It took us six years, or until 2012, to get to 1 trillion objects stored. Then it took us one more year to get to 2 trillion. So that’s an indication of the speed of growth.

“Talking the Cloud Business with Amazon CTO Werner Vogels” on Recode

Great interview piece on Recode with Werner Vogels on the state of AWS and how they’re approaching growth moving forward.


For centuries people have found meaning — or thought they did — in what they could see in the sky, the shapes of the constellations echoing old myths, the sudden feathery intrusion of comets, the regular dances of the planets, the chains of galaxies, spanning unfathomable distances via Pocket

Stalking the Shadow Universe


“How Coolness Defined the World Wide Web of the 1990s”

If you weren’t online in the mid-1990s, you might have missed the tremendous effort devoted to curating, sharing, and circulating the coolness of the World Wide Web. The early web was simply teeming with declarations of cool: Cool Sites of the Day, the Night, the Week, the Year; Cool Surf Spots; Cool Picks; Way Cool Websites; Project Cool Sightings. Coolness awards once besieged the web’s virtual landscape like an overgrown trophy collection.


For example, he says at the company everyone knows what a developer does and what a product manager does. But those roles need an overhaul, and that’s what he meant in his memo when he said “nothing is off the table.”

“Satya Nadella: This Is How I’m Really Going To Change Microsoft’s Culture” via BusinessInsider

I saw the role of the Program Manager change only slightly in my ten years at Microsoft. The explicit separation of the Program Manager’s responsibilities from the non-code side of the business – marketing, business development, KPI’s, etc. – made it such that you could get really good at designing a UX interface but have no idea if customers liked it (or really needed it in the first place). Not every team or individual PM had such clear separations, but it was definitely less than common. 

I’m still in a bit of the honeymoon phase of working for a tiny startup where everyone’s roles are naturally wider (due to the work vs. resource balance). Yet my short time here has convinced me that for the PM role to evolve at Microsoft, it absolutely must move more towards a Product *Management*-style discipline, one driven by metrics, KPI’s, and customer-driven development. This was happening on my last team where we were building Mail, Calendar, and People on Office 365, and I hope that the style of work we were beginning to embrace (more agile, metrics- and customer-driven development) continues to spread.