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the model for venture capital was and it is still to some extent this way today, but certainly was 10 years ago their ideal companies are ones where people come in and say, We have this idea. Here s the market. Here s the size. I want $5 million, and I ll be profitable from day one. And I ll give you half my company. We came in and said, It s not like that in our case. First of all, it was a consumer play, and that was new. Second, it was a service company because early on we had really wanted to do that. At that time, VCs generally didn t invest in service companies. Number three, we said, It s going to be capital intensive. It s going to require a lot of money. You can give us a little bit of money right now, but it s going to require a lot more. So we had three things going against us, and they all kind of freaked out. The only two people that didn t freak out were Stewart Alsop of NEA and Geoff Yang of Redpoint.

Livingston: Why do you think they thought differently Ramsay: Geoff told me that he was fascinated by this space and wanted to do

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something, but he hadn t seen too many companies with any ideas. We kind of wafted in, and he thought, Great. Suddenly we ve got a couple people who could probably run a company and who ve got a creative idea and can make it happen. So he was all fired up about that. Stewart is a visionary. He s way out there. So this was a natural for him. He looks for companies that are trying to push the envelope and do something radically different. It kind of fit him emotionally. Neither of these guys were thinking about, How much money do we make Is the market ready They certainly weren t thinking about, Are they going to violate copyrights or get sued or all that stuff that we got threatened with. They just thought, Here s a couple of people that have got a fascinating idea. Who knows if it s going to work or not, but we ll give them some money and see what happens.

Livingston: Your original idea was not just a DVR, right Ramsay: It wasn t. It was this flamboyant, home server network thing. And we

All systems, computer programs or not, can be broken out into these four functions:

actually got funded based on that. When we got into the technology, we realized, Hey, network technology isn t quite there yet. The idea of a server is fine, but how do you explain it to the average consumer We learned very quickly that this was going to be a hard sell and a hard thing technologically. At the time, this server had a ton of apps that we thought up, one of which was DVR. We said, Look, you can t do everything, so let s design a simple server based on very low-cost technology. Let s decide on one app that we think is the killer app to run on it, and let s do that. If that s successful, then we ll branch out. Forget the network thing and forget the massive amounts of storage and high cost and hardware models and all that. We thought the DVR idea we called it PVR at the time, personalized television or something like that we thought this was a cool idea. It fascinated us because, once you looked under the covers, you realized it was a very difficult technical problem. The fact that it was a consumer product and it had to be television meant that it had to be completely reliable and bulletproof. Jim

immediately flipped into this mode of How do you make that work He started thinking about this, and all his real-time UNIX and video-on-demand experience started to come together, and we thought, This could be very cool So we clicked on it We went back to the VCs and said, Thank you very much for the money We ve changed our minds Here s what we re going to do and here s why we think it s a good idea They said, Oh, that just sounds like a VCR (Anytime anyone says that to me, I go completely nuts) So we had this challenge of explaining, It s actually not a VCR It s a lot more sophisticated and uses a hard disk, and therefore you can record and playback simultaneously and do clever things like pause live TV, and so on.

We then hired people who came in and were very creative and thought a lot about the user interface and how you actually make this work internally In a very short space of time like 6 months from when we got started we had a good-sized team of people who were all working on this from different aspects One of the things I worried about in starting a company was you come from a high-tech background and, depending on the technology, if it s cool, it attracts the brightest If you go back in history and you look at all the different phases of technology evolution, you find there are certain things that are in vogue that attract very bright people Certainly through my tenure at SGI, the big thing was UNIX All the best people wanted to work on UNIX.

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