From the beginning, our plan was to directly sell utility and expression, and monetize game distribution somehow.

Despite skepticism from investors about the video game market, we believed it would be a significant industry due to our experiences as part of the video game generation.

We established two teams to pursue mobile video and gaming, with one team focusing on gaming led by me and Kevin Lynn, as we believed in its potential.

We decided to create our own hardware device instead of licensing our technology, believing we could do it better ourselves. Building consumer hardware as a startup was considered totally insane in the early 2000s, with very few successful examples to follow.

We made our revenue by leveraging our consumer network to offer corporations a more cost-effective way to communicate with their employees through streaming.

We should make business software like we make games because it makes products fun, encourages word of mouth, and builds a strong brand.

During a meeting with Rockstar Games, I realized that to compete in the PC game store market, we would need to invest heavily in minimum guarantees for game titles, which led us to pivot away from that business.

Our initial idea was to create a suite of applications for law firms, but we pivoted to a marketing application for all businesses.

We faced a dilemma about the future of our company, considering opportunities in mobile video and gaming, and decided to set real goals for both projects.