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Gabor Cselle, Master's Thesis, ETH Zurich
GABOR CSELLE: I went on a trip around the world, and I distinctly remember sitting in a hotel room in Bangkok turning on CNN for the first time in weeks and seeing that Lehman Brothers had just gone . When I came back from my trip around the world, the funding environment had really broken apart.
GABOR CSELLE: I think reMail could have succeeded on its own. It was at a stage where we were making just a little bit of money from selling apps in the app store. I was working on a new product that I was going to launch that was going to be a little bit bigger in scope than reMail was. I was going to raise funding for that. I was going to maybe raise a seed round or a small Series A.
Gabor cselle thesis / Sappho essay
GABOR CSELLE: I think there's an implicit understanding that most startup entrepreneurs will go back to being startup entrepreneurs. I don't think people were surprised about either the timing or my departure. It felt kind of like the right point to leave.
GABOR CSELLE: I had worked on Gmail for a while and then worked on Android as a product manager. I came to a good stopping point on one of my projects, and then I said I could either try to find a new project at Google—but what I really wanted to always do was to build a big and fun startup. I felt that that was the time to leave and try again. And that's what I did.
Gabor Cselle - Tales of Creation: Every Step Costs You …
GABOR CSELLE: I don't think that Facebook would acqui-hire a team that wasn't good and didn't bring them value. I don't think that Facebook goes out and says, "Instead of hiring you, why don't we acqui-hire you?" That's just not in their best interest. That's not how they are incentivized.
GABOR CSELLE: Yes, definitely. I think a lot of entrepreneurs feel that the only thing they have in life is time and that they need to use that time to maximum efficiency. They will work as hard as they can to get as many things built as they can, in the least amount of time. We definitely all feel this incredible pressure to build something quickly and get it out. I think that's a shared trait among entrepreneurs.
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Avicii on how to Become Successful ..
GABOR CSELLE: Yes, absolutely. Of course, we care about our customers. We just spent so much time caring about our customers, and we had invested time and effort in communicating with them and figuring out what they really wanted. That's all a startup is about, that conversation with your customer base—What shall we build next? What shall we do next? What makes sense here?—getting that feedback and getting those bug reports.
Gabor Cselle - Tales of Creation: Letterpress Deconstructed
GABOR CSELLE: It wasn't that hard of a decision because they already had the product, and reMail wasn't really a service. It was something that you could download and you could get on your iPhone. Once you had it, you still have it today. If you purchased reMail a while ago, you still have it.
I present to you Letterpress, deconstructed
GABOR CSELLE: The product itself got shut down, because we removed the app from the app store. But we also decided that we were going to open-source reMail. You can actually go to Google Code and download an open-source version of reMail. Many companies have made versions of reMail that were slightly different and released them on the app store. I think there are about five or six reMail clones on the app store today. So the product lived on in some form.
Gabor Cselle: Organizing Email; Blog Archive
GABOR CSELLE: Yes, Google is definitely a big company these days. But I think people who get acquired also are different people than the people already working there. You get innovators and you don't get operators. You get people that burn bright and that come in and they're starry-eyed, and they might not be really aware of the organizational structures and the organizational difficulties. They just want to build a great product.
Gabor Cselle - Tales of Creation: 2013
GABOR CSELLE: I don't know if there's really a ladder as such at Google when it comes to this stuff. It's a more targeted entry. It basically comes down to this. If you're an executive at a tech company and there is some new interesting technology that you want to build, you have two choices. You can either create a new team from your existing engineers and product managers and yank them off their existing teams, which they might not be very happy about, or you can acqui-hire a team that has built something in that space and provably has executed in that space.
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