Sublime

“We had worked on many possible new features for years, but no one ever made decisions about them,” he said later. “Suddenly, we had this guy making rapid decisions.”

“You had a set of folks running these machines who were the priesthood of hardware, and the rest of us were railing against it,” says Chris Brown, a software-development manager at the time. “We wanted a playground where we could go to freely try things out.”

We have a core feature offering that is very strong. A small feature idea comes up that serves a subset of the market, but it isn’t too hard to do and it isn’t a bad thing, so we indulge. Repeat that thought process a hundred times and you have a cluttered UI, a large team, a slow product, and no obvious path forward.