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Livingston: Was that your idea Buchheit: This was a consequence of a few things One is that I d worked on Groups, where we had done some of the same threading Second was the fact that we have so much email internally We d have these conversations where someone sends out an email and then four different people reply to the same thing, and some of them would be like five hours later and you d think, This has been covered five times already and you keep responding It turned out part of the reason people were organizing their mail so aggressively is because they were trying to put the conversations back together They d put them all in the same folder or they would forget and put them in the wrong folder and then the conversation would get split and they could never find the reply to this message.

There were all these little tools and tricks that people had for reassembling the conversations Why not just put them all together to start with At some point, we said, Let s hide the quoted text too Because that way you can just read it much faster without having to read the same content over and over We were also looking forward to integrating chat/IM We didn t have time to include chat in the original launch, but it was in the early prototypes because we very much wanted to integrate chat and email they belong together So one thing we did was to think about email from a chat perspective, as though we were adding email to chat instead of the other way around Of course chat is very much conversation-oriented nobody thinks about individual chat messages.

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If it s in a calculation somewhere, yes, I mean you might see that but on a price list Nobody wants to see that Smolin: Did the Jewelry Designer Manager lead to any other products Carlton: Well, one other I had people say, I could use this for my crafts I do corks, or I do candles, or all kinds of other crafts So I thought, Oh, maybe I should have another program So what I did is I created Craft Manager I took one of my versions, and I took the word jewelry out of all the data entry screens and all the reports The code is all the same It may say jewelry back there, but no one s going to see it But the user interface just says craft, part, piece Smolin: And this is called the Craft Manager Carlton: Yeah.

So the conversation view also came out of that for a while we even formatted the email to look more like a chat conversation Livingston: It sounds like you really took the user s perspective when you designed Gmail Buchheit: Absolutely, that s very much how it developed Every time we would get irritated by some little problem, or one of the users would say, I have this problem, it isn t working for me, we d just spend time thinking about it, looking at what the underlying problems are and how we can come up with solutions to make it better for them..

time, we thought, Hey, we have this product. We don t know what else to do. Let s just ship it and see what happens. We had no idea. At the time, you could have told me that this thing was going to sell zero copies, and I would have believed you. You could have also told me it was going to sell $50,000 a month s worth of copies an equally unrealistic number and I would have believed that too. Now I have enough experience to know that almost everything you launch is going to sell $2,000 to 3,000 in the first month, and that s the way the first

month of any software product always is, if you do things perfectly. But at the time, I just had no idea what to expect.

Spolsky: We never thought we would close, because we had this theory that Fog Creek would continue as long as Michael and I could eat and pay whatever external obligations we had. There was no reason to completely and thoroughly give up. And that s pretty much what it got to. In the first year, I d say revenues off of FogBugz averaged like $10,000 or $15,000, and that was enough to live on. It was growing at a reasonable rate I remember literally every month it would grow at least 100 percent a year. And that gave us the confidence that we could wait this out. There was money coming in, and the amount of money coming in was going up every month. So there was no reason to give up and go home. The theory was that we would only give up when there wasn t enough income even to pay the minimum bills we had to pay. I think our monthly overhead was $5,000 mostly rent, but also office supplies and T1 and that kind of stuff. Livingston: It seems like you have a really unique corporate culture one that

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