Innovator's Dilemma - by Neil on April 23, 2008 5:55 PM
Lots of startups are built around well-established concepts. I recently thought it must be nice, in a way, to have your startup so easily describable. One sentence or less to give a pretty basic idea of what you're doing. Something along the lines of "Update your friends and the world via text message with what you're doing at that moment." Or "Upload MP3s, create a virtual mixtape." "Watch free internet video channels." There's always more to it than that, but at least they're able to concisely shed a decent amount of light on what's happening with their .com.
I've had a lot of trouble summing up Jabbik in such a short space when talking about it with people who aren't familiar with us. Of course we have a succinct elevator pitch that fills in the basics of Jabbik, but I'm usually not happy with leaving it at that. Maybe it's because I care so much about the idea that I want to do it justice with a full explanation. But it's also possible that it's just that the idea of what we want to do is so new that it requires a detailed explanation in order to be understood. The underlying concepts and technology here are nothing new, but we're using them in such a way that we think people will be blown away with the results.
Consider the following quote:
Charles Babbage, in 1864, was having trouble conveying his idea for a difference engine. Though I don't think my frustration is quite so arrogant as Charles' (expecting the idea of a programmable device to be understood by the government is hard enough today, let alone in the 1800s), it's still something I can relate to. I doubt I'm alone.
When we launch, and our site's uses are straightforward, and our UI is at least striving for elegance, the struggle will be over. So I've concluded the best way to avoid struggling with coming up with the perfect elevator pitch is to pretty much just ignore the problem. When we launch, it'll be irrelevant anyway. Youtube is just Youtube, and Google is just Google. Jabbik will just be Jabbik.
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I've had a lot of trouble summing up Jabbik in such a short space when talking about it with people who aren't familiar with us. Of course we have a succinct elevator pitch that fills in the basics of Jabbik, but I'm usually not happy with leaving it at that. Maybe it's because I care so much about the idea that I want to do it justice with a full explanation. But it's also possible that it's just that the idea of what we want to do is so new that it requires a detailed explanation in order to be understood. The underlying concepts and technology here are nothing new, but we're using them in such a way that we think people will be blown away with the results.
Consider the following quote:
"On two occasions I have been asked [by members of Parliament!], 'Pray, Mr. Babbage, if you put into the machine wrong figures, will the right answers come out?' I am not able rightly to apprehend the kind of confusion of ideas that could provoke such a question."
Charles Babbage, in 1864, was having trouble conveying his idea for a difference engine. Though I don't think my frustration is quite so arrogant as Charles' (expecting the idea of a programmable device to be understood by the government is hard enough today, let alone in the 1800s), it's still something I can relate to. I doubt I'm alone.
When we launch, and our site's uses are straightforward, and our UI is at least striving for elegance, the struggle will be over. So I've concluded the best way to avoid struggling with coming up with the perfect elevator pitch is to pretty much just ignore the problem. When we launch, it'll be irrelevant anyway. Youtube is just Youtube, and Google is just Google. Jabbik will just be Jabbik.
Comments (2)/Permalink
Poor Richard, No Readers - by Matt on April 14, 2008 4:32 PM
Right now, I'm reading Benjamin Franklin's Autobiography. Given my long-held admiration of the author, I'm enjoying learning more details of his life (particularly his earlier years). Also, much of the text reveals aspects of his thought-process and his perception of virtues and morality that I had previously been unaware of. It has left me with some questions, though, which I don't expect finishing the book will answer.
If Ben Franklin were lost to the obscurity of history:
Would anybody be reading his autobiography?
Would the stories and ideas contained in the book be less thought provoking and interesting?
I posit that few if any people would be reading the lost-to-history Ben Franklin's autobiography, and that the lost-to-history Ben Franklin's words would still hold value (even if the value was diminished by the inability of the reader to relate the words of the book to his or her preconceptions of its famous author). Such a scenario would be a shame, and I'm sure similar neglect of literary gems is happening today with authors other than Ben Franklin. Shouldn't there be a method of discovering books based on the merit of the writing, rather than the acclaim of the author?
You'll have to wait until we launch (or come work with us, or invest in us, beforehand) to understand specifically how this literary meritocracy might emerge through Jabbik. I can't promise that all great writing by unheard of authors will become widely read once Jabbik launches and matures, but it seems a fairly likely outcome that some "lost" books will gain a new audience, and that'll be a good thing.
As I've mentioned before, writing for this blog is a challenge, because we're keeping our hand close to our chest pre-launch, but I hope gradually and vaguely describing some of the problems Jabbik will solve is better than nothing.
Comments (3)/Permalink
If Ben Franklin were lost to the obscurity of history:
Would anybody be reading his autobiography?
Would the stories and ideas contained in the book be less thought provoking and interesting?
I posit that few if any people would be reading the lost-to-history Ben Franklin's autobiography, and that the lost-to-history Ben Franklin's words would still hold value (even if the value was diminished by the inability of the reader to relate the words of the book to his or her preconceptions of its famous author). Such a scenario would be a shame, and I'm sure similar neglect of literary gems is happening today with authors other than Ben Franklin. Shouldn't there be a method of discovering books based on the merit of the writing, rather than the acclaim of the author?
You'll have to wait until we launch (or come work with us, or invest in us, beforehand) to understand specifically how this literary meritocracy might emerge through Jabbik. I can't promise that all great writing by unheard of authors will become widely read once Jabbik launches and matures, but it seems a fairly likely outcome that some "lost" books will gain a new audience, and that'll be a good thing.
As I've mentioned before, writing for this blog is a challenge, because we're keeping our hand close to our chest pre-launch, but I hope gradually and vaguely describing some of the problems Jabbik will solve is better than nothing.
Comments (3)/Permalink
Sense of Urgency - by Matt on April 4, 2008 10:18 AM
Startups are enterprises driven by a vision for a new and/or better product and/or service. They're not driven by dire necessity. I imagine it would be easier to maintain a high level of productivity if you were building an enterprise due to fear of severe consequences, rather than due to hopes of immense rewards. For example, putting together an army to defend yourself and your people from invaders wouldn't allow for bouts of idle navel-gazing and excessive actionless reflection on the merits of ideas you have about how to accomplish your goals. The weight of the reality that if you're unable to build a sufficiently formidable fighting force, you'll be conquered (or worse), is probably sufficient to keep you working around the clock to get the job done. When you're facing an impending war, you don't need a lot of will power to create a sense of urgency.
A startup can't succeed if it is approached by its founders like a hobby, or perhaps worse, a job. It needs to be lifted off the ground by properly focused obsession. Without an inordinate amount of hard work, the whole enterprise is likely to either never materialize, or die before achieving its objectives. Since failing in your startup isn't usually fatal, what, short of a suicide pact, can you do to ensure that your startup will maintain the sense of urgency needed to survive and ultimately succeed? Here are some methods that we're employing at Jabbik:
1) Stake Your Reputation On Success
2) Spend A Lot More Time Building Something Than You Spend Thinking About, Reflecting On, And Analyzing Your Ideas.
4) Set Deadlines With Consequences
5) Let Momentum Inspire Urgency
Conclusion:
I read a lot of startup advice (probably too much), and maintaining a sense of urgency is too rarely mentioned as a critical ingredient to success. A startup doesn't have a track record, and there isn't an established standard for your job that you can live up to. Instead, you set the standard for how to behave in your position. In order for a startup to succeed, it can't die. There's no better way to fend off death than with a sense of urgency.
Comments (3)/Permalink
A startup can't succeed if it is approached by its founders like a hobby, or perhaps worse, a job. It needs to be lifted off the ground by properly focused obsession. Without an inordinate amount of hard work, the whole enterprise is likely to either never materialize, or die before achieving its objectives. Since failing in your startup isn't usually fatal, what, short of a suicide pact, can you do to ensure that your startup will maintain the sense of urgency needed to survive and ultimately succeed? Here are some methods that we're employing at Jabbik:
1) Stake Your Reputation On Success
Make your goals known to non-founders who you don't want to disappoint. These non-founders can be friends, old teachers, old bosses, old co-workers, your parents or other family, or anybody else whose disappointment would be painful. You should establish a dynamic in which the only way you could tell these people that you failed without shame would be if you genuinely did everything you possibly could to succeed.
2) Spend A Lot More Time Building Something Than You Spend Thinking About, Reflecting On, And Analyzing Your Ideas.
If you're building something, and you have to change course, you have at least developed some sort of asset. Rarely do you end up building something that is a complete waste of time. Alternatively, if you spend too much time simply thinking and dreaming about your idea, instead of actually building it, you end up with nothing but some thoughts and a dream. Perhaps this isn't a problem for other people, but I know that I can get caught up in my own head easily. So I frequently have to force myself to stop thinking and analyzing, and just start implementing my idea. I recommend spending only "a lot more time" building something than you spend thinking about it because thoughtfulness is also very important. The proper balance between analysis and actual productivity is required, lest you end up with a thoughtlessly built product or well-thought-out vaporware.3) Project And Measure Every Day
Document what you think will happen, what you plan to do, and then measure what really happened, and what you really did. Compare the results between your projections and your after-the-fact measurements, learn what you can, and adjust your behavior and strategy accordingly. This process is more obviously necessary when you're further along in your business, but it is still helpful in the very early stages. From the beginning, it helps you make better estimates of how long it takes to accomplish certain tasks, and it helps you gauge your team's productivity.
This process of projecting and measuring can start with simple daily to-do lists. The next day, look at yesterday's to-do list and see whether you got it all done, and expand or contract your daily to-do lists as needed. If you're setting daily goals that are challenging yet achievable, and you're measuring what you actually accomplish, it helps build momentum and after finishing your to-do list everyday for a long time, fear of breaking the chain will help insert some urgency when you have no other urgency-inspiring factor at play in a given day. Eventually, this approach can be used to inform your decisions on matters more sophisticated than what component of your project to work on next, such as marketing budgets and hiring procedures.
4) Set Deadlines With Consequences
When your startup consists of just a couple of guys working together, if you miss a target date for completing something, the only people who will be upset, or even know about the missed deadline, is your team. If you have a meeting with a prospective investor, and that requires enhancements to your demo, or a specific development threshold to be achieved, you're far more likely to do everything in your power to get your demo up to speed or accomplish that development objective, than if it were only an internal goal. Obviously, it doesn't make sense to risk jeopardizing a relationship with an investor or vendor or somebody else important by establishing a deadline that you can't meet, but if your deadline is reasonable, and failing to meet that deadline will make someone important think less of you, you're virtually certain to meet the deadline. If fear of letting people down doesn't motivate you to get your job done, you should be in another line of work. The US House of Representatives is hiring this November.
5) Let Momentum Inspire Urgency
The further along you get with your startup, fear of wasting the time, money, opportunity cost, and energy/effort involved to get to the point you are at should become a driving force for urgency. Even if you're still in an early stage with your startup and you don't have any users yet or even a completed product, you should consider how far you've come and use your existing accomplishments as a springboard for accomplishing more today (or, better yet, right now).
Conclusion:
I read a lot of startup advice (probably too much), and maintaining a sense of urgency is too rarely mentioned as a critical ingredient to success. A startup doesn't have a track record, and there isn't an established standard for your job that you can live up to. Instead, you set the standard for how to behave in your position. In order for a startup to succeed, it can't die. There's no better way to fend off death than with a sense of urgency.
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Stealth Mode - by Matt on March 30, 2008 9:09 PM
We are in stealth mode because we want to preserve our first-mover advantage. Like some other web businesses, being the first to implement our idea properly will propel us to a long-term leadership position in our field. It would take more than a clone entering the scene with some new features and clever marketing for eBay or Wikipedia to lose their position of leadership, and Jabbik can be similarly positioned with careful stewardship.
Since we don't have a product that's ready for users yet, we have this site and this blog to keep our gradually growing circle of interested parties informed about what's going on. Unfortunately, we can't discuss too many specifics, which makes maintaining our pre-launch web presence a challenge.
At some point, our web presence will largely consist of the product itself. Users will just dig right in, figure out how it works, how it can help them, and hopefully come back for more and tell their friends about it. Due to our current inability to get into specifics, however, I half-fear that our site in its current form resembles zombo.com (which is a joke site that parodies the far-flung promises web startups back in the dot-com boom used to make). The narrator at zombo.com claims that "the infinite is possible at zombo..." and "the unattainable is unknown at zombo..."
The infinite is not quite going to be possible at Jabbik, and we are acutely aware of what is unattainable. Nonetheless, we are convinced that our site will make a lot of people happier and smarter, and a few people a lot wealthier.
Comments ()/Permalink
Since we don't have a product that's ready for users yet, we have this site and this blog to keep our gradually growing circle of interested parties informed about what's going on. Unfortunately, we can't discuss too many specifics, which makes maintaining our pre-launch web presence a challenge.
At some point, our web presence will largely consist of the product itself. Users will just dig right in, figure out how it works, how it can help them, and hopefully come back for more and tell their friends about it. Due to our current inability to get into specifics, however, I half-fear that our site in its current form resembles zombo.com (which is a joke site that parodies the far-flung promises web startups back in the dot-com boom used to make). The narrator at zombo.com claims that "the infinite is possible at zombo..." and "the unattainable is unknown at zombo..."
The infinite is not quite going to be possible at Jabbik, and we are acutely aware of what is unattainable. Nonetheless, we are convinced that our site will make a lot of people happier and smarter, and a few people a lot wealthier.
Comments ()/Permalink
On Design - by Neil on March 25, 2008 2:49 PM
Before coding any new UI features, everything goes through a process of verbal discussion, scribbled notes, and sketches on whiteboards; from there the idea is patched together and laid out in Illustrator for review.
It seems simple enough, but when these Illustrator mockups are finished and reviewed the results can be surprising. Sometimes, even though everyone was on the same page in the verbal phase, everyone didn't take the same vision back to the drawing board. Maybe the scribble intended to indicate a dropdown box is interpreted as a series of links or a block of abbreviated notes in the margins are understood to represent a feature of some kind.
It isn't all bad, though. Sometimes new ideas for features or design elements present themselves this way. Even though I could be totally off the mark with a certain aspect of a mock-up, it could be something that Matt sees as an interesting concept, or something that should have been in there from the beginning. Further discussion can sometimes lead to these mistake-ideas being identified as good ideas. From there they can be improved upon, or merged with the original idea, and potentially be integrated into the final product.
If we were following instructions on how to build an existing product, we'd be in trouble. Since we're building something entirely new from scratch, I think we're on the right track. Some digital whiteboards would be nice, though.
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It seems simple enough, but when these Illustrator mockups are finished and reviewed the results can be surprising. Sometimes, even though everyone was on the same page in the verbal phase, everyone didn't take the same vision back to the drawing board. Maybe the scribble intended to indicate a dropdown box is interpreted as a series of links or a block of abbreviated notes in the margins are understood to represent a feature of some kind.
It isn't all bad, though. Sometimes new ideas for features or design elements present themselves this way. Even though I could be totally off the mark with a certain aspect of a mock-up, it could be something that Matt sees as an interesting concept, or something that should have been in there from the beginning. Further discussion can sometimes lead to these mistake-ideas being identified as good ideas. From there they can be improved upon, or merged with the original idea, and potentially be integrated into the final product.
If we were following instructions on how to build an existing product, we'd be in trouble. Since we're building something entirely new from scratch, I think we're on the right track. Some digital whiteboards would be nice, though.
Comments ()/Permalink
Momentum - by Matt on March 20, 2008 4:44 PM
When you're building a startup, momentum is critical. Certain events will bring inherent momentum (launching or getting funded, for example), yet if you're on the right track, you can feel the momentum build before or in between those huge benchmark moments. Momentum is sometimes difficult to quantify, yet it is a crucial component of success, and I definitely know it when I see/feel it. Like many other things, it is easier to appreciate when it is gone or diminished.
This past weekend, I spent almost all my time on my consulting business, and just a few days without focusing on Jabbik took its toll. They weren't lost days exactly, but it eliminated whatever shred of a doubt I had that success in this venture will require 100% focus. That is why we'll be actively seeking funding soon, and why I'm not selling any new consulting contracts. I am looking forward to the day when I don't have to say "I'm working on this amazing startup called Jabbik, and..."
We're close enough to that complete focus that I can taste it. I've been there before with other startups, and I want it back desperately, but this time it will be better. This time we'll have a more level-headed and creative team, with a better product, and if we're successful, not only will we (and our investors) become rich, we'll make humanity's knowledge richer. The momentum is already building.
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This past weekend, I spent almost all my time on my consulting business, and just a few days without focusing on Jabbik took its toll. They weren't lost days exactly, but it eliminated whatever shred of a doubt I had that success in this venture will require 100% focus. That is why we'll be actively seeking funding soon, and why I'm not selling any new consulting contracts. I am looking forward to the day when I don't have to say "I'm working on this amazing startup called Jabbik, and..."
We're close enough to that complete focus that I can taste it. I've been there before with other startups, and I want it back desperately, but this time it will be better. This time we'll have a more level-headed and creative team, with a better product, and if we're successful, not only will we (and our investors) become rich, we'll make humanity's knowledge richer. The momentum is already building.
Comments ()/Permalink
Are you Experienced? - by Matt on March 14, 2008 12:53 PM
This snippet of jumbled text has been widely circulated on the internet for years:
"Aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer waht oredr the ltteers in a wrod are. The olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe."
The claim in the last sentence, that you can read the words despite the jumbled order of the letters "because the human mind does not read every letter by itself, but the word as a whole," isn't entirely accurate in my opinion. New readers don't read words as a whole. They take the time to process each letter separately, until it matches a word in their existing verbal vocabulary ("p, p, pop, popco, POPCORN!"). A new reader trying to read "porlbem" would more likely say "por, por, porbel... porbelum?" than instantly recognize it as "problem." The habit of quickly looking at a complete word and identifying it without processing all or most of the letters is the result of deep familiarity with reading, not an inherent condition of the human mind. The claim in the last sentence of this famous jumbled text would be more accurate if it said "the experienced reader's mind does not read every letter by itself, but the word as a whole."
I was reminded of this classic piece of 90s email forward fodder when I was thinking about the ability of savvy users to intuit how to navigate software they've never encountered before, versus the gruelingly slow process that less competent users go through when presented with an unfamiliar application (be it web or desktop). Savvy users figure out new software quickly, and new or otherwise less competent users fumble around with trial and error until they give up or figure it out.
Jabbik, upon launch, will be unfamiliar to everyone not involved in its development. Savvy users will recognize how to use a lot of its features as instantly as long-time readers recognize that "porbelm" should be interpreted as "problem" in the jumbled text above. Less competent users will likely struggle a bit with trial and error. But wtih Jbabik, eevn svavy uesrs wlil hvae to laern smethonig new in oderr to fgirue it out.
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"Aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer waht oredr the ltteers in a wrod are. The olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe."
The claim in the last sentence, that you can read the words despite the jumbled order of the letters "because the human mind does not read every letter by itself, but the word as a whole," isn't entirely accurate in my opinion. New readers don't read words as a whole. They take the time to process each letter separately, until it matches a word in their existing verbal vocabulary ("p, p, pop, popco, POPCORN!"). A new reader trying to read "porlbem" would more likely say "por, por, porbel... porbelum?" than instantly recognize it as "problem." The habit of quickly looking at a complete word and identifying it without processing all or most of the letters is the result of deep familiarity with reading, not an inherent condition of the human mind. The claim in the last sentence of this famous jumbled text would be more accurate if it said "the experienced reader's mind does not read every letter by itself, but the word as a whole."
I was reminded of this classic piece of 90s email forward fodder when I was thinking about the ability of savvy users to intuit how to navigate software they've never encountered before, versus the gruelingly slow process that less competent users go through when presented with an unfamiliar application (be it web or desktop). Savvy users figure out new software quickly, and new or otherwise less competent users fumble around with trial and error until they give up or figure it out.
Jabbik, upon launch, will be unfamiliar to everyone not involved in its development. Savvy users will recognize how to use a lot of its features as instantly as long-time readers recognize that "porbelm" should be interpreted as "problem" in the jumbled text above. Less competent users will likely struggle a bit with trial and error. But wtih Jbabik, eevn svavy uesrs wlil hvae to laern smethonig new in oderr to fgirue it out.
Comments ()/Permalink
On Secrecy - by Matt on March 13, 2008 2:07 AM
Earlier today (technically yesterday), we had a conversation with a prospective co-founder and it got me thinking about secrecy. Having secrets is human nature, but the challenge of keeping the idea behind a startup secret doesn't feel quite as instinctual and effortless as, say, not telling an enthusiastic Obama supporter that you'll be voting for McCain this November.
Neil and I got to the coffee shop and located the person (he's a participant at News.YC) we'd arranged to meet after emailing back and forth for a few days. We had a good conversation, yet I was surprised by how difficult it was to talk about Jabbik with language that would convey the concept without giving away the specifics of our idea. The guy we were meeting was in the same boat, as he was telling us about a project he is working on that he felt compelled to be vague about as well.
I've read a lot about startups, including many articles, blogs, and comments regarding the issue of keeping ideas secret. Lots of people claim that your idea doesn't matter and that its all about the execution. The way I see it, that line of thinking falls apart when you're talking with someone with a track record of successful execution (at least on the design/development side, if not all the other aspects of a startup) [see dissenting opinion here]. While I don't think if we'd gone into detail a Jabbik clone would pop up, I'm glad we didn't casually discuss the specifics of our concept. I would have left our meeting with a less positive impression of the prospective co-founder if he nonchalantly discussed the specifics of his concept, also. We intrigued the prospective co-founder, despite the fact that we chose not to get into specifics. We've continued the conversation remotely, and we plan on meeting him again soon, so keeping some secrets didn't seem to hurt us at all.
I can't wait to shout from the rooftops about Jabbik, but at this stage, I think cautiously revealing details to people whom we're certain have the potential to add value to our efforts (be they prospective investors, co-founders, employees, etc.) is the best approach.
Comments ()/Permalink
Neil and I got to the coffee shop and located the person (he's a participant at News.YC) we'd arranged to meet after emailing back and forth for a few days. We had a good conversation, yet I was surprised by how difficult it was to talk about Jabbik with language that would convey the concept without giving away the specifics of our idea. The guy we were meeting was in the same boat, as he was telling us about a project he is working on that he felt compelled to be vague about as well.
I've read a lot about startups, including many articles, blogs, and comments regarding the issue of keeping ideas secret. Lots of people claim that your idea doesn't matter and that its all about the execution. The way I see it, that line of thinking falls apart when you're talking with someone with a track record of successful execution (at least on the design/development side, if not all the other aspects of a startup) [see dissenting opinion here]. While I don't think if we'd gone into detail a Jabbik clone would pop up, I'm glad we didn't casually discuss the specifics of our concept. I would have left our meeting with a less positive impression of the prospective co-founder if he nonchalantly discussed the specifics of his concept, also. We intrigued the prospective co-founder, despite the fact that we chose not to get into specifics. We've continued the conversation remotely, and we plan on meeting him again soon, so keeping some secrets didn't seem to hurt us at all.
I can't wait to shout from the rooftops about Jabbik, but at this stage, I think cautiously revealing details to people whom we're certain have the potential to add value to our efforts (be they prospective investors, co-founders, employees, etc.) is the best approach.
Comments ()/Permalink
Introduction - by Matt on March 11, 2008 7:31 PM
Imagine a world in which nails have only been hammered into things for the purpose of hanging something off the nail.
In this world, that major underutilization of nailing and hammering technology has a huge fan base. People are excited about how easily they can hang things, and big time hangers can hardly imagine a world without nail-hooks.
This may sound a little bit far-fetched, because it seems so obvious that you can do much more with a hammer and some nails. Hanging things is obviously just the tip of the iceberg. We can't tell you exactly what Jabbik does yet, but it takes existing technology to comparably new heights that realizing the full potential of hammering nails would take the world you just imagined.
As we get closer to launching, we'll be writing more about what Jabbik does, how it works, and how you'll find it useful in this blog. We'll also post other thoughts and musings from time to time.
Comments ()/Permalink
In this world, that major underutilization of nailing and hammering technology has a huge fan base. People are excited about how easily they can hang things, and big time hangers can hardly imagine a world without nail-hooks.
This may sound a little bit far-fetched, because it seems so obvious that you can do much more with a hammer and some nails. Hanging things is obviously just the tip of the iceberg. We can't tell you exactly what Jabbik does yet, but it takes existing technology to comparably new heights that realizing the full potential of hammering nails would take the world you just imagined.
As we get closer to launching, we'll be writing more about what Jabbik does, how it works, and how you'll find it useful in this blog. We'll also post other thoughts and musings from time to time.
Comments ()/Permalink