decent on those terms. To make something users love, you have to understand them. Another way to say that is, if you try to start the kind of startup that has to be a big consumer brand, the odds against succeeding are steeper. Now, of course, I see it: The rest of life was kind of scary. By seeming unable even to cut a grapefruit in half (let alone go to the store and buy one he forced other people to do such things for him, leaving all his time free for math. I think the best plan is not to be overtly secretive, but not to tell them everything either. It is a kind of response.
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The strategic decisions were mostly decisions about technology, and we didn't need any help with those. Fleischer had no interest in engaging with the content of those claims. But Jedediah, or the version of Jedediah in the pages of the Times Magazine, worked in broad themes. Someone has come a long way from "do not dismiss a book until you have written one." But Eggers was never laying down rules for himself. I would rather obsess about something else. This weakness often extends right up to the CEO.