Hadi PartoviVerified account

Netscape Navigator had 95% marketshare, and Netscape was the darling of the tech industry. They were famously working on “Internet time.” We were almost 2 years behind and we needed to catch up.

Instead of hiring too fast, we kept a super-high bar for talent, betting that everybody would want to work for this new exclusive team at Microsoft that was so hard to get into. It worked.

Early on, I learned a critical rule about execution. My boss, Chris Jones, told me: “There’s 3 ways to handle work assigned to you. If you say you’ll do it, do it. If you say you can’t, that’s ok. But if you sign up for work and drop the ball, the team fails. Learn to say no.”

I also learned the value of motivation. Bill Gates wrote a memo to all of Microsoft, saying the Internet Explorer project is critical and asking every team to reorient their work to help us. Our inboxes exploded, but it made us feel important, and we worked even harder.

We announced our plans publicly on Dec 7, 1995. Pearl Harbor Day. It was war. Despite Netscape’s lead, we said we’d match their every feature and even leapfrog them. We signed partnerships with anybody who would help us, even competitors like Apple and AOL.

To motivate us more, I plastered the hallways with quotes from Netscape’s founder, Marc Andreessen: “Netscape will soon reduce Windows to a poorly debugged set of device drivers.” It reminded us that this new startup threatened to destroy all of Microsoft.

The Internet Explorer team was the hardest-working team I’ve ever been on. And I’ve worked at multiple start-ups. It was a sprint, not a marathon. We ate every meal at the office. We often held foosball tournaments at 2 am, just to get the team energy back up to continue working!

Sadly, there were divorces and broken families and bad things that came out of that. But I also learned that even at a 20,000-person company, you can get a team of 100 people to work like their lives depend on it.