Jessica Livingston Quotes

Cofounders will endure so much together that their relationship is often compared to a marriage.

Finding a technical cofounder would have been difficult for me. I was an English major and didn't know any computer programmers.

Paul Buchheit: Then you have what we do with PCs, and that's technically pretty challenging - to take this big network of machines that are unreliable and build a big, reliable storage system out of it.

I didn't really want to patent it because, for one, I don't like software patents, and, two, if you patent it, you make it public. Even if you don't know someone's infringing, they will still be getting the benefit. Instead, we just chose to keep it a trade secret and not show it to anyone.

My skills weren't that I knew how to design a floppy disk, I knew how to design a printer interface, I knew how to design a modem interface; it was that, when the time came and I had to get one done, I would design my own, fresh, without knowing how other people do it. That was another thing that made me very good. All the best things that I did at Apple came from (a) not having money, and (b) not having done it before, ever. Every single thing that we came out with that was really great, I'd never once done that thing in my life.

So we said, "OK, we'll do Apple Computer." In those days there was no money yet in this microcomputer business, and big experienced companies and investors, analysts-those kind of people, that are trained in business and much smarter than we were-they didn't think that this was going to be a real big market. They thought it was going to be a little hobby thing, like home robots or ham radios, that a few techie people would get into and really it wasn't going to go to the masses.

Innovations seem inevitable in retrospect, but at the time it's an uphill battle.

Finding a programmer to work with if you don't already know one will be a challenge. Merely judging if a programmer is exceptional vs. competent will be very hard if you are not one yourself. When you do find someone, work together informally for a while to test your compatibility.

First of all, try to have the highest of ethics and to be open and truthful about things, not hiding. If you have to hide something for company reasons, at least explain what you're doing. Don't mislead people. Know in your heart that you are a good person with good goals because that will carry over to your own self-confidence and your belief in your engineering abilities. Always seek excellence: make your product better than the average person would.

I think business at all costs is just wrong. I think there are certain things that you just don't do, and that acting with integrity and decency in business to me is just a given. I simply don't compromise on those things.

The really dramatic growth happens when a startup only has three of four people, so only three or four people see that, whereas tens of thousands see business as it's practiced by Boeing or Philip Morris.

Even though it seems like it's big business and impersonal, and "they" take care of it, it really isn't. There is no "they." It always comes down to an "I" of somebody, and in many cases, it's a principal.

The media often glamorizes successful founders and makes their paths seem easier than they actually were.

The less energy people expend on performance, the more they expend on appearances to compensate.

The one thing we learned over 5 years is that nothing works better than just improving your product.

Pick a big enough project, something that's really hard, something that over the years you can work on.

A company that is not designed to create high-tech products is very unlikely to have the culture or the DNA that it takes to create high-tech products. So if you are a high-tech person in that company, then you're basically a glorified typist in some sense. It's very unlikely that the kind of people who would be successful in an entertainment company would even understand what programmers do that makes them more than typists.

I think there are very few people who have a capacity to see the future. So it can be difficult when you are talking about something where nothing about it exists yet.

It was just a few million bucks to take us out of our misery, to pay off our loans.

Over the years, I've learned that the first idea you have is irrelevant. It's just a catalyst for you to get started. Then you figure out what's wrong with it and you go through phases of denial, panic, regret. And then you finally have a better idea and the second idea is always the important one.

The goal - at least the way I think about entrepreneurship - is you realize one day that you can't really work anyone else. You have to start your won thing. It almost doesn't matter what the thing is. We had six different business plan changes, and then the last one was PayPal.
If that one didn't work out, if we still had the money and the people, obviously we would not have given up. We would have iterated on the business model and done something else. I don't think there was ever clarity as to who we were until we knew it was working. By then, we'd figured out our PR pitch and told everyone what we do and who we are. But between the founding and the actual PayPal, it was just like this tug-of-war where it was like, "We're trying this, this week." Every week you go to investors and say, "We're doing this, exactly this. We're really focused. We're going to be huge." The next week you're like, "That was a lie.

When you build only software that you absolutely need, you don't get more software than you'll actually use.