And I love writing. I've always loved writing.
Business 2.0 was hugely profitable last year, and will be profitable this year.
Business people have been made into these rock stars because they've made a lot of money.
Certainly there are bubble-like valuations of certain companies, but I don't think anyone out there believes that we're going to go back to doing business the way we used to do business.
I got to sit down with people who I admired, and have conversations with some of the greatest thinkers and artists and performers. It's a huge privilege for me to be a journalist.
I still believe that the mission of Business 2.0 is very strong, very fundamental, and we're really at the beginning of where they're going to take us.
I think Fast Company has a tremendously smart focus and execution.
I think up until that time a lot of focus on Internet coverage was either sort of the bits and bytes aspect of it, sort of the high-tech aspect of it, and the sociological aspect of it, which is how it was transforming culture.
I think what we should have done is integrate the web site with the magazine much earlier in the process.
I was a rock journalist for years.
I'm a history buff, and right now we're sitting on one of the most dramatic historical shifts that this planet has ever seen and we have a front row seat for it.
It's very rare that publications double their frequency.
People say we were an overnight success. It took us a year to be an overnight success.
People who say that the Internet is the bubble are incredibly misguided.
Rock stars are incredibly energizing to me.
See, what we were going to do was say, the Internet is this great business strategy tool.
So there was no magazine which was specifically and comprehensively looking at the Internet as a business strategy tool.
The best rock musicians are the most exciting people in the world.
The collective energy of everyone is what really made Business 2.0 exciting.
The hardest part of it was really being away from my family - I have two small children. Last year I took over 20 business trips, so being away from them was hard.
The job at Wired was fantastic - it was a great job.
The magazine was being started by a company that had no experience in business magazine publishing. It was a little difficult to get people to sort of buy into it and to join the staff, but we did.
The shrinking of the magazine was generally brought about by an economy which slowed down very dramatically in the fall.
The stock market can be down, but the stock market is not an indication of where people's spirits and enthusiam are, and where their intellectual energy is.
The story of the Internet is this incredibly strong, exciting change.
There certainly was a lot of potential in the air for doing a magazine which focused on the way business, in particular, was being transformed by the Internet.
There was never any danger of Business 2.0 ever going under.
You can't be distracted by the noise of misinformation.
You can't suppress creativity, you can't suppress innovation.
You have to remember a lot of business is very cyclical.
You have to remember when we were going once a month, we were putting out issues that were 480 pages, and people were complaining that these were too big, I can't get through a 480 page magazine every month.
You know, technology CEOs like to think of themselves as rock 'n roll stars.
You lie awake at 3 in the morning thinking of story ideas. You're online at 8 a.m. on a Sunday or midnight on a Wednesday. It's a job that you never push aside.
You've just got to focus on excellence and try not to be distracted by the news and the rumors and the absurdities of the stories that were coming out.
You can share a link to this page with your friend!