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So we just started out with just going to the people we knew and dealt with a lot anyways And that way then they all start talking to each other, and it went from there Smolin: So it was mostly word of mouth Cummings: We sent out letters and went to conferences and so forth But mostly word of mouth Smolin: So then the city one grew out of the county one And there s enough similarity from one city or county to the next that this annual report, the annual report program satisfies their need Cummings: Yes Smolin: And do you still promote the product now Cummings: We don t promote that one any more because the whole time we were doing it, we were communicating with what s called the State Board of Accounts, who oversee the annual reports.

Kahle: I learned to try not to make too many leaps at once. Most people have a very difficult time imagining something they can t see at least a demonstration of. If you can get a demonstration or, worst case, a video it communicates an idea better than hand-waving for hours. So get to a demo quickly. This was difficult when the Internet hadn t been deployed. Often the executives didn t have computers on their desks. They had secretaries that typed for them. Remember, it wasn t that long ago that these things weren t everywhere. And they weren t hooked up to anything. Maybe they had a modem, but that was it. We had to demonstrate these things over modems. Trying to get clearance so that they could dial out from a computer to the Internet to demonstrate this system inside the CIA headquarters was actually a several-day process. So it was difficult to go and explain very many jumps forward. Whenever I went and said, Really what I want to do after we get this publishing up and running, is build the library . . . Because that s always what I wanted to do. I just thought I had to build these supercomputers first, then I had to get the publishing going, and, once we got that, then we could build a library. So it was not until 96 that I got to the place where what we had dreamed of in the late 70s as the goal which was to build the great library could even start. Livingston: That was always your goal Kahle: Yes, that was always the goal. We just had to do a couple things first. It

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took a lot longer than I thought. We re now in 2006, and it s hard to believe how pathetic things are. We don t even have books online yet. I don t know why the world moves so slowly. Everybody says, Oh, it s moving so fast. And it s like, No, I don t think so. It s been forever.

Livingston: Besides always running out of money, how did you find having your own company different from Thinking Machines Kahle: Having your own company means that it s much harder to blame some-

body else. If you are working inside a big company, you can always blame management, marketing, engineering, or something. But, when you are running it, you can t, because it s all your responsibility. I found that to be quite cathartic. The East Coast also has a little more of an aesthetic of complaining, and so I got a little bit over that, I guess.

They kept assuring us they weren t going to do anything, so we kept building, selling, and selling And finally at one of their annual auditors conferences, they gave away a free version of it So there s just not been a market since then Smolin: The free version that the county came up with, was it a knock-off of yours Cummings: No, it wasn t similar at all Terrible program [laughter] Terrible in most people s opinions Even people I talk to now, they say it s terrible, but, you know, it s free So it s hard to get them to spend the money on ours Smolin: Well, anything that s free is always worth it, as they say Do you remember what year that was that you started with that Cummings: That would have been about oh, that was the fall of 99 probably.

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