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\[01:16:22.00\] Identify your stakeholders. Not just within your team, but outside your team. If there are other business units that are doing similar work, if there are folks in marketing that care about, if there are folks in recruitment that cares about. Because at the end of the day, they want to bring the top tale... |
You need to have -- I remember when I joined Apple, I think second or third day, I was having a call with somebody... And my God, that person was screaming at me. "I submitted this pull request so many weeks ago! It has not been approved yet! It's been stuck into legal!" "What can I do to help?" |
**Adam Stacoviak:** Very calmly, yeah. |
**Arun Gupta:** It was just a listening session, a venting session, essentially... Let that frustration come out. And it's very important to just listen with it. Again, we talked about task conflict/personality conflict. Think in terms of task conflict. What is a task not getting done? Because that person has probably ... |
Identify sort of the non-core open source areas, or maybe the core open source areas where you want to make attraction. Define those walls within which you can do more open source or less open source. I think that's an important area. Create those working groups, for example. At Intel we have several of those working g... |
I don't want to give away all the tips from the book, so I definitely encourage you to take a look at the last chapter of the book that gives you that entire framework on how you can get started with it. And there is a section in that chapter which talks about sort of my journey on how I went about building that exactl... |
**Adam Stacoviak:** I was thinking as you were reading that, "Arun, don't give all the goods away", but at the same time, will this be -- will this be the book that gets handed to someone when they say "How does open source work? How can I make it work for my company? I hear about this thing called inner source... What... |
\[01:19:03.04\] So I think you've done a tremendous job. I can't wait to read the entire book, personally. I've only leafed through the table of contents and some of the stuff with you along this conversation here in my morning here... But I think this is a great framework from what I can see. I mean, I'm really proud ... |
And I feel like what's happening in LLMs, and AI, these models being open source... We're seeing a massive change in accessibility to software, accessibility to models, accessibility to all these things... And the innovation that we're seeing in our world. I mean, open source has won. And that innovation - you've given... |
**Arun Gupta:** Thank you. Thank you. I'm really excited about how the book came about to be. I really hope this book is a fire starter for people who want to jump onto their journey, kickstart their journey... Or if you are far along in your journey, look at those case studies and see what other fun things you can fin... |
**Adam Stacoviak:** Anything left we have not asked you? I know that you've got a lot to share. Have you shared at all? What's left? You can even plug something if you wanted to. |
**Arun Gupta:** No, I think it's real good. I think in terms of everything around the book, we have talked about it. Open source culture is such an interesting topic, and I've been working on this for such a long time that every time you talk, a new story comes out, a new perspective comes out. And I would like people ... |
**Jerod Santo:** A perfect note to end on. Thanks, Arun. |
**Adam Stacoviak:** Thank you, Arun. |
**Arun Gupta:** Thank you so much for having me here |
• Introduction to Adam Jacob and the "Changelog & Friends" format |
• Adam Jacob's background and early interests in technology |
• His experience with bulletin boards and FidoNet as an 8-year-old |
• Running his own bulletin board and discovering Linux |
• Sharing internet access with friends through his bulletin board |
• Early interests in technology and tinkering |
• Career and life reflections on his early experiences |
• The speaker's passion for computer networking and facilitating communication on computers began at a young age. |
• The speaker's friend got a job at a small ISP in Vancouver, Washington, and recommended the speaker for the position. |
• The ISP in Vancouver was a small, mom-and-pop operation run out of a dentist's office, with a FreeBSD server and a Windows NT server. |
• The speaker became fascinated with the systems administrator and would often do work for him. |
• The speaker dropped out of high school using a loophole in state law and attended DeVry college in Phoenix, but ultimately dropped out again due to the job opportunities available to him. |
• The speaker worked at multiple ISPs, including one in Arizona, during a time of rapid growth and expansion of the internet in the US. |
• The internet's early days were marked by a mix of innovation and illicit activities |
• Adam Jacob shares a personal anecdote about law enforcement visiting his workplace, revealing a harassment case involving his boss's father |
• The era of early internet access was marked by the influence of porn and the growth of tech companies |
• The consolidation of ISPs and the rise of super-ISPs shifted focus from internet access to online content and services |
• Adam Jacob worked for a company, Infospace, which had a brief period of success but was later revealed to be rife with fraud and bad management |
• He also mentions working for other companies and witnessing instances of founder bad behavior and fraud in the tech industry |
• Boardroom coup and company takeover attempts |
• Early internet and Web 1.0 experiences |
• Marchex business model and acquisition strategy |
• Learning through hands-on experience and community involvement with Linux and open source |
• Personal experiences and anecdotes from working in the tech industry |
• Early days of ISPs and the stacks used for them |
• Racks of modems and specialized hardware |
• Operating systems such as Solaris, BSDI, and Red Hat |
• Software components including Apache, Qmail, and DNS |
• Consolidation of ISPs and the rise of data centers |
• Cloud computing and the abstraction of stack details |
• Open source and the importance of understanding its value |
• Founding of companies that used open source as a business model |
• Red Hat's IPO and the impact on the speaker's life |
• Frustration with executives at Marchex for not releasing vested stock |
• The decision to start a consulting company, HJK Solutions |
• Building fully automated infrastructure for startups |
• The eventual creation of Chef, a company that grew from HJK Solutions |
• The narrator recalls a past issue with a support contract, where a developer wanted to be paid to fix a bug, but was willing to take food from his children's mouths if he didn't receive payment. |
• The narrator suggests working together to fix the bug, but the developer insists on being paid. |
• The narrator eventually fixes the bug himself with the help of another developer, who had initially filed the bug. |
• The issue with the developer's attitude creates tension, and the narrator decides to start working on a new project, Chef, to automate infrastructure. |
• Chef becomes successful, and the narrator's company raises venture capital to expand the project. |
• The narrator shares stories about Ezra Zygmuntowicz, a influential figure in the early days of Ruby hosting and cloud development, who helped the narrator's company and was a key figure in the development of Chef. |
• The narrator and Adam Stacoviak discuss the legacy of Ezra Zygmuntowicz and his impact on the open-source community. |
• The conversation also touches on a past issue with Luke, a developer who wanted to be paid to fix a bug, but insisted that it was a "must" fix, implying that it was the responsibility of the users to pay him to fix it. |
• The conversation discusses a disagreement between Adam Jacob and Luke (Luke Kanies) over the direction of the Puppet project. |
• Adam Jacob felt that Luke was not addressing a critical issue with the product that made it potentially "phenomenally bad" for users. |
• The issue was a bug that could cause a time-bomb to go off, which was not fixed until Adam Jacob took matters into his own hands. |
• The conversation also touches on the fact that Adam Jacob's company, Chef, was influenced by Puppet and borrowed some of its ideas, but also made significant changes and improvements. |
• Adam Jacob acknowledges that Luke is a genius and that Puppet's declarative resource abstraction was a key innovation. |
• The conversation also discusses the early days of Puppet and Chef, and how they were used to automate large-scale infrastructure and applications. |
• HJK was converted to OpsCode, which acquired HJK's assets |
• Adam Jacob learned about venture capital from Jesse, including not paying a startup lawyer |
• OpsCode raised capital after 15-20 pitches, thanks to a successful pitch by Bill Bryant |
• OpsCode launched Chef as an open-source product, which quickly gained a community following |
• The initial business model was a hosted SaaS product, but it didn't do well, and large customers preferred to run the open-source version |
• The business model later shifted to on-prem software, with feature discrimination and other monetization strategies |
• Attempting various open source business models, including SaaS and open core models |
• The use of Erlang in the Chef server and its success in handling high loads |
• The impact of Docker on the company and the struggles that followed |
• The search for a sustainable business model and the eventual adoption of a model similar to Red Hat's |
• The personal struggles of the CEO, including stress, self-doubt, and the blurring of work and personal life |
• The importance of recognizing and managing one's responsibilities and limitations in a high-pressure startup environment |
• Identity tied to professional success and self-worth |
• Struggle to separate personal identity from professional accomplishments |
• Importance of switching fuel to burn professional acumen and skill instead of self-worth |
• Comparison of self-worth to being on a long journey and running out of fuel |
• Value of reframing failures as good training for growth and improvement |
• Importance of focusing on the work and personal pride in it, rather than external validation |
• Difficulty of maintaining self-worth during failure or criticism |
• Value of remembering who one is and the accomplishments they've achieved |
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