Employees should use the products and services produced by the companies that employ them. They should be emphatic fans of their company’s products. Nothing less.

Great article, “How to Get People to Eat Dog Food” via AlleyWatch.

I remember when I first heard the question “are you dogfooding?” shortly after arriving at Microsoft in 2004. I was puzzled for a second about why anyone would not use their own company’s products, especially when they were on the product team building them.

Fast forward a few weeks to the mid-point of the Outlook and Exchange 2007 release, when our dogfood email environment would periodically go completely down for days at a time, and we would resort to using IM and our bug reporting system to exchange important messages. I remember that some of our execs were not in the dogfood environment, but when they heard about the issues we were having they asked to be moved into the pre-production environment with us. They wanted to see for themselves what was going on, and provide feedback. Want a quicker way to get your day-to-day product stability in shape? Inject a few executives and put their real email on the line, and you’ll get feedback ‘fo sure. 

My point here is not that we were in terrible shape in early Office 2007 engineering (we weren’t), nor that we weren’t dogfooding (we all were), or even that execs are the best way to do Q/A (they’re not). The point is that it’s easy to get stuck staring at the trees and to forget about the forest, and it’s something that happens more (I believe) as teams get bigger and more specialized. I would be heads down working on a specific and critical issue in Search (one of my features), and would assume that someone was seeing the reliability issues I was having with sending email. I remember bringing up one of those reliability issues to the team that owned Mail Transport and finding out that a specific issue with my setup of Outlook (having multiple POP accounts loaded into a profile) was causing an issue, and no one else on the team was seeing it. It was a critical bug because many of our customers had a setup similar to mine.

As teams get bigger and more specialized it’s critically important that everyone dogfoods their specific feature or product. It’s equally important, if not more so, to make sure you are always dogfooding end-to-end experiences outside of your area and across the entire breadth of products you build. We found that by adding the execs in during a time of difficult product stability during Outlook 2007 development, we were able to inject some “new eyes” into our day-to-day work and get some great objective feedback.

Here are Contactive, as our products get more complex and are our team grows, we continue to dogfood every day and have recently added in weekly team-wide bug bashes to help get fresh eyes on new areas of our code. We put up a whiteboard, crank the music (usually 80’s workout montages on Spotify), and everyone writes the bugs they find up on the board. We sometimes award “most interesting bug” and other fun topics – you’d be amazed by what you can find with that kind of intense focus. We have a “Bugs” email alias that gets traffic at all hours of the day as we’ve all adopted the habit of sending screenshots and bug reports the minute we see them. 

Our goal at Contactive is to be proud of our products and deliver amazing experiences to our customers. We believe pride comes from quality, and quality comes from eating your dogfood. Yum. 🙂 

“4 Reasons Why the Subscription Economy Kicks Ass”

I saw this short article on AlleyWatch today, “4 Reasons Why the Subscription Economy Kicks Ass”, that back-linked to an article from September entitled “Zuora’s whopping round shows the subscription economy is here to stay”.

  1. Predictable cashflow.
  2. Easier for the consumer to buy.
  3. Can be very profitable.
  4. Can save and change certain industries.

One of my favorite parts of working on Office 365 in my last few years at Microsoft was helping to make Office “subscription-able”; not an easy task when you’re talking about products like Outlook that have 100 million+ lines of code and are 12 years old. Now, working at Contactive, it’s exciting to think about how we take our products and platform and make them SaaS-backed from the start, ensuring that our customers will have an easy way to understand how and what to buy from us. 




Don’t read this article if you’re in a calm, relaxed state, and want to remain that way for the next two hours.

I sometimes trick myself into thinking the problem isn’t as bas as it seems. For example, Amy and I were somewhat spoiled in Seattle as we were able to use the *amazing* www.condointernet.net service for our house (100mbps up/down for $60/month).

The joy we felt using that service was easily overshadowed by the sheer terror I felt every time I turned our Comcast box to watch TV, a box which looked like my PowerMac 6100 from 1995 and had an interface like an Atari. It didn’t even play Space Invaders. 


Great article. Mine are pretty close to his. What are your contact rules?

When you want me to get back to you…

…in 30 minutes or so, then 

» Please phone me.

…in around 2 hours, then

» Please send me a text message.

…later today or tomorrow, then 

» Please send me an IM on Skype or Facebook.

…in a couple of days, then

» Please send me an email.

… whenever convenient, then

» Please send me a DM or a tweet.

These Are The New Rules For When To Email, When To Text, And When To Call

Book Review: “Behind the Cloud” by Marc Benioff

Just finished reading “Behind the Cloud” by Marc Benioff. It was a fast read and I like the way he broke up the story into lots of little “acts”, focusing each one on a lesson from Salesforce.com’s history.

I was amazed by some of the tactics he and his team employed (and often still do) to grow the company; some of the gonzo marketing tactics sound almost too crazy to have worked, like when they held fake protests outside of competitors’ conventions in San Francisco.

His lessons on how SF expanded internationally and the challenges they faced were particularly interesting, as was how intertwined the idea of corporate philanthropy is with Salesforce.com’s DNA. Their 1-1-1 concept reminds me a lot of what Microsoft does, and I hope that as we grow Contactive we can think about how to make social good a part of our business plan too.