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Smolin: Who was the target user Before you started to sell it, who did you have in mind to sell it to Vanderpool: The original idea immediately went to the construction industry because the need was there and they didn t have any tools, or all the tools they did have were extremely expensive and very hard to use, and so they didn t do what they should be doing with them So the thought was to give them a lower priced, easy to use desktop computer capability so that they d be able to do a much better job That was the target market at the time Smolin: And the Radio Shack Model II was the state of the art at that point Vanderpool: That was the Ferrari of the day Smolin: So you sent the product out on 8-inch floppy disks Vanderpool: 8-inch floppies, yeah.

time This is 1989, and the Internet hadn t quite become easy in any real sense Trying to hook up to Dow Jones through X25 networks and ISDN was all quite challenging KPMG Peat Marwick started to have an intranet then that we could use, and fortunately they used Macintoshes The Macintoshes were helpful because they had TCP/IP for them, where Windows didn t It wasn t until Windows 95 came out 6 years later that Microsoft caught up What I loved about it was I got to work with four companies that were managed very differently from each other This was my bath of How do companies work Thinking Machines was a bottom-up company In many ways, the ideas and the people with power were the young engineers They could see where things were going better than the top level management, because everything was so new.

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Dow Jones was a top-down company If you sold the top guy, he d say, OK, we re going to do this Then he d issue a command, and the next-level guy would say, OK, sir, I m going to do this Apple Computer was explained to me to be a beanbag chair You had to push not only on the top, but on the bottom and the middle all at the same time to try to get it to move This was a time when John Sculley was running Apple, and I don t know if it s any different now, but at that time you had to actually keep pushing all up and down the whole chain or it just wouldn t move You d push, and you d think you were making headway, but the beanbag chair didn t move KPMG Peat Marwick was a democracy.

It s a partnership Each partner thought of themselves as in control of their piece of turf And they were very much so They controlled their own revenue; they spent it; it was a democracy In fact, every so often they would get together and elect their upper-layer management If they didn t like the upper-layer management which was just another consulting office, like any other they d vote them out And they did The folks that were really supporting the WAIS project at KPMG Peat Marwick after a couple years got more or less voted out Not because of WAIS, but the partners said, We want a different type of management..

Smolin: How long did that product run, how many years did you flog that jewel Vanderpool: Probably, easily ten to twelve years of product life on it Mostly because of the add-on capabilities and additional products that it gave birth to that were supporting it resource management, graphics,.

So this was still being done within Thinking Machines, but I found that Thinking Machines wasn t going to go and build some of the pieces needed to make this Internet publishing world work We coined the term Internet publishing and tried to say, OK, this should happen Apple would do their piece and Peat Marwick would do their piece, but nobody would go and do the central set of tools, the software needed So I said, OK, well, I ll do that And start a company to do that There was a decision to try and figure out where it should be Should it be in Boston Should it be in Silicon Valley Should it be someplace completely else So I went around to the smart people I knew and said, Where should we put this company What I m really trying to do is build an industry.

Not build a company, build an industry, so there would be all of these pieces that would make network publishing come about Some people thought it was a little crazy to think about starting an industry, but it seemed like it made sense to me The best piece of advice that I got was from Bill Dunn, one of my mentors He said, Go someplace where people don t think you re crazy Which sounds like a pretty simple thing to say, but it actually turned out to be a very wise piece of advice Boston, especially back in 1990/91, was in recession and having trouble California was also in recession, but in California there were dreamers There were people who wanted to think about new and different things and wouldn t think we were crazy to try to build this thing.

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