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Angels & Revolutionaries

How do you create truly revolutionary startup companies? Guy Kawasaki provides 10 irreverent and proven rules for succeeding in a new economy which has new models for doing business. Then, once you've gotten going, how do you stay on the side of the angels when it comes to seed financing? Guy is followed by a panel of experts on private placement investing who offer insights and answers to audience questions on the growing phenomenon of angel investing and how to get it. This Netpreneur Program event was held November 19, 1998, produced by the Morino Institute ( and Virginia's Center for Innovative Technology ( and sponsored by KPMG's Mid-Atlantic Information, Communications & Entertainment Practice (

Statements made at Netpreneur events and recorded here reflect solely the views of the speakers and have not been reviewed or researched for accuracy or truthfulness. These statements in no way reflect the opinions or beliefs of the Morino Institute, or any of their affiliates, agents, officers or directors. The transcript is provided "as is" and your use is at your own risk.  

Copyright 1998 Morino Institute. All rights reserved. Edited for length and clarity.  


fran witzel: introduction

Thank you very much and good evening.  I'm Fran Witzel, Director of Investor Services with Morino Institute and The Netpreneur Program .  It's my great pleasure to welcome you to this portion of Angels and Revolutionaries: Creating and Financing Startups in the New Economy.

We have with us tonight some 1,000 revolutionaries—high-tech entrepreneurs, investors and advisors representing hundreds of startups in and around Greater Washington.  Viewing our little insurrection tonight, live via webcast, are more revolutionaries from Silicon Valley to Silicon Alley, and from Iowa to Ireland.

The model revolutionary has a vision to change the world.  In our netpreneurial revolution that means huge markets captured through teamwork, money and luck.  This is where angels can help, those elusive private equity investors who fund and frequently mentor startups.

We recently took a call from a reporter who was working on a story on angels and wanted to know more about this event.  After a few minutes talking, we found out that his beat was religion and these weren't exactly the kind of angels he meant.  But like celestial angels, you may not know an investing angel when you see one.  They don't all have bulging wallets, and they certainly don't have halos.  Our panelists tonight will help you find, identify and work with the ones who can finance your venture and help it grow.

Joining us from Silicon Valley to begin our evening is Guy Kawasaki who will share ways that entrepreneurs can best achieve success from his upcoming book, Rules For Revolutionaries.  Guy is also the author of six other books, including The Macintosh Way, The Computer Curmudgeon, How To Drive Your Competition Crazy and Selling The Dream.  He is CEO of (, a new firm that assists high technology startups obtain seed funding through mentoring, an investment network, expert advice, research and reference materials. offers assistance to investors in finding pre-screened investment opportunities that match identified interests.  A noted columnist in Forbes, speaker and founder of a number of computing companies, Guy is identified as one of the individuals responsible for the success of the Macintosh computer.

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guy kawasaki: rules for revolutionaries

Thank you. First of all, my father always told me never to insult an audience and always to dress up for an occasion. As I was getting prepared this afternoon, however, Fran said, "No, just wear your jeans and be your normal self." So I just opened up my suitcase and wore this, but I do have a tie with me and I really did bring a suit, okay? I want you to know I could have done it. I just have this guilt whenever my father is disappointed in me.

How many of you use Macintoshes out there? Okay, a very healthy, healthy group of enlightened people. Or perhaps free people. You know, much of my background is Apple. In January of this year, I left Apple to start I have actually worked for Apple twice, once in the Macintosh division and then recently from 1995 to 1998 as an Apple Fellow. I want you to know, just to impugn my credentials for a second, that since I have left Apple it has had its first profitable year in a while and the stock has tripled. Those of you who are Macintosh and Apple fans, you have my word that I will not return to the company and jeopardize the producer of your computer.

First, a word about my background. As I said, I worked in the Macintosh division first from 1983 to 1987. This Macintosh division was the greatest collection of egomaniacs in the history of Silicon Valley, recently eclipsed only by Netscape. Of course, many of the people from Apple went to Netscape, so that could explain Netscape's arrogance. This Macintosh division worked for Steve Jobs, and, when you work for the co-founder of the company, the rules are different for that division. Unlike any other part of Apple, we had unlimited supplies of fresh orange juice at $2 a bottle. On Thursdays and Fridays we had massage therapists come into our cubes and give us back rubs, and, unlike any other part of Apple, we could fly first class for any flight over two hours. Just between you and me, I interpreted the two hours to begin from the moment I left my apartment, so I flew first class everywhere. In fact, if it wasn't far enough, I just wouldn't go. I would have the people come visit me.

Now, take yourself back to 1983 and 1984, when we were creating Macintosh. IBM was roughly in the same position that Microsoft is in today and the world was going to turn one big blue color. The Macintosh division was actually dedicated to trying to prevent this.



"The truth  
what really motivated us
was that we wanted to send IBM back to the typewriter business holding its Selectric balls."


When people asked us, "What are you trying to do with the Macintosh division?" there were two answers. The first answer was the marketing answer, and the second answer was the truth. Let me tell you the marketing answer first. The marketing answer was that we were trying to improve people's creativity and productivity by bringing to market a revolutionary new computer. The truth—what really motivated us—was that we wanted to send IBM back to the typewriter business holding its Selectric balls. So, now you know.

Mario, you still want to sponsor me as a speaker?

Okay. I am going to talk to you tonight about being a revolutionary, and the panel afterwards will talk about being an angel, an angel investor. I happen to be in that market as well, but I have gone to many keynotes and many conferences, and the keynote is typically supposed to talk about a broad topic that is universally acceptable and interesting to the audience. What happens at most computer conferences is that the CEO of a company stands up and talks about his company's vision for the future. I will not subject you to that. This will not be an ad for This will be a speech, I hope, of high content that will help you understand how to be a revolutionary, if you are an entrepreneur, and how to recognize revolutionaries and fund them, if you are an angel or a venture capitalist (VC) or corporate development person.

I'm going to use a Top 10 format for my speech. I have come to always use the Top 10 format for my speeches because, at the same computer conferences, I have watched many of these CEOs speak and, by and large, they sucked. One thing I figured out, because I'm an observant person, is that if you are going to suck, at least if you use a Top 10 format the audience can track progress through your speech. So I have 10 points for you, and, obviously, when I'm on number six, you know you have four more to gut out. You people with Windows machines, you may not be able to do that math next year, so I thought I would subtract it for you. Here is the first one.


1. jump to the next curve, or, better yet, create it

The first thing is, if you want to be a revolutionary, you had better get off the curve you are on and jump to the next curve. You cannot duke it out on this curve. Revolutionaries, by definition, jump to the next curve or even better, they create the next curve.

Let me start with a negative example. In the 1800s, there was an ice harvesting industry, quite a healthy ice harvesting industry, in the northeastern part of the United States. These ice harvesters would go out in the winter and cut blocks of ice from the frozen lakes and ponds, then ship these blocks of ice all over the world. The largest shipment ever made was 200 tons from Boston to India. Only 100 tons got there. It's kind of the Internet model.

Well, these ice harvesters had an idea of innovation, creativity and R&D—build bigger, sharper saws. The ice harvesters were put out of business by the ice factories. The ice factories could freeze water at any time of the year in any part of the United States. They, too, had their idea of innovation. It was, "How do we freeze water faster?" The ice factories were put out of business by the refrigerator companies. The refrigerator companies made PCs—if you will, "personal chillers." And if Cisco had been around back then, Cisco would have connected all the personal chillers up and called the network Ice-DN.

Oh well, not every joke works. Well, some jokes are so bad they work despite themselves.

So, here's the lesson to learn from this ice harvesting example. No ice harvester became an ice factory, no ice factory became a refrigerator company and no refrigerator company is looking into biotechnology because everybody dukes it out on the same curve. Now, the refrigerator companies today should be curious about biotech because people in biotech are making it so that you can treat milk so that it stands at room temperature for a year. They are making plasma substitutes that don't require refrigeration. The threat to refrigerator companies is not another refrigerator company offersing more shades of taupe for the front panels, it's biotechnology.

Let me give you some positive examples. Federal Express created a new curve in shipping. changed the rules of book selling. It used to be the bigger the store, the more the selection, the more the sales. has no store. You can search through three million titles digitally, however. Sprint is an interesting example. They started as a part of the Southern Pacific Railroad Company. Southern Pacific had this strip of land where the railroad tracks were. They put up telegraphs so that they could communicate between stations. The telegraphs evolved to telephones, and then they took the next step, which was to lay fiber optic cable along the railroad tracks. Sprint had a great advantage. They already owned the land to lay the cable, but Sprint evolved from big, black, ugly locomotives shipping physical things to shipping data on fiber optics. An amazing transition.

Reuters is another example. Reuters started in the business of transmitting information, the closing price of the stock exchange in Paris, and sending that information to Belgium on the legs of carrier pigeons. That's how Reuters started. Write down this closing price, tie it to a carrier pigeon, send it over. If Reuters had chosen to duke it out on the same curve—if it were around today—Reuters would be the best pigeon breeder. Obviously, it's in the news business, the communications business. It jumped to the next curve. A local example is America Online (AOL). AOL definitely changed the world. Back at CompuServe, you thought text was everything, right? AOL put a user interface on bulletin boards and email and such. They changed the world.

I happen to be a very big fan of AOL. I have a lot of money tied up in AOL actually. I'll tell you an interesting story. Do you know what selling a covered call is? Selling a covered call means you own the stock and you are going to sell the right for people to buy the stock at a price that is higher than it's currently traded. People will pay for that right, you know, $2, $3, $4, $5. They anticipate that the stock will go up and then they can recover even more than the premium and get the stock. They are buying the right to buy the stock at a higher price. Well, about four weeks ago, I sold covered calls in AOL at $125 and $130 a share thinking, "How could it possibly go higher than this?" Of course, AOL has been split, but it's about $170. So now I have this problem where my covered calls are going to be called away and I have to either buy them back at a huge loss or give-away, or have my AOL stock go away. I have such an emotional attachment to this AOL that I'm going to buy my covered calls back.

The interesting thing—this is all leading up to a lesson here—when you sign on to AOL, it says, "You've got mail." When I sign on to AOL now, it says, "You got nailed."


2. don't worry, be crappy

The second point is stolen from a song by Bobby McFerren who had a really famous song called, "Don't Worry, Be Happy." Entrepreneurs, revolutionaries—don't worry, be crappy. Let me explain.

The computer that I and the rest of the group at Apple shipped in 1984 was the 128K Macintosh for $2,400. It had an ocean of RAM, 128K. Two times more than the Apple II. It had no color and no slots. It didn't have a modem at that time. It didn't have software, and it didn't have a hard disk. If you think about it, it was okay not to have a hard disk because, if you don't have software, what would you copy? You know, arguably, it was a piece of crap, but it was a revolutionary piece of crap.

"...when you have a product or service that is 10 times better than the existing products and services, it is time to ship."



The message here is, when you have a product or service that is 10 times better than the existing products and services, it is time to ship. It's time to ship. Do not believe that the first version has to be perfect. If the software industry were honest, they would tell you the algorithm is: ship, then test. That's what it means. When you know that you are 10 times better, it's time to ship.

The next question, you may logically ask, is, "How do I know I'm 10 times better?" This is an order of magnitude test best handled by analogy, so here are three analogies.

A laser printer is 10 times better than a daisy wheel printer. I hope some of you are old enough to know what a daisy wheel printer is. So how many of you have used a daisy wheel printer? Okay.

A telephone is 10 times better than a telegraph.

Toilet paper is 10 times better than crumbled leaves.

When your product or service is to existing products or services what toilet paper is to crumbled leaves, it's time to ship. S - h - i - p, ship.


3. churn, baby, churn

The third point is stolen from the Black Panthers, who said, "Burn, baby, burn!" What revolutionaries in industry do is they churn, baby, churn. Apple has historically been not so good at churning. In the first case, the one I was involved with in 1984, we shipped this MAC 128K, and we literally had deceived ourselves into thinking it was more or less perfect. We just did not want to hear that it needed more RAM, a faster chip, color, slots, all the things that were missing. I recall people asking, "Why don't you have a hard disk?" and we said, "Well, we have a really fast serial port." That's not exactly the answer.

I have to tell you, Microsoft, by contrast, is very good at churning, very good. Windows 1, Windows 2, Windows 3, 3.1, 3.5, 95, 98, NT, 2000. It's getting there; I'm trying to be kind.

So let me give you some tips about churning. The first thing is, assume you are going to have to do it, because you are. Don't be like us. Don't think that you could possibly invent the revolution that doesn't need churning. It just ain't so.

Second, build in the means so that you can revise your revolution after you have shipped. Build in the flexibility architecturally. Computer companies put slots in computers so that you can add stuff because they can't possibly figure out in advance everything that people want to do with a computer. Lots of software applications have slots that you can plug in plug-ins. Right? This enhances the revolution after it's shipped.

In the medical device market, it used to be that if you wanted to revise a pacemaker, you basically had to cut it out of the chest. Now you can pass a wand over it and program the pacemaker while it's in the chest. Much better technique, yes?



"Eat your own
dog food!"

The third tip that I have for you about churning is: eat your own dog food. This means that you have to use the products that you create. You absolutely have to. If you won't use it, you shouldn't expect anybody else to use it. One very good test is this—how many of you have Web sites for your company? Okay, everybody. How many of you have ever looked at your Web site with a 28.8 modem via AOL? These are the people who have eaten their own dog food. Everybody else, you are dopes because you have not eaten your own dog food. You are sitting on your corporate network on a T1 or T3 or a DSL line and some Web master is saying, "Look how fast our Web site is! Don't you think we should add more graphics? Let's put in more Java here. We could change this so every time you move the cursor it highlights a different color and brings up a graphic here."

Eat your own dog food. If you want to see how most of the world is looking at your Web site, go see it at 28.8 via AOL. Eat your own dog food.


4. be prepared to break down barriers

The fourth point is, if you are a revolutionary, be prepared to break down barriers. That's what you are going to have to do. No matter how great your revolution, you will find barriers in front of you. I honestly thought, in 1984, that Macintosh was so great that all we would have to do is ship it and they would come. It did not happen that way. There were barriers.

These are the kinds of barriers you will face. Ignorance, where people still don't know that you have a better nuclear-powered mousetrap. Inertia, where now they know that you have a nuclear-powered mousetrap but they are so used to buying spring-loaded, cheese-baited mousetraps, they just can't adapt to this new technology. Complexity, where your mousetrap is so much better that it takes two weeks at Lawrence Livermore Lab training to use a nuclear-powered mousetrap. Channel, where Home Depot has never quite ever sold a nuclear-powered mousetrap and so they won't take it into the channel. And, finally, there is price, where you have a $10,000 mousetrap. Admittedly, once the mouse goes in there, you see nothing left of it, but it costs $10,000.

I have found that there are two great ways to fight and break down these barriers. The first is to enable test driving. It means that you have the respect for the intellectual prowess of your customers and prospective customers that, rather than trying to bludgeon them into becoming your customers, you give them a way to decide for themselves. They can test drive your software, go to your Web site, download a demo version, try it and, hopefully, they will like it and buy it. That's the scenario in software, and there has to be this kind of scenario in everything that you do.

If you go to the BMW Web site (, you can select a model, a color and an interior color, and they will show you what that model will look like. If you go to the Clairol Web site (, you can scan in a picture of your face and play "what if" with Clairol—what do I look like as a blond, brunette or red head? That's enabling people to test drive Clairol hair color.

The second thing you do is to create a sense of ownership. People have a very hard time erecting barriers in front of something that they feel they have created. When I was the president of a software company, we frequently would meet with members of the press who would give us their feedback on how to make software better when it was in its alpha or beta stages. The interesting thing is, they often had fair comments. I mean, nothing earth-shattering, but they said, "Why don't you move this box here?" or, "Change this check box," or, "Change the interface or the menu structure a little bit." Finally, I figured out that we would do this for members of the press, not because they had a great insight that made the product any better, but if you change something for the press, and you send it back to them in that changed form, you are much more likely to get a positive review. Since they helped design the product, they are not going to condemn it.


5. make evangelists, not sales

The fifth thing is, at the start of a revolution you need to make evangelists, not sales. Evangelists are more important. Evangelists legitimize the entire revolution; they don't fight for market share. Evangelists—and they are not shareholders or employees, typically—are people who get it. They see your product or service and, in five minutes, they get it or they never get it. They turn facts into emotions. When you meet a Macintosh evangelist, that person probably knows the clock speed of the chip, probably knows the size of the hard disk, the refresh rate, the pitch of the monitor, all that kind of stuff, but fundamentally they turn those facts into emotions like creativity and productivity and power.

That's what evangelists do. They carry this dream forward for you. They also build a sense of community as opposed to commerce. At the start of a revolution, it is more important to build a community than to suck money out of them at ecommerce. Motley Fool ( is one of the greatest examples of building a community.

I'm going to read to you from an ad for a very analog product. The product is made up of nothing more than cotton, leather and rubber. I read it to challenge you, because if they can write an ad that is so evangelistic about cotton, leather and rubber, imagine what you should be able to do with the software and ecommerce and information technology and medical devices and biotech that this room represents. This is the ad:

A woman is often measured by the things she cannot control. She is measured by the way her body curves or doesn't curve, by where she is flat or straight or round. She is measured by 36-24-36 in inches and ages and numbers, by all the outside things that don't ever add up to who she is on the inside. And so if a woman is to be measured, let her be measured by the things she can control, by who she is and who she is trying to become, because as every woman knows, measurements are only statistics, and statistics lie.

That's an ad for two pieces of cotton, leather and rubber called Nike Women's Aerobic Shoes. Because Nike ( does not say to women, "You have $100, we have two pieces of cotton, leather and rubber manufactured under somewhat suspect conditions, and, if you give us the $100, we'll give you the two pieces of cotton, leather and rubber." That's not the pitch. It may sound familiar to some of your marketing efforts, but that's not the pitch. The pitch is to make cotton, leather and rubber stand for efficacy and power and independence. That's how you get evangelists for shoes.


6. let a thousand flowers bloom

The sixth thing, and this is stolen from Chairman Mao, is to let a thousand flowers bloom. This means that when you have a revolution, and you see people starting to pervert the uses of your revolution, you should embrace this. Instead of saying, "No, our software is designed for this person to do this, our computer is designed for this person to do this, our ecommerce site is designed for this kind of person to do this," if you see people perverting how they use it, you should welcome that. Let a thousand flowers bloom.

Let me give you my illustration. In 1984, I really thought I had it all figured out. Macintosh was going to be a personal productivity computer so we needed personal productivity software which meant, back then, spreadsheet, database, word processor. So, in 1984, which spreadsheet, database and word processor would you need? A spreadsheet called Lotus 123, database called dBase and a word processor called WordPerfect. You Macintosh users will know that, basically, we were 0 for 3 there.

Meanwhile, this flower started blooming. This flower came to Apple Computer in the middle of 1984 for an appointment with the product manager of the Apple Laser Writer. This Apple Laser Writer was the first affordable laser printer at $7,000. Now, this person—an unknown person from an unknown company with an unknown product—showed his product to the Laser Writer product manager. The Laser Writer product manager, for the first time, saw something that justified spending $7,000. The product was PageMaker, the person was Paul Brainerd and the company was Aldus.

Aldus PageMaker created a field of flowers called desktop publishing, and desktop publishing saved Apple Computer. In a rare moment of Apple humility, let me tell you that no one, not Guy Kawasaki, Steve Jobs or John Scully, had foreseen the market for desktop publishing. We were hellbent for leather—spreadsheet, database, word processor. PageMaker saved Apple Computer. As an aside, if any of you are agnostic or atheists, I urge you to rethink your position on the existence of God because the continued survival of Apple Computer can only be explained by the existence of a benevolent God who once a decade sends a gift down called PageMaker. That is the best proof of God. May I be remembered as a digital C. S. Lewis.


7. eat like a bird, poop like an elephant

Now, the seventh thing you need to do as a revolutionary is to eat like a bird and you need to poop like an elephant. Are you writing this down? I bet you never had a speaker like this, huh?

Okay. For those of you who are biologically inept, let me tell you about eating and pooping. The hummingbird eats 50% of its body weight per day. If you or I had the metabolism of a hummingbird, we would ingest 155,000 calories per day. Some of you may have HTML people who approach this number. Now, an elephant poops 165 pounds per day. You are still wondering, "Well, okay, Guy, what does this have to do with being a revolutionary?" Before I explain that, as an aside, you should know that if someone says to you that you eat like a bird, you have been insulted. If someone says you poop like an elephant, it's not clear whether you have been insulted or complimented, but you are definitely getting your share of fiber.

You will find that I often stray into irrelevant stories. But I am conscious and cognizant of when I do this, which is different from most speakers.

Back on track. Now, eating like a bird. If you want to be a revolutionary, you need to eat information like a bird—155,000 calories per day. It means that you have to attend such things as this conference. It means that you have to be on the Web. It means that you join Internet mailing lists. It means that you join discussion groups and bulletin boards. It means that you get an account at Lexis/Nexis ( and Knight Ridder ( and ( and every other information source. It means you become your own research librarian or you suck up to a very good research librarian.

Eat information like a bird. Let me give you some tips. First of all, use amateurs. When you really want to get information for an important function, use amateurs, don't use professionals. When the Japanese consumer electronics companies want to know how Americans buy consumer electronics, they do not commission a study by a high-falutin' research marketing company. Instead, they get on a plane, they come to the United States and stand near the checkout line and watch how people buy consumer electronics at CompUSA or The Good Guys or Circuit City because they are going to see nuances that a professional would never pick up.



"...don't ask people what they are doing, just watch them."


Go and do this firsthand. I think the greatest example of sustained innovation in American industry is the Skunk Works at Lockheed. For 60 years they made the world's greatest airplanes, 60 years. This is not just one lucky shot. Kelly Johnson, who ran Skunk Works had a very interesting practice of going firsthand. During the Korean war, he went to Korean Air Force bases and talked to pilots as they were getting out of their airplanes. He asked them, "What would you like to see in the next generation fighter plane?" As they were getting off their planes. Imagine the difference between Kelly Johnson asking a fighter pilot what he wanted in the next plane versus waiting for the official Pentagon report about the specifications for that plane once it went through Bob Dole. The key here is go and do this firsthand.

A third point is, don't ask people what they are doing, just watch them. If you ask people what they are doing, they are going to give you intellectual answers. You don't want those answers. You want to know what they are going to do, not what they are going to say about what they are going to do. I'll give you a great example. When Phillips was thinking of entering the boom box business, it went into market research. This market research involved interviewing teenagers about what color they would like the boom box to be. The basic colors that Phillips wanted to test were screaming yellow versus traditional black. They asked the teenagers what color they would like and all the teenagers said, "Yellow. Screaming yellow." At the end of the focus group, Phillips told the kids, "Thank you very much for participating in this study. We are going to give you each a boom box. There are two piles of boom boxes outside; pick one and take it home." The two piles were black and yellow. Guess which one everybody took home? The black one.

Don't ask people; just watch what they do.

Finally, perch in different trees. A good bird perches in different trees, so maybe when you go to Borders the next time or Barnes & Noble, you break out of the "Joy of C++" section and perhaps read something by Steven J. Gould, the Harvard biologist, or something by Freeman Dyson, or a book like Uncommon Genius. I'm going to recommend two books to you, both of which I haven't written, so you know I must like them. One is Uncommon Genius: How Great Ideas Are Born by a woman named Denise Shekerjian. She interviewed the winners of the MacArthur Award to understand how they went through their process. The second book is called If You Want To Write: A Book About Art Independence And Spirit by Brenda Ueland. It's ostensibly a book about writing, but if you substitute the word "programming" or "marketing" or "managing" for the word "writing," it applies. They're the two greatest books about creativity and innovation that I have ever read.

Pooping. Once you get all this information, you need to spread it out or you will explode. Spreading it out means spreading it out within your company, your department, your divisions and, I think, within the whole industry. At the start of a revolution, it's more important to legitimize the revolution than it is to grab market share. This means helping your competition legitimize the market. The market for is angel investments at the seed stage, but we are not in a fight for market share with other people who are trying to do Internet-based matching of high-tech entrepreneurs who are looking for financing. We are in the business of legitimizing angel investments and building a revolution so that startup capital is easier and faster to get for qualified, high-tech entrepreneurs. The interesting thing is that we need to work together.

There are two ways of saying it. One is to say that in a rising tide, all boats float. The other way, which is Kleiner's Law from Eugene Kleiner of Kleiner Perkins Caufield & Byers (, is that in a tornado, even turkeys can fly. Your job is to create a tornado, and even you might fly.

So, poop. Spread it out. Give away information. Make it simple and correct and frequent. Put it out on the Web. There is no longer an excuse for "it's too expensive to poop." Get all levels of your company involved. Netscape ( did one of the bravest examples of pooping I have ever seen when they decided to upload the source code for Netscape Navigator. You can say, "Well, let's be real, Guy, I mean, at that point what choice did they have? They had to do it." But I'll tell you something, it takes great courage to upload the source code for your browser. That's pooping.


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