit too sluggish”. When would you have told Steve the project was flat-lining and that he should forget about the last 100g of weight loss or the last hour extra of battery life?

When are you wrong and when are you just not “right enough”?

The MVP for the iPad was something that matched Steve’s vision of what it should be. The failed hypothesis was him building it and realising he didn’t like it. Steve Jobs is of course the definitive outlier but he’s not the only person to revolutionise things by by going much further out on a limb than Lean might sensibly suggest.

What would your MVP have looked like for Dropbox? Would it have included sync across OSX, Windows and Linux? Would it include versioning as well as just backup? Because I’ve got account #140 on Dropbox and I had all of those from the start. The lean movement frequently cites Dropbox as a “lean company” but while impressive, it wasn’t what we would now think of as lean. Dropbox was built to a single vision rather than a cascade of hypotheses. Drew and Arash built out what felt right to them, what they wanted. Would it have worked with less? We’ll never know but we can guess that either way it probably wouldn’t have worked for Drew.

Lean teaches us to relate constantly to the market and to focus on the minimum viable product that tests our hypothesis. If what we’re building is high-fat, low-protein, salty, internet snacking then we may be able to simply release, test and iterate our way to that from the start. Anything truly worthwhile will demand more though. We will have to build something of real value before we can see whether it even works, never mind whether we can onboard efficiently. It may need to be rethought even before that point. It may not fit our own vision of what it should be and we may have to rethink our approach before we release to the market at large. That doesn’t mean that we won’t release the minimal form of it, only that the minimal form may still require a lot of functionality.

Lean is a clinical, scientific methodology that has changed the startup community almost entirely for the better. It’s a methodology that ensures you progress efficiently, formalise what you are testing and keep your focus on doing so. It is a process of systematic, incremental experimentation and it is brilliant.

What Lean doesn’t do though is tell you is how minimal your viable product actually is. Creating a faster horse will probably mean doing a lot more than simply A/B testing what grain you feed it.

Most slow software companies believe that the engineering department is what slows them down.

I’ve always found this odd though. The companies I’ve heard complain about it were indeed slow and features did indeed take two or three months to create, however engineering didn’t actually account for very much of that. Often no more than a week or so.

Not only was the engineering time relatively brief but so were the other stages. UX and UI would only take three or four days between them and QA was maybe a day at the end. Despite a total development time of only two weeks, features still took two or more months to become a reality. Why was this?

It happened because features spent most of their time simply waiting around in queues. The product department had a backlog of requests from biz-dev, the design team had wireframes waiting to be made beautiful, engineering had specs waiting to be made whole. Every step involved a queue and an associated delay.

Product gets delayed by queues not by engineering

It was the best of intentions which created these queues. The first was the fear that engineering would “run dry” and the second was an understandable but misguided belief that backlogging specs and designs helps things move faster.

It was primarily the fear of an unoccupied engineering team that underlay things though. Engineers are expensive and hard to recruit and their salaries go out of the door like blood leaking from a severed artery. With all of that investment, the last thing you want is for such expensive machinery to sit idle on the shop floor.

Both managers and product managers felt that if engineering wasn’t humming then they hadn’t been doing their jobs. CEOs and department heads only tended to exacerbate things. I was once told in no uncertain terms that, “if engineering isn’t working on something then someone will have to answer for it”. Which doesn’t seem unreasonable until you see the consequences.

The reality of product development is that it’s less about production and more about reduction. Reduction of the myriad ideas that don’t work and exploration of the few that do. Product development is less of a design process and more of an evolution process. And a critical part of the evolution process is the rate at which generations die or to be more accurate, the rate at which they reproduce.

Startups live and die by Cycle Time not by engineering throughput

When geneticists study heredity and evolution they often do so using fruit flies. One of the main reasons for this is that fruit flies reproduce very quickly so the the observer can record evolutionary effects in real time.

If you ever hear a great founder speak, they don’t usually talk about a small number of brilliant ideas, they talk about a large number of very sensible ideas. They tell good stories. Good teams don’t build saviour features they expect will change everything, they build sensible features that will probably change something. Like geneticists, they’re looking to maximise their learning rate. Like geneticists, they seek a fast cycle rate.

If it takes you two months to take a feature from inception to release then you have an end-to-end cycle time of two months. That gives you a mere six chances to iterate on a feature each year. If each release gives you a 10% improvement then by the end of that year you can expect to be about 77% better (assuming you focus on the same feature).

Drosphila Startupis FTW

If you move instead to a two-week, end-to-end cycle, you give yourself not six but twenty four iterations. If you improve 10% each time this compounds to an eye-watering 880% improvement over the year. Perhaps even more importantly, when you reach the inevitable point where where incremental improvements start to wane you can quickly cut your losses and move your attention elsewhere.

If startup progress were linear then that would surely be compelling enough but startups are chaotic with both a small c and a large C and small changes in initial conditions can result in qualitatively different final states. Being better faster means disproportionately more press and attention, users and funding. Maximising the number of small positive changes may just be the difference between being Instagram and PicPlz. Get those little butterfly wings flapping.

Engineering iteration time is not the same as cycle time

Cycle time is the time that elapses between deciding to build a feature and being able to measure the success of the feature. It is an end-to-end time. You might have a nominal, two-week “agile engineering process” while still having a two month cycle time. Engineering time is only one part of it.

Most teams optimise for capacity utilisation

Pressure from managers and a misunderstanding of how product inventory depreciates means that instead of optimising for cycle rate, most teams optimise for capacity utilisation.

Managers make sure that engineers are “always busy” which inevitably means queueing more work up for them. Getting more features specced, more features designed, more UX wireframed. The bigger the queue, the lower the risk they’ll run out of stuff to do.

Unfortunately, as we’ve seen, queues are bad and lead inevitably to slow cycle rates. Queues are actually even worse than you imagine since they build up quickly, cause non-linear delays and take insufferably long to work off.

There was no way engineering could either see or avoid the jetwash which caused the product stall

You might not like your engineers, they might not like you but they are not responsible for your slow releases. For that you need to look elsewhere, you need to understand why queues arise and you need to understand what’s necessary to get rid of them.

In my next essay (which would have just been this one but it was way too long) I’ll take a look at how you can kill them (the queues, not your engineers) and live fast. Subscriber s’il vous plait to make sure you catch it.

NB this wasn’t just a ruse to get you to subscribe, it’s a way for me to help you avoid slogging through 2,000 word essays. But, since we’re here, come on in, the water’s lovely!

Discussion on Hacker News

I have a friend, a designer, who’s convinced she’s not very good. She doesn’t believe her work is anything special. She doesn’t even believe her discipline is anything special and prefers to assign credit to her environment or to the pressure of others’ expectations.

This belief is very deeply ingrained in her. It comes naturally but has been amplified by her reaction to other people’s feedback. You’d think then that they given her so little reassurance that she loses her self belief; that they erode her self confidence?

That’s not what people tell her though. They tell her that she’s good, that she delivers work which is very good. That she works very hard. That the combination of the three is unusual; that she is unusually good. I don’t know what people told her before I met her, when she was young, but now there’s no doubt. She is exceptional.

She prefers not to see it that way. And she prefers not to see it that way because she wants to be better still. Because she wants to be as good as she aspires to be. And that means ever better.

She has created a reality that forces her forward. Her need is always to be better. To be stronger at what she does. She values what others think of her but what she really cares about is what she thinks of herself. What she thinks is that she needs to be better. To achieve aggressive goals and then to push them further. Usually to push them on before she even arrives at the old ones; forcing herself to fail inevitably and improve relentlessly.

She must never feel comfortable, she must never sit down. She creates a belief set for herself that ingrains a sense of inadequacy. With that in hand, she has no option but to march forward, to make herself better and stronger. She cannot exist in a world where excellence is a prerequisite and where she is awful and so by grading herself down she drives herself ever forward, becoming ever better.

“The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man”
 - George Bernard Shaw

So too ourselves. The unreasonable man adapts himself to fit his own vision of himself.

But adaptation is hard and distortion is painful and we can’t find peace while twisted. We have to believe that in the end our adaptation will bring us something: respite, fulfilment, happiness. We have to find a peace and an equilibrium or we are our own Sisyphean captor.

Because as we hold ourselves hostage to our dreams, as we push the rock back up the hill, life happens. It happens and as we get older it happens faster. Life accelerates around us until months disappear like sleepers under a train. As we focus on rolling our rock better, further, faster, the year that it took us to do so passed. It’s goes. It won’t come back again and it can’t be traded with a one from the next decade. Years aren’t fungible, being young passes.

This post started off as a message to my friend but it ends as a note to self. I think there is perhaps more of my friend the designer in me than I care to admit. I wrote this to implore her not to throw off comfort and contentment. That these are the things to to treasure and not to demonize.

We avoid accepting praise because we fear we will start to believe it and cease to improve. We avoid creating a home because we fear it will make us too content to move, to lay our head on the rolled up sweater of the next opportunity. We avoid taking a job because we fear we will get addicted to the money and never start a company.

In the Stanford Marshmallow Experiment, young children were promised two marshmallows by a researcher. The researcher presented them with the first one straight away and told them they’d get the second as long as they didn’t eat the first before the researcher returned. The researcher then left the room for 15 minutes. A few kids scarfed the marshmallow immediately while a minority held out for the second.

The children who held out did so by forcing themselves. They turned around and covered their eyes, they tugged at their pigtails, they kicked the table. Some even “stroked the marshmallow like a tiny stuffed animal”. Long term studies went on to show that the children who were able to do this, to delay gratification and wait for the second marshmallow also turned out to achieve more in life.

The conclusion was that the ability to delay gratification correlated with more success in the long run.

However I think there’s a second conclusion. It took 15 minutes for the researcher to eventually reappear and for the remaining children to receive their second marshmallow. The girl who held out, spent 15 minutes of her life tugging her pigtails, waiting anxiously for a marshmallow. Meanwhile, one of her other friends got a marshmallow immediately, left the experiment 15 minutes earlier and got back home in time for dinner and playtime.

Sometimes we have to force ourselves to stop living with our eyes covered and our backs turned, stroking our dreams like stuffed animals while we wait for a sorry marshmallow. We need to just eat the one that’s in front of us and enjoy it.

Heroku provides a wonderful service. It’s a service that’s solid enough that you can really grow big on it. There are some businesses that have grown very big on Heroku, had many millions of dollars invested in them and in some cases been sold for many millions of dollars too. I love using Heroku.

It’s a bit disconcerting though that if you go to SXSW, you hang out with some eager young founder whose business is on Heroku and you borrow their phone; you can delete their website before they finish their drink.

This is a bit of a flippant post and intentionally so as I’m hoping to draw attention to the problem for Heroku and other services too. I have mentioned it to them before but it hasn’t yet got any love. It’s not only a problem with Heroku it’s just that’s where my business is so that’s what I’m concerned about.

10 steps to delete someone’s business off Heroku

1. Put down your drink

2. Ask to borrow their phone (or watch their pin and take it)

3. Go to Heroku’s reset password link

4. Enter their email and reset their password

5. Open the mail app on the phone

6. Click on the email from Heroku

7. Enter a new password

8. Go to the app > their business > settings

9. Click delete

10. Finish your drink

It’s not clear to me whether backups created using Heroku’s PGBackups service will also be synchronously deleted but if they are then what just happened was Really Bad.

2-factor doesn’t really help

This isn’t something that 2-factor authentication is going to fix. 2-factor auth is great at preventing a man-in-the-middle attack but when the attacker has your phone, they probably also have the second auth channel (Google Authenticator / SMS / keys with your RSA fob ).

What might help

Here are a few simple things that would make an attack harder:

1. Don’t delete or even deactivate an app when someone asks, set a job to do it in a few days
2. Don’t delete any database backups for longer still
3. Send that person an email every day in between telling them their app is going to be deleted
4. Let them set a second password to delete the account
5. Do multi-channel auth but do it 72 hours later, once they’ve either got their phone back or noted that it’s gone.
6. Allow a “second signatory” on the account - someone else who has to concur before you push the button

In the case of Heroku, all of the above measures would ideally need to apply to other abilities that could damage the service such as removing addons, workers, dynos etc. too.

This isn’t just Heroku’s problem, it may apply to your service

In the past you could be fairly certain that short of getting phished etc. your email was reasonably secure - if only by obscurity. You used a computer and you left it at home or at work. The computer itself probably had a login. You probably didn’t have the computer with you when you were drunk at parties.

However our email is no longer inaccessible, it’s in our pockets and we don’t log out of it, we just put a 4-digit pin on it. We give it to someone when we show them a photo or leave our phones an iPod dock at a party.

Since almost every account has a password-reset via email every account is accessible via our phone. It would be great to have some different auth patterns but in the meantime it would be good to lock down those things which matter most. One of those things for me is Heroku.

Discussion on HN

A throwaway comment I left on HN today resonated enough to make me rethink its significance.

“Evidently the corollary to Arthur C Clarke’s famous quote on technology and magic is that those who create it are witches and wizards. You like the magic and you need a few practitioners but when things start getting weird, it’s pitchfork o’clock.”

It was really only meant to be cute but it got so many upvotes (31 83) that it made me realise that it was accidentally more true than I realised.

The quote from ACK is of course that “any sufficiently advanced technology is indistinguishable from magic”. Back in the day magic was (to my uneducated understanding) largely chemistry, slight of hand and showmanship.

Magic led to both fear and respect. Witches and wizards feature frequently at the right hand of leaders but seldom seemed to make their deathbeds in a single piece.

As technologists, we wield our powers for the advancement of ourselves, our world, and just for fun. We can do pretty crazy things and create wealth and power out of seemingly nothing in a way that witches and warlocks of yore would have been awe of. We are perhaps too glib about the comprehension and understanding this takes from the rest of the world.

Take the legend of a chosen redhead. Even as a child he cast a spell so powerful it blanketed the entire world. His spell gave him the power to hang the thoughts, fears and dreams of a billion people in front of him like the silvery strands of the pensieve. It was magic so strong that neither the young nor the old could resist. All were seduced. Finally, unsatisfied at merely holding the thoughts of the world in his hands, the talented magician went further. Within a year he had emptied the purses of the richest merchants in the land to the tune of the combined value of the greatest shipping and trading companies of his day.

As crazy (and implausible) a tale as this is, this is the world we live in. This is the magic we practice and the power that it gives us.

In the wake of the terrible news of Aaron Swartz there have been several followup stories of information crusaders, crucified by the establishment. It’s maybe easy to overlook the fact that those who mete out such punishments are not just reacting to the action. They are presumably also reacting to their own fear.

Nobody with any real understanding of the facts and technologies involved would have offered up 35 years in jail as the appropriate punishment for Aaron. It’s perhaps not a coincidence that witchhunt is the word that we reach for in these circumstances.

When power destroys things we presumed safe, awe turns to fear and fear to a call to arms. 35 years is better than being burned at the stake but it’s similar enough to stop and think. Why would facilitating the distribution of legally available academic research papers carry a greater punishment than stabbing and beating someone to within an inch of their life which (in the UK at least) carries a maximum sentence of 18 years?

In abstract it seems crazy. The trolly problem is a bona fide moral dilemma. If however you were offered the alternative of either a) stabbing someone to the point of their lifetime paralysis or b) making some already-public scientific papers more available it wouldn’t even qualify as a dilemma, merely a question of how quickly the papers could be set free.

And yet in the eyes of the law, freeing the papers carries twice the sentence of stabbing someone. There has to be more to such irrationality than simply an unbalanced emphasis on intellectual property.

Magic: “the art of producing a desired effect or result through the use of incantation or various other techniques that presumably assure human control of supernatural agencies or the forces of nature”

Technology at its best, as Arthur C Clarke said, is indistinguishable from magic. But throughout history, magic has come hand in hand with fear.

In dealing with others’ perceptions of magic we should remember that it is fear that whistles through the pitchforks and fans the torches. Arguing that the mother would have died during childbirth regardless and that the healing spell was not what killed her won’t allay the villagers’ fears. They need to know that the spell can’t kill their wives and mothers.

When faced stories such as Ahmed or Aaron’s, we technologists focus simply on the rights and wrongs of the act itself. Consciously or otherwise though, non-technologists are reacting both to the act and the magic. Perhaps sometimes we underestimate the importance and significance of simply demystifying ourselves.

Discussion on Hacker News

It’s been about eight years now since I first got together with Apple. I’d fancied her for a while but I thought she was a little out of my league and I found her sycophantic, hipster friends a bit alienating.

To be honest, my initial attraction was entirely superficial. She was gorgeous and turned heads like a magnet turns iron filings. I didn’t know much about her then (though her genie party trick of slipping into a laundry-hamper was pretty sexy) but I knew enough not to be able to stay away.

One day one of her moustachioed friends went off in search of boutique coffee and left her and I to get to know each other. It didn’t take long for me to realise that there was much more to her than just a pretty face. She was crazy-intelligent, interested in everything, always eager to have fun and even more heartbreakingly beautiful up close. She could talk everything from Homer’s Iliad to Homer’s Duff but what she loved most was design.

Her father had been a designer and she loved to quote his aphorisms. One in particular grabbed at me, “for most people”, she said, “design means veneer. It’s interior decorating. It’s the fabric of the curtains of the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a human-made creation that ends up expressing itself in successive outer layers of the product or service”. I loved her for that.

Happily, it turned out that she liked me too. She seemed to know what I needed even before I did. And so it began and we flung ourselves into a romance together. We went everywhere together and did everything together. She was alway game for anything, we’d go rock climbing, skiing, touring around Europe. It was wonderful. She was so pretty and intriguing that complete strangers would make excuses to come over and talk to us in coffee shops.

Even early on, the signs were there of what was to come. She wanted to do everything together but she was delicate and would too often get hurt. When she was ill, she switched off completely and it was never easy to make her well again. Most people would take a paracetamol but she was odd about her health and no matter how small the problem always had to see an expensive specialist.

At first I didn’t mind but gradually the bills got bigger and it began to put pressure on us. She tended to get poorly pretty regularly. I hated seeing her ill but also I hated the fact that extra doctors visits meant extra hours at work as I put in the overtime to make our rent.

It wasn’t just the health though either. She loved looking good and she always wanted new outfits, new looks. £2,000 for a coat here, £1,000 for a dress there, she’d look at me with those doe eyes and I knew how good she’d look in them.

I could just about justify the dress but then there were the accessories. There would always be shoes or even just a scarf - £100 for a scarf?! Those stores are incredible and have everything you need to make a purchase without even leaving the fashion rail. Everything except a seat to sit down on afterwards. They’d swipe my card with a smile but I felt like fainting. The receipts literally made me feel sick.

At first I loved buying her things. They’d always be wrapped so beautifully. Bringing them home was like Christmas - we’d carefully unwrap their gorgeous packaging before she tried them on. They say that Christmas is for children so perhaps I’m too old now because more often than not when we unwrap something new now I just feel hollow.

Over the years there have been several children. I love all of them very much but I hate to admit that sometimes I resent them for their neediness too. They are like little mini versions of Apple, perfect, beautiful and brilliant and the youngest are still so tiny. I think some of our teenagers may even eclipse the success of their mother (although we weren’t sure about Tony-Victor for a long time) but like her, they too have expensive taste.

Something changed in her after her father died. He was an incredibly strong influence on her and you could see both the best and the worst of him in her. It was so hard for her when he left and there was a time when I thought she’d never be the same. She recovered though and in some ways she’s stronger now than ever.

Some of the light went out too though - occasionally I fear she’s forgotten some of the passion, the obsession that made her who she was. Sometimes I feel she’s become clinical: the money used to be the means to an end, it was what we needed for extra equipment or to make her look beautiful. Too often now I feel like money is the end in itself.

She came into a lot of wealth over the years. It’s hard to hide a light under a bushel and her’s shone strong. We got so wealthy that we even have staff and she chose awesome people although even that got a little strange. As with everything she obsessed over choosing exactly the right staff - brilliant but also friendly and capable of anything.

She wanted our staff to do more and more and it’s got to the point where I can’t even do the basic things in my own house without going through them. If I break a glass during dinner I can’t go to the shelf and get a new one, I have to ring downstairs and wait for someone to come up to serve me. She used to think of them as geniuses. Neither they nor I feel very smart when I’m waiting for them to hand me a carton of milk. I think we both just feel irritated and demeaned.

I spoke to one of her ex-boyfriends the other day. It was like speaking to my alter-ego except he made a different decision. He said that he went thorough the same thing. He too loved her very much but one day he realised he just couldn’t afford to support her. She spilled something on a leather coat and told him she needed £1,000 to get specialist cleaning. He’d only just bought a new car for £800 and so told her to clean her own coat and left. I think he sometimes misses her but he’s been very happy with his current wife ever since.

For all of her faults Apple is still extraordinary. She only seems to get more beautiful with age and the children are amazing. I want to stay with her and love her but there are too many moments when I just feel foolish: less like a partner and more like a walking credit card. I wish she’d stop the bloodletting of cash. We are in it together now, I’m not planning on going anywhere. I’m sure there are still good times to come but she has to learn that there is give and take and that as tolerant as I am, even the most dedicated of us can still snap.

Discussion on Hacker News

Ryan Carson recently wrote an interesting blog post on going it alone as an entrepreneur. Ryan’s a very successful entrepreneur and seems to be doing a great job of building Treehouse. 

Ryan, to his credit, started Treehouse from a very different position to most entrepreneurs and launched from a platform of network, reputation, experience and financial-stability. Most entrepreneurs however start cold.

I began my entrepreneurial career from a cold start just over eight years ago. Since then I built and sold a YC-funded company with a co-founder and started several companies without one. 

My experience both with and without co-founders has inadvertently split-tested different single-founder approaches and I thought might be useful to write down some of what I observed along the way.

The barrier for most investors is team, not co-founder

I’ve noticed that many investors are avoiding solo-teams, not solo-founders. A viable team may have a Carson-esque leader with a group of committed (and salaried) management or it may be a gaggle of co-founders.

Either way many investors are focussed more on whether the team has the chops to deliver on its promises than whether it consists of co-founders.

It took me a long time to realise that building a great team is not the same thing as finding a great co-founder. You may not find the perfect partner but you can nonetheless build revenue, employees and investment (though maybe not from YC).

Attracting a great team means making yourself attractive

Who would you rather join at a bar, two friends laughing and smiling or the guy sat on his own in a corner? The guy on his own either looks smooth in which case you’re suspicious as to why he’s on his own or nervous in which case you stay clear. Seeing someone interact with their friends is a very fast way to understand what they’re really like. 

As a single founder you’re the guy in a bar on his own. Surround yourself with people and you’re not. Those people don’t have to be cofounders though.

We recently recruited Florent, a great guy who initially joined as a contractor. A large part of the reason he became full-time was that he liked the way he saw the rest of the team interact. The rest of the team had joined partly as a result of seeing my interaction with Florent. It was a virtuous cycle.

Nobody will join as a co-founder. That doesn’t mean that they can’t become one

I spent a lot of time looking for co-founders and not finding them. A big part of the problem was that I was expecting them to be a co-founder out of the gate. 

Expecting someone to join your company as a co-founder is like expecting a first-date to go home after dessert and change your child’s nappy. It’s not going to happen that way. She won’t do that and you wouldn’t feel comfortable if she did. You need to get to know each other.

Hang out for a bit, spend some time hacking together and then kick off in a more flexible relationship with reasonable salary and lower equity (or contracting). If, over time, you focus relentlessly on sharing all responsibility and decisions and all information (good or bad) then you can help someone feel like a co-founder. If they rise to the challenge then you can feed equity out accordingly.

I eventually found someone who I wanted to join me as a co-founder and when we had the conversation about sharing equity evenly I felt much happier for it. He fully understood the significance of what he’s accepting and I fully embraced the change in ownership. I’m not sure either of us would had felt comfortable doing so out of the gate. 

Ask not what your new recruits can do for you…

Life as a single founder is not easy. You have to bring all of the energy, all of the belief and all of the momentum. When someone joins you feel they owe you the world, especially if you’re paying them. The reality is that if you’re cliff-vesting their equity then they’re probably taking a bigger risk than you are. 

When you’re tight on cash and pressured on time, the temptation is to make sure employees (or cofounders) work every given minute. Doing that just pisses them off, wastes your time and destabilises your team. I’ve done that in the past and people hated me for it. 

This time I tried instead to invest my time in my team and taught them about various code-related things that I knew and which happened to interest them.

It turns out that people respond much better to being invested in than being told what to do (who knew). Spending your time investing in your early team is contrary to the battle-weary righteousness you’re feeling but a powerful way to earn their respect and commitment.

You have to be able to produce your own core value

Before you’ve had the chance to surround yourself with team you will need to do everything yourself. This is fairly self-evident but where it’s apparently not always self-evident is when it comes to the creation of your core value. If you’re a sales company, don’t outsource sales, if you’re a software company, don’t outsource code. 

I’m a developer and I’ve always started product-driven companies. However, even I have made the outsourcing mistake and, on one occasion I out-sourced development. There were various reasons why it seemed like a good idea at the time but in practice it was terrifically expensive and when my money ran out I was stuck with a half-formed product with no users, no team and no momentum.

You will be in the trough of sorrow for far longer than you anticipate. At $100/hour the Trough of Sorrow mutates very quickly into the Tunnel of Dementors. Stay out.

Product and revenue can trump co-founders in the eyes of investors

At one pitching event, I was astonished how, even as a solo-founder, I got far ahead of my co-founded competitors (and ultimately won) because I had already built and sold a product with a $12k/year licence.

If you are a solo-founder then be doubly-relentless in producing and selling product fast. This will in many cases count for much more than the pre-product, co-foundered company next to you.

(if things go wrong) Don’t become a Zombrepreneur

When there is money in the bank and people on the team it’s clear when the a company has died. You run out of money and people leave. 

When you’re working solo on a shoestring you will never pass Cerberus or take the boat across the Styx. You’re light and nimble sure but you’re also a little bit undead and living ephemerally between the two worlds. The problem is that it’s not always clear whether you’re a permanent or temporary resident.

As death overwhelms your project you become more panicky, less attractive to investors and employees, and deeper in debt. Without realising it you become a zombie entrepreneur neither successful nor failed, merely surviving in hope and misery.

Two of the best things I ever did as a single-founder were to walk away and take well-paying contract positions. They recharged my bank balance and my faith in myself.

You should not be afraid to walk away. If nothing else you will save losing months of years of your life that are all too easy to ditch into the swamp of Zombrepreneurship.

(if things go wrong)  Doubling down by starting a new company is a bad idea

If you do find yourself pulling the plug, the temptation is to look at your bank balance, look at your contemporaries, panic and stake it all on a new company. 

The problem is that you’re starting on the back foot. You’re probably down on cash, down on confidence and down on energy. I tried doing this a couple of times and then finally realised that there’s always more time to start a company and that I’m better off making myself stronger and more experienced than wading back in again in exhaustion. 

Entrepreneurs do not make money quickly. Contractors, however, do. Being paid good honest money may not make you a millionaire but you’ll be surprised how few things bother you once the cash starts rolling in. Don’t start a new company on the rebound. 

If you want a company that’s greater than you then consider a co-founder

To paraphrase Gandhi’s  excellent line on thoughts: “beware your founders because they become your words, beware your words because they become your actions, beware your actions because they become your habits, beware your habits because they become your values, beware your values because they become your destiny. What we are founded by, we become”.

As I’ve seen more and more companies grow I’ve noticed that they invariably become the manifestation of their founding team. If you’re a single-founder that means your company will be you and you have to ask whether that’s really what you want.

Four years ago I realised I wasn’t good enough to produce the type of company that I wanted to build so I started making myself a better, more effective professional. Today I am much, much stronger but there are still many things that a great company will need that I cannot bring. 

I’ve been very fortunate to find a co-founder for this company, Rob, who will make it something far more than I could do on my own. I totally trust his perspective and his judgement. Over and above that though I trust him to add something special into the mix that I don’t have and that simply makes our company a better place to be.

As a young, red-blooded entrepreneur, I wouldn’t accept that there was any axis along which I was not strong. It’s taken me a long time to realise real strength comes from the team and not the individuals within it.

The team and I are out in San Francisco warming up our landing before moving the company here in January. We’re staying in a nice little AirBnB in Northbeach and have plenty of space but all share the same bathroom.

One of my little luxuries in life is nice shower gel and I brought a bottle of Lime Source out with me. It’s not particularly expensive but it’s awesome. It smells so good you want to lick yourself after using it. If you washed your hands with it you could make a Gin and Tonic taste better just for stirring it with your finger. 

The problem is that it smells so good that two people will cut a bottle down a fortnight. The three of our team would easily hammer it in a week. So when we arrived at the house I wanted it within reach but not so obvious that it ended up gone. 

I was rather pleased to discover then that at the far end of the bathtub was a discrete shelf.

The shelf is open and visible to anyone in the bathroom but occluded from someone in the shower. The perfect place to store some tasty shower gel.  

Not only that but our landlord provided three standard-issue dispensers with shower gel, shampoo and conditioner. Even if a showerer were to notice the luxuriant gel on the way into the shower, their urge for shower gel would likely be sated by the convenient dispensers in front of them. 

It was only on the second day of showering and revelling in my (somewhat mean) smugness that I realised that the same thing that was protecting my shower gel was also choking the green shoots of our software. 

Over the past two months we’ve built some pretty cool stuff. I’ve used a lot of software and built a fair chunk so I’m jaded enough to be cynical but this is good. It’s eight weeks old and we’ve been using it constantly for the past six. It’s totally integrated with email and completely natural to use. 

Except that you have to remember to use it. Like the Lime Source it kicks the pants of the alternative. Like the Lime Source though you don’t have a taste for it until you have actually tasted it. We’re only two weeks into customer development but it’s clear that while people love the idea of it, they completely forget to use it.

We needed to solve the shower problem. We’d packed 40 limes worth of software into one bottle that makes you want to lick yourself after using it. The problem is that when they you reach for an email address, the one that stares back at you is not ours. 

So with that in mind we’re building a simple Chrome extension that modifies the send button on GMail to include the our email adresses. We are going to get up and in our users’ faces (as they don’t say where I come from).

If I put the shower gel out right beside the other dispensers it’ll get hit. So too the email address.

We’re looking forward to seeing how this goes. I’m bullish about our engagement but, post-publication, bearish about my shower gel.