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who win when you win. Being on the East Coast, I believed that it was very important to establish a good network in Silicon Valley, where I didn t have a presence. I d worked with Mitch for many years, and I felt that he could make the right introductions. So I first took money from Mitch, then he made some introductions to VCs. One of them was Accel, and I took money from them. I ended up spending quite a bit of time in the Bay Area, meeting a lot of people, and ultimately that network helped a lot. Iris was a corporate partnership with Lotus. I was 27 years old and didn t have the money to fund it then. Getting the product built was an amazingly positive experience. We had structured a great contract that funded the product it was a unique partnership, a corporate startup kind of R&D partnership. But that brings its own challenges. When you have an alliance with a major corporation from an early stage, what you build really has to relate to the other, larger goals of that corporation. You may not be completely tied up, you still can accomplish your vision, but it would make no sense to be funded by a company and be completely aligning yourself with their competitors offerings. In a startup environment, it s much rougher in terms of making your numbers. There s much less patience. Once you start down the treadmill of taking venture capital, it s how many rounds before people give up on you or you have a positive exit event So you re really setting yourself up. The best by far is to structure it such that you don t have to take money.
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Livingston: You also took money from Microsoft. I know they thought very
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highly of you, but do you think they also invested to keep an eye on what you were doing
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Ozzie: That s exactly why they did. They were a straight investor, meaning
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there was no technology sharing or anything like that as part of the investment. I think Notes probably got a little bit out of control from Microsoft s perspective. They didn t really track its market very closely while it was emerging, and, had they watched what was going on, perhaps they might have been able to respond a bit more quickly. So I think with Groove, it was essentially buying a look at what kinds of customers found this technology attractive. More than anything else it was market tracking. They knew enough about the technology, because once we came out of our stealth phase we were very open with everyone about the kind of technology that it was built on. And we were very confident about that because we knew how hard it was to build. At both Iris and Groove, we believed Microsoft was our prime competitor.
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Livingston: Even at Groove But Microsoft seems so ambivalent about the
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Ozzie: If there s going to be a trend that s largely horizontal, Microsoft cares. Because Microsoft s bread and butter is serving the masses whether it s consumers or enterprises with low-cost technology that solves many problems. And other people layer upon it more vertical solutions.
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Ray Ozzie 109
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We were pitching Groove as a fairly horizontal technology. We were applying it to productivity challenges, but to the extent that it had the potential to catch on broadly, they would certainly have been the biggest competitor.
Livingston: Looking back, was the Microsoft threat real Ozzie: Oh yeah, they are brilliant technologically and from a business strategy
perspective. If you believe that Microsoft is your competitor, it s better to keep stealth and then embrace them at the right time, when you believe it can be to your advantage to embrace them. In the case of Groove, we were having distribution challenges, we needed money, we were raising a round. One of the biggest questions we were encountering with our enterprise customers was Why isn t Microsoft just going to crush you tomorrow And although I brought some credibility to the table because of my background at IBM, having Microsoft as a backer only helped us within those enterprise accounts.
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