’95, I was the CEO of Lycos, but Lycos didn’t exist. We had no other employees,
no customers, no products.
Livingston: But you had the technology.
Davis:We had the technology. But Lycos was little about the technology and all
about consumer brand.
Livingston: What were you focused on doing in the first month?
Davis: Job number one for the first month was about building a team, getting
some core people in place. And trying to understand what we were doing for a
living and how we were going to go about doing it. Were we a technology company?
A media company? Or some hybrid thereof?
We were a little late to the game because, by the time we incorporated,
other search engines like Infoseek and Yahoo were in the marketplace. So we
showed up trying to figure out what we wanted to do. We were somewhat indecisive
in the sense that I couldn’t make the call between technology and media.
They’re different, so we coined the phrase “Technomedia,” which meant that
we were licensing our technology at the same time we were building our own
branded site, selling advertising. It wasn’t a good term. We eventually abandoned
the technology piece of it and became a pure-play media company.
Livingston: Wasn’t the technology group located in Pittsburgh?
Davis: Fuzzy was very committed to being a research scientist and didn’t want
to join the company or be involved with the business side of it. But our agreement
with Carnegie Mellon required us to keep a presence in Pittsburgh. So
despite the fact that Lycos was headquartered in Boston, we were obligated to
have a meaningful presence in Pittsburgh.
We were fortunate in the sense that Carnegie Mellon gave us a good draw
of students, postgraduates, and alumni in the area, since it’s a premier computer
science institution. We hired our first few technical engineers out of
Carnegie Mellon—one that was Fuzzy’s student assistant and another that was
working in their data labs. I think we probably peaked with 300 employees in
Pittsburgh, and certainly substantial pieces of our engineering operation were
there.
Livingston: Was this difficult to manage, especially in a startup environment?
Davis: Yes, it was very hard to manage. It’s only a short plane ride from Boston
to Pittsburgh, but it was almost the equivalent of oceans between us, because
you’re not able to walk down the corridor and say, “Hello. What can we do
next?” This added a substantial burden for the company.
Livingston: So what were some of the other big problems that you faced