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I wouldn't say that I know a lot about 'Silicon Valley'. I live in Boston, for one thing. And I don't live and breathe this stuff the way most of the guys out there do.

I was working at 'Forbes,' and I covered big enterprise companies - IBM, Sun, and EMC - and it was kind of boring. 'Forbes' only came out every other week, so it was not the most fast-paced job in the...

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I wanted to learn how to blog, so I was playing around with Wordpress and Typepad and Blogger, starting all these different blogs just to learn how these things work. I had a fake Sergey Brin blog, an anonymous, fake...

My prior stint at 'Newsweek' was a very different world. So it's what it's like to be in one of these kooky software startups as a grown up. It's not entirely pleasant! It's like, 'Oh, I don't fit.'

My job, originally, was to write blog posts for their 'HubSpot' blog. They have a business model built on content. Then I was writing e-books for them, and after I came back from L.A., they had this new plan to...

I feel like Valleywag has been different things with different writers over the years. Up and down. I think it's at their best when they get a legitimate scoop, like when someone leaks them documents. I feel like we could...

We like the John Gruber model - he writes some long stuff that's very thoughtful and analytical, and then other stuff, he just adds a bit of commentary. I like that.

GE rolled out a popular TV ad campaign in 2015 explaining why youthful techies should give the 'digital industrial' giant a second look.

NBC Universal has created a role called 'talent branding specialist' - a marketer whose job is essentially to put the company on the radars of the most sought-after candidates.

There's often a good, honest case to be made that a century-old company has not only a knack for growing and managing a P&L, but also, perhaps, a heart and soul.

Confining a resume to a single page is good advice for anyone.

There was a time when a company could not sell its shares to the public unless its revenues were growing and it was turning a profit. Companies that lost money were deemed too risky for public investors.

Since 2011, Groupon has lost $730 million, and Zynga has lost just over $1 billion. Twitter has been in business for 10 years and went public in 2013. Since then, the company has lost $2 billion.

Why can't modern tech companies both grow and turn a profit at the same time?

To make a vehicle autonomous, you need to gather massive streams of data from loads of sensors and cameras and process that data on the fly so that the car can 'see' what's around it.

Conventional companies try to find new uses for capabilities they already have. Transformers look at what the market needs and then go build it, hiring new people and/or taking people off other jobs.

Nvidia's self-driving-car business grew out of a long-standing relationship with auto companies. Car guys used Nvidia chips for computer-aided design, then used Nvidia supercomputer chips to do crash simulations. When the car guys started thinking about autonomous vehicles, Nvidia leaped...

Nvidia's CEO, Jen-Hsun Huang, is an engineer and a chip designer. He cofounded Nvidia and still runs it like a startup.

Most startups flame out or just muddle along. Your chances of spotting a unicorn, pre-horn, are incalculably small. But if, knowing that, you still want to toss aside your cushy job, at least listen to corporate vets who have made...

A startup job is an investment, after all: Venture capitalists may wager money, but you're staking something more precious - your time. And unlike VCs, you can't spread your risk by betting on a bunch of companies at once. Start...

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