TiVo’s Blue Moon holiday — a walk down memory lane
Posted Friday, March 31st, 2006 at 12:32pm by StephenToday, March 31st, is the last Friday in March, which means it’s Blue Moon day.
A little over seven years ago, I started working at TiVo. It was March 2. When I started, things were very chaotic: Everyone was running around, huddling together and whispering in little meetings. My boss was not ready for my arrival: I had a cube, but in it was only a tiny half table, no chair, a PC without a monitor, keyboard, or mouse, and eight trash cans stacked together. Finally I learned why everyone was running around so crazily: Just yesterday, March 1, then-CEO Mike Ramsay had told the company that we had promised we would ship in Q1 of 1999, and that was the end of this month, and that’s what we were going to do. Competition was breathing down our necks in the form of Replay. Mike was convincing in arguing that whoever was first to market would have a huge advantage. We had to ship on time.
Now Bullwinkle and Pony tell this story better because they were at that meeting, and I missed it by a day. But basically everyone looked at each other with the same thought: We aren’t ready. The software wasn’t ready. The hardware wasn’t ready. The customer support wasn’t ready (you could only log cases in a system we hated and couldn’t use; customers couldn’t order; we couldn’t fulfill). Accounting wasn’t ready. The service wasn’t ready. The Showcase team wasn’t ready. Marketing and Sales weren’t ready.
Since every project needs a codename, Bullwinkle pointed out that there were two full moons in March. In common parlance, people call a second full moon in the month a “blue moon.” It’s usually happens only a few times a year, and thus that generates the phrase, “once in a blue moon.” (To be totally pendantic, the true definition of “blue moon” is different, but that older definition is no longer common.)
So, shipping the world’s first DVR became Project Blue Moon. And if I thought it was chaotic that first day, things got worse from there. (My own project name pick would have been “March Madness.”) Basically everyone in the company set aside everything else and started working like crazy. Twenty-hour days, sleeping on couches and in cubes. No weekends. I’d see engineers literally working around the clock — one engineer (Steve Lacy) at 6am briefing another engineer (Brian B.) about what he had done last night during his all-nighter, then collapsing in a couch in Dan’s cube while Brian picked up where Steve had left off. I remember seeing the first demo of the live guide, proudly being shown by Howard and Kyrie after David B. prototyped it and developed it in two days. I remember Rick P. coming in as a new employee the day after I did and creating the manual recording system and screens in one day. I remember Ric M. sitting down and drawing the first map of how many machines would make up the service, and ordering them on the phone in front of us while people shouted out specifications.
We had two IT guys and one facilities person. We were hiring like crazy. This e-mail to an old co-worker from SGI captures a little sense of that. He had written me back to point out my e-mail’s time stamp was off, and I replied:
Yes, things are a little quirky here. There are wires hanging down from every ceiling, cords going everywhere, people crammed into small cubicles and sharing computers — and apparently our e-mail server’s Time Zone is wonky… one of many things that is being worked out, I guess! It’s such a different world here.
For my team I remember us bringing in new employees to be agents, teaching them to use the crazy systems we were cobbling together to be able to take and ship orders and record cases. Every day brought new policies and systems: Okay, here’s how activations are going to work. Here’s how creating an order will speak to a monitoring system and then send activation information to the service. Here’s how to handle prospective customers and convert them to customers once they order. Here’s how to record a case. Here’s how they can switch billing options. We spent almost as much time in meetings doing decision-making and training as we did at our desks doing the work.
We all wore multiple hats. For example, I wrote the setup chapter of the first manual. And we were all in focused testing committees assigned by Bullwinkle (who was in charge of QE back then).
Finally, things took shape. The deadline was drawing closer, but miraculously bugs were being closed, hardware runs at the factory were starting to pass diagnostics, the service moved from being a few machines in someone’s cube to an actual hardware room with a UPS. Our fulfillment tests (shipping empty boxes) started to be successful. We decided how the serial numbers would work. We finalized arrangements between accounting and service and all steps in between. Full page ads across the country were taken out in major newspapers and we started taking real orders (on backorder of course).
I remember doing one all-nighter on March 30 to get the final first batch of orders ready and transmitted. At a company meeting earlier that day, Mike had told us the launch plan idea. We would all head over the factory and watch the first non-prototype units rolling off the lines. Then, some of us would head to the warehouse to watch the orders be fulfilled. And then take the rest of the day off, no exceptions (well, except customer support) and enjoy the weekend. So we all had a small party at the factory, dressed up in blue lab coats, and I still remember the thrill of seeing the units pass diagnostics — and the stack of completed units being packed up and shipped off. The very first box we took aside, and everyone signed it. It’s still on display at TiVo HQ. (I had to convince Mike not to sell it to a random customer when we ran out of inventory later that year!) Later at the factory we saw the orders printed, the units picked, and then packed on to UPS trucks to be shipped out. Blue Moon had been a success.
(And nine months later — a batch of nine or so Blue Moon babies were born!)
At a later meeting, Mike declared his gratitude for our hard work, and because of our incredible accomplishment in shipping TiVo by Q1 of 1999 as promised (and long before any other DVR ever shipped), he declared the last Friday in March would be a “national holiday” from that point on. Thus the Blue Moon holiday was born.
Oh boy was the experience rough. Far from perfect. Even though we had exhausted ourselves for the big first push, our work was really just beginning.
One of the first customers was my brother Rob — I bought him a 14-hour unit ($499) and Lifetime service (then $199) both because I wanted him to have a unit and I wanted to see directly what a customer would go through. Keep reading for an e-mail I sent Kyrie (who was then in charge of the user interface team at TiVo) about my brother’s “OOBE” (out-of-box experience).
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