So the games business looked attractive: It had a heavy software component, we had the support of an existing industry player, and we both thought that we would fail miserably and go back and beg our old bosses at Microsoft for our old jobs back. It seemed like the big mistake would be to get into a business where you couldn't tell if you were any good at it because you could throw a lot of money away and find out that you really had nothing to add. The games business looked like one where you'd know pretty quickly if you were any good at it. Some of them are United Airlines, some of them are a hundred thousand programs, some of them are one-person start-ups. You know, we thought about it, and we were trying to analyze whether or not it was an interesting business to be in - because we'd both seen lots and lots of kinds of business, we both worked in the operating system business, and you're always talking to your partners.
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