Twitter (with Dick Costolo)

Abstract
Summary Notes

Abstract

In this episode of Acquired, hosts Ben Gilbert and David Rosenthal, along with former Twitter CEO Dick Costolo, delve into the story of Twitter—a platform that has significantly impacted society, from everyday users to global politics. They discuss Twitter's journey from its SMS roots to becoming a social media giant, its struggle with user growth and revenue compared to Facebook, and the missed opportunity to acquire Instagram. Costolo candidly reflects on his tenure, including challenges with third-party developers, content moderation, and the company's approach to free speech. The conversation also touches on Twitter's IPO, the platform's role in political discourse, and Costolo's recent controversial tweet. They conclude with the importance of voting and encourage U.S. citizens to participate in the upcoming presidential election.

Summary Notes

Introduction to Acquired Podcast Season 7, Episode 5

  • Hosts Ben Gilbert and David Rosenthal introduce the episode, focusing on Twitter's story.
  • Twitter's impact on society is discussed, including its influence on the US presidential election.
  • Despite Twitter's significant role, its user numbers and revenue are compared to Facebook's.

"Today, we tell the story of a company that has changed every single one of our lives, Twitter."

This quote sets the stage for the episode, highlighting Twitter's pervasive influence on daily life and global events.

Twitter's Potential Acquisition of Instagram

  • Discussion about Twitter's early days and board changes.
  • A significant historical moment is highlighted where Twitter might have acquired Instagram.
  • The hosts ponder an alternate reality where Twitter, not Facebook, owned Instagram.

"So, as Ben and I were reflecting on what the acquired way to do a Twitter episode would be, we realized that there actually was this pretty significant fork in history."

The quote reflects on a pivotal moment in tech history that could have altered the landscape of mobile and social media.

Introduction of Guest Dick Costolo

  • Dick Costolo, former CEO of Twitter, is introduced as the guest.
  • Costolo is credited with generating Twitter's first dollar of revenue, scaling the business, and leading its IPO.

"The former CEO who generated the first dollar of revenue, scaled it to a real business and took it public. Dick Costolo."

This quote introduces Dick Costolo's significant contributions to Twitter's growth and success.

Acquired Limited Partners Community

  • The hosts promote the Acquired Limited Partners community for company building and investing insights.
  • Mention of a book club and Zoom calls with authors, including a recent discussion with Emily Chang.

"If you love acquired and want to hone your own craft of company building, you should join the community of acquired limited partners."

The quote encourages listeners to join the community for deeper insights into company building and investing.

Pilot as a Sponsor

  • Pilot, a company providing accounting, tax, and bookkeeping services, is introduced as a sponsor.
  • Pilot's growth and backing by notable investors like Sequoia and Jeff Bezos are highlighted.
  • The importance of outsourcing non-core functions like accounting is emphasized.

"Pilot is the one team for all of your company's accounting, tax and bookkeeping needs."

This quote introduces Pilot's services, positioning them as essential for startups and growth companies.

Dick Costolo's Background and Entry into Tech

  • Costolo's background in computer science and stand-up comedy is explored.
  • His transition from comedy to tech, starting with Anderson Consulting, is discussed.
  • Costolo's web consultancy and creation of Feedburner are detailed.

"When that stuff started to happen, it became obvious to me that the web was this really extensible thing and place, and that that was where most of the innovation was going to occur in the immediate future."

Costolo explains his realization of the web's potential for innovation, leading to his entry into the tech industry.

Early Internet Ventures: SpyOnIt and Feedburner

  • SpyOnIt, an early alerts service, and Feedburner, a content syndication management company, are discussed.
  • Costolo's interaction with Ev Williams, co-founder of Twitter, is mentioned.
  • The acquisition of Feedburner by Google is detailed.

"The idea behind Feedburner was it'll be important to sit between publication and subscription because there will be all sorts of interesting things that happen that intersection publication and subscription, and we should do that."

This quote explains the concept behind Feedburner, emphasizing the value of managing the flow of content from publishers to subscribers.

Acquisition Discussions and Twitter's Growth

  • Acquisition discussions between Twitter and Facebook are recounted.
  • The strategic considerations for Twitter to remain independent versus being acquired are discussed.
  • The growth of Twitter and its potential value are considered.

"At every time there was an acquisition offer, we felt like the probabilistic outcome of us being able to do something a lot better than that and with more significant returns over time, we should do it on our own."

Costolo describes the rationale behind Twitter's decision to reject acquisition offers and continue growing independently.

Building Twitter's Revenue Model

  • Costolo discusses the creation of Twitter's revenue model, including the data deals with Google and Microsoft.
  • The challenges of creating an ad platform for Twitter's unique content distribution are explained.
  • The development of Twitter's native ad format, which became a standard across social media, is detailed.

"We'll make the ads tweets and we'll just inject them into the feed, whether it's a syndication feed or a third-party feed or our own site. And that was really the birth of the native."

Costolo explains the innovative approach to Twitter's ad format, which involved using tweets as ads to fit seamlessly into the content feed.

Twitter's Influence on the Ad Industry

  • Twitter's pioneering role in creating feed-based ads is acknowledged.
  • The contrast between Twitter's mobile-focused ad model and Facebook's desktop-centric approach at the time is highlighted.
  • The strategic foresight of Twitter's ad model is discussed.

"Necessity is the mother of invention. The reason we invented that is because we had to. There was no demilitarized zone of tweets."

Costolo attributes the invention of Twitter's ad format to the necessity of adapting to the platform's unique content distribution challenges.

Building Twitter's Advertising and Revenue Model

  • Twitter required significant engineering and product development to create an advertising model.
  • The platform needed to be integrated with third-party applications for data feeds.
  • Specialized teams were developed to attract and convince advertisers to adopt a new business model.

"Based on engagement, there's like a ton of pieces you got to go build out. That's like a heavy engineering lift."

This quote emphasizes the complexity and the substantial engineering effort required to build out Twitter's advertising model based on user engagement metrics.

Recruitment of Adam Bain

  • Dick Costolo recognized the need for a strong go-to-market leader for sales.
  • Adam Bain, from Fox Interactive, was targeted due to his ad technology and sales expertise.
  • Convincing Bain to join Twitter took significant effort and time.
  • Bain's recruitment was initially met with skepticism by the board but proved to be a successful decision.
  • Bain built a highly successful go-to-market organization, with many leaders going on to lead other companies.

"I remember telling the board, I got the perfect person... And everyone else were like, what? We're going to hire someone from Fox to do this?"

This quote illustrates the board's initial skepticism about hiring Adam Bain, which contrasts with Dick Costolo's confidence in Bain's suitability for the role.

Twitter's Revenue Growth

  • Twitter's revenue growth was exceptional, going from $0 to over $2 billion in about 5-6 years.
  • The growth was achieved from a challenger position, unlike other major companies.
  • Adam Bain was instrumental in scaling the revenue, showcasing tireless dedication and work ethic.

"Most people don't realize we went from literally $0 in revenue before I got there... to a run rate of over $2 billion a year when I left in July 2015."

Dick Costolo highlights the rapid and significant revenue growth Twitter experienced under his leadership, marking a remarkable financial turnaround.

Product and Engineering Challenges

  • Twitter had to compete with companies like Google in terms of ad technology.
  • Engineers and product managers with experience in ad technology and yield management were recruited from Google.
  • Twitter faced a reputation challenge due to frequent service outages, known as the "fail whale."
  • Significant engineering efforts were required to transition from Ruby on Rails to a more robust architecture.

"We went and got engineers who had done some of this stuff before at Google."

This quote shows the strategic recruitment of experienced engineers from Google to overcome Twitter's product and engineering challenges.

Third-Party Applications and User Experience

  • Dick Costolo believed that Twitter needed to control the user experience to build a successful advertising business.
  • Third-party clients were taking Twitter content and monetizing it independently, which was unsustainable.
  • The acquisition of TweetDeck was part of the strategy to consolidate the user experience.
  • Twitter Cards were an attempt to create a platform for third-party developers to build into Twitter rather than away from it.

"You can't build an advertising business in which a bunch of other people own the user experience because it doesn't make any sense."

This quote captures the rationale behind Twitter's decision to control the user experience, which was essential for the viability of their advertising business.

Instagram's Relationship with Twitter

  • Instagram's success was partly due to its use of Twitter's API and integration with Twitter Cards.
  • The acquisition of Instagram by Facebook was seen as a significant loss for Twitter.
  • Facebook's decision to stop displaying Instagram photos directly in Twitter feeds was a strategic move.
  • Twitter responded by restricting Instagram's access to Twitter's social graph API.

"Instagram just sold to Facebook for a billion dollars... that's rough for us."

Dick Costolo reflects on the impact of Instagram's sale to Facebook, recognizing it as a strategic setback for Twitter.

Reflection on Twitter's Strategic Decisions

  • Twitter's path to becoming a platform company was considered too long and uncertain.
  • Focusing on building an advertising business was deemed the right decision in hindsight.
  • The potential of integrating Instagram into Twitter was seen as a missed opportunity to compete more effectively with Facebook.

"The road from that to building a platform where developers could build into Twitter was far."

Dick Costolo acknowledges the challenges Twitter faced in transitioning to a platform model, justifying the focus on advertising as the more viable strategy.

Twitter's Missed Opportunities and Competitive Landscape

  • Twitter was in a position to potentially own Instagram and a TikTok-like service through Vine.
  • Dom Hoffman, one of Vine's founders, introduced innovative features like auto-replaying short videos under 7 seconds.
  • Vine was acquired by Twitter, became number one in the App Store, but failed to launch an Android client quickly.
  • Instagram launched short video on both iOS and Android, which impacted Vine's growth negatively.
  • Twitter was aware of the competitive threat from Facebook, especially after Facebook acquired Instagram.

"And there are all these just ways we would been able to be a lot more competitive and that would have been fun." "It just replays automatically. Those guys had come up with a bunch of cool, innovative ideas, like you say, precursor to TikTok. And we bought it." "When Instagram launched short video, seemingly in reaction to Vine, I didn't think it was going to hurt us as badly as it did."

These quotes illustrate the potential for Twitter to have been more competitive with unique features from Vine and the unexpected impact of Instagram's response to Vine's video features.

Twitter's Syndication Advantage

  • Twitter had an advantage in content syndication, which was not pursued aggressively after Dick Costolo left.
  • Twitter Moments was intended to bundle tweets into packages for syndication with potential ad integration.
  • Facebook's content is restricted to its platform, while Twitter's content can be viewed across the web.
  • Periscope was acquired as a strategic move to compete with Facebook in live content.

"You can't view Facebook content anywhere but Facebook, and you can view Twitter content, billions of tweets per day all over the web." "That was a place where I felt Facebook can't compete there because they won't let their content be viewed off Facebook."

The quote highlights Twitter's unique position in allowing its content to be syndicated across the web, unlike Facebook, which could have been a competitive advantage.

Twitter's IPO and the Stock Market

  • Twitter's IPO was priced at $26 a share, with high demand leading to an opening price much higher than expected.
  • The stock price quickly rose and fell, illustrating the disconnect between the stock market and the company's actual performance.
  • Dick Costolo emphasized to Twitter employees the importance of focusing on the company's goals rather than the fluctuating stock price.
  • Twitter's financials were strong, but the company was judged primarily on user growth numbers.

"It took us seven years. Seven years. And you know how hard it was to build a company that was worth $13 a share while I was gone the last two weeks?" "You all know, sitting here, that you didn't do anything today to increase the value, intrinsic value of the company by almost 100%."

Costolo's quotes reflect on the rapid increase in Twitter's stock value during the IPO and the need for employees to remain focused on their work rather than the stock market.

Twitter's User Growth Challenges

  • Twitter's user interface was challenging for new users, which affected growth.
  • Twitter's goal was to reach every person on the planet, but growth was slower than desired.
  • The Twitter graph is an interest graph, unlike Facebook's social graph, making it harder to build.
  • Twitter's network resilience comes from its unique and hard-to-build connections.

"It's just hard for people to get until they get it. It's one of those things that once you get it, you get it. And until you get it, you're like, why does anyone use this thing?" "The Twitter graph is the economist. And that one dude who's super hilarious at ESPN that writes about the Milwaukee bucks, he's not in your phone, he's not someone you email in Gmail."

These quotes explain the difficulty new users have in understanding how to use Twitter and the unique nature of Twitter's interest graph compared to Facebook's social graph.

The Dynamics of Consumer Technology

  • Network effects and financial resources make it difficult for new entrants to compete with dominant services.
  • Periscope was another strategic acquisition to compete with Facebook, but Facebook Live posed a significant challenge.
  • The story of consumer technology over the last decade is one of dominance by a few major platforms.

"You really can't outrun someone once they have a lead and they have either network effects going among a consumer user base, or they have, look at Netflix." "When you've got that network, you can just beat the crap out of the new kid on the block."

Ben Gilbert's quotes underscore the challenges smaller companies face when competing with established platforms that have strong network effects and financial resources.

Twitter's Strategic Considerations and Potential Acquisitions

  • Twitter considered significant acquisitions and mergers to change the competitive landscape.
  • The company explored various options but was unable to find the right fit.
  • LinkedIn's acquisition by Microsoft is cited as an example of a strategic move to scale.

"We were constantly trying to find that similarly, like, what's the thing to go do that changes the equation?" "We just weren't able to find that right fit there."

Dick Costolo's quotes indicate Twitter's active search for strategic opportunities to enhance its competitive position, though ultimately, they did not materialize.

Network Resilience and Competition

  • WhatsApp's crash led to a massive user shift to Telegram due to the ease of rehydrating contact networks.
  • Networks like WhatsApp are less resilient because they can be quickly replicated elsewhere.
  • LinkedIn and Twitter have more resilient networks due to their unique node types and the difficulty in building similar networks.

e WhatsApp, you remember shortly after Facebook acquired WhatsApp, crashed for like 8 hours. Telegram added 13 million users in that, like, 6 hours. Why? Because it's just your contacts. You import them from your phone and you've rehydrated the exact same network in a matter of minutes. So those networks are less resilient over time and can be hit in the side of the face. In a moment, because they're so easy to rehydrate. The beauty of a LinkedIn or a Twitter is they're difficult networks to build. There aren't other network node types like them. They're much more resilient to competition. Yeah.

This quote emphasizes the vulnerability of networks that are easy to replicate, like WhatsApp, and contrasts them with more complex and unique networks like LinkedIn and Twitter, which are harder to duplicate and thus more resilient to competition.

Twitter's Unique Social Platform Attributes

  • Twitter allows users to see not only who follows an account but also who that account follows, which is unique compared to other social platforms.
  • This bi-directional visibility is not present on Facebook or LinkedIn, making Twitter's network data more unique and less replicable.

Twitter is the only social platform, I think, that exposes bi directional. You can go to any Twitter account and see what accounts that Twitter account follows. You certainly can't do that on Facebook. You can't do that on LinkedIn, to your point. Okay, great. You extract that data, it's not going to get you anywhere.

The quote highlights Twitter's distinctive feature of bi-directional following visibility, which is not available on other major platforms like Facebook and LinkedIn, thereby contributing to Twitter's network uniqueness and resilience.

Twitter vs. Facebook: Revenue Generation

  • Twitter generates less revenue per user compared to Facebook.
  • Facebook's ability to micro-target users based on detailed demographics gives it significant pricing power.
  • Twitter has an interest graph but lacks detailed demographic data, which may affect its revenue generation capabilities.
  • There is uncertainty about the upper bound of revenue potential for both Twitter and Facebook.

It's a good question. I'm not sure what the answer to that is, to be honest. I don't know what the upper bound on either one of those is. Obviously, it's the case that on Facebook you can micro target, you know, most everything about those users as an advertiser, you know where they live, you know where they went to school, you know what high school they went to, you know, relationship statuses, and on and on and on, and sex and blah, blah, blah, blah, blah. And on Twitter, you don't, you don't know that you have an interest graph, but you don't have a detailed demographic understanding of your users. The ability to micro target by demographics gives them extraordinary pricing power. But who knows? It's hard to know where either of those tops out, I guess, is the short answer. And the only reason for the differences that I can think of are the interest targeting versus the demographic targeting. But it's possible that you could come up with a world in which nothing really changes about the way you think about either user base, but the average revenue per user, or the value of a user flip flops because of some other innovation. I just don't know what the answer to that is.

This quote discusses the difference in revenue per user between Twitter and Facebook, attributing Facebook's advantage to its ability to micro-target users based on a wide range of demographic information, a feature that Twitter lacks.

The Value of Interest-Based Targeting

  • Knowing what users are interested in can be more valuable than demographic data for certain use cases.
  • Interest-based targeting can attract valuable audiences such as founders, executives, and investors, without the need for demographic details.

Yeah, it's interesting because it's funny. Like, we don't know any demographic information about our listeners, but we do know what they like. And from that we can extrapolate that they're an incredibly valuable audience. I don't need to know demographic information to know that everybody who listens to us skews toward founders, skus towards executives, skus towards investors. Knowing that means that they're a much more valuable audience than if I knew the demographic stuff. I've heard that argument before, that Facebook has more information so you can target more granularity, so you can charge higher amounts because you can guarantee that someone's getting exactly the customer they think they're getting. But I always come back to this thing where, gosh, if you can know the things people care about, there's something that for certain use cases is much more valuable about that.

The speaker reflects on the value of understanding user interests over demographics, suggesting that for certain audiences and use cases, knowing interests can be more valuable for targeting and may attract a more desirable audience for advertisers.

Politics and Twitter's Role

  • The political landscape on Twitter has been tumultuous, with significant events occurring on the platform.
  • Running the company during such times was focused on operational issues rather than the historical significance of events.
  • The impact of Twitter on politics and society is often not fully appreciated in the moment but recognized in hindsight.

I have to tell you that it's like the Medvedev thing. People are like, wow, you were there when Medvedev tweeted at Barack Obama. You're like, yeah, that's not what we were thinking about that day. We were thinking about the fact that site was down. It's kind of always like that. You read these company histories or you read people's biographies. There's always this mythology of, we knew, and we knew then that this was exactly where we were headed. My experience is that that's all nonsense or largely nonsense. It just is. We were always surprised. I'll give you an example. I'm in my Monday morning staff meeting shortly after becoming CEO. It's like November 2010. My assistant comes in the office leadership team meeting, you got to meet for 90 minutes and go through all this sort of more strategic topics. And it's expensive meeting because you got the ten people with the most reports in the company. My assistant comes in the meeting and goes, hey, his phone call for you all by way of saying, like, okay, why are you even telling me that? Take a message. Not going to interrupt this meeting for, like, a phone call. And she goes, it's the White House. My first thought was like, I didn't do anything. What do they call me?

What's the White House calling me for?

I was like, first of all, it was like, Zuckerberg. No, I was like, first of all, how do you know it's the White House? Did they call and say, it's the White House? How do you really know it's the White House? She's like, no, it's Valerie Jarrett. She wants to talk to you. And then my second thought was, I didn't do anything. What is the White House one to talk to me for? It's my midwestern guilty conscience. They wanted us to come to the White House and with some other tech leaders and talk about these kinds of things you guys were just mentioning. And I remember thinking, like, man, I got a computer science degree. What do you want to talk to me about this stuff? After it happens, you realize it, and you start to think about it. You're like, oh, I got to start actually being more thoughtful about these things and understanding how we think about intellectual property policy and how we were blocked in China and who should we talk to in us government about that? But as it's happening, you just don't kind of realize whether or not it's a momentous thing or just, well, that was weird. You don't sort of realize it until later, and you look over your shoulder and the impact you had or that the service had is sort of the wake that's behind the boat. You don't recognize it while you're in it.

The speaker recounts how the day-to-day challenges of running Twitter often overshadowed the realization of the platform's significant role in political events, with the true impact of such events on society becoming clearer only in retrospect.

Challenges of Running a Company

  • The daily operation of a company involves managing stakeholders, achieving goals, and avoiding catastrophic decisions.
  • Unexpected issues, including self-inflicted problems, are constant challenges.
  • Balancing strategic work with urgent issues, such as HR matters, is a critical aspect of leadership.

There's own goals, and by own goal. I mean, it's a soccer metaphor where you're like, what just happened? The old, the vice president of HR comes by and is like, you're not going to believe what just happened. And you're like, you've got to be kidding me.

There's just always, you're like Snoop Dogg in our office.

Yeah. For example, I was never fortunately, never actually there for most of those things. Fortunately or unfortunately, but all that stuff trying to balance and manage, and I was just always trying to tell myself, and it's hard because you want to like, wait a minute, what has just happened? And I got to go focus on that. But you're just constantly trying to remind yourself, like, what's the highest leverage thing I could be working on right now? Not dive bombing people and getting into the weeds. But it's hard because you feel like this crazy thing that's super messed up and shouldn't be, and I can go show them how to fix it. But you're right. And on top of all that stuff, there are these self inflicted wounds there are at every company.

This quote reflects on the complexities of managing a company, where leaders must constantly prioritize high-leverage activities while also addressing urgent and unexpected problems, including those that are self-inflicted.

Content Moderation and Policy Decisions

  • Twitter's approach to content moderation and policy has evolved over time.
  • Earlier reluctance to aggressively moderate content was due to concerns about free speech and the slippery slope of censorship.
  • The speaker expresses regret for not being more aggressive in content moderation during their tenure as CEO.

Yeah. The thing that people bring up is, oh, you wrote this note in whatever it was, 2014 to the team that gets sort of overplayed as early as 2010, I was like, this is nonsense. Why are we allowing this stuff on the platform? And the defense to. There was a combination of both. A naivete around, we're the free speech wing and the free speech party. But there was also this sort of like, well, because it's a slippery slope, and if you suspend Bob, then what are you going to do the next time Janet says something like that? Or if you're going to suspend Bob for X, what are you going to do about when Janet says X Prime? And I always just kind of said, like, well, who cares? We'll cross that bridge when we come to it. This guy's clearly, like, threatening violence against this person, but in a way that doesn't specifically violate our terms of service, which is stupid, because our terms of service say, in addition to all the specific reasons you can be kicked off the terms of service, say, we can remove your account for any reason or no reason. So just tell them we removed you for no reason. Yeah, you're an at will user. So I just always had wished we were more aggressive on that front while understanding the other side of the coin, which was. And the pushback I got. The heavy pushback I got, which was, whoa, whoa, whoa. If we do X, then what about X Prime? I just think that all of the platforms have waited too long to say, well, actually, we do need to go do X, and we'll figure out X Prime when it happens.

This quote illustrates the internal debates and challenges Twitter faced regarding content moderation, with a focus on the balance between free speech and the need to remove harmful content, and the speaker's wish that they had been more proactive in addressing these issues.

Social Media Polarization and Sarcasm Misinterpretation

  • The speaker acknowledges the current high-tension social climate and the potential for misinterpretation, especially with sarcasm on social media.
  • An incident where the speaker's sarcastic tweet was taken seriously led to threats and highlighted the risks of communication on social platforms.

Boy, did that go sideways. Holy smokes. First of all, I should know better, you'd think, than to use sarcasm on the platform. But I was making a sarcastic response to Parker and Jason Calcanus in this whole back and forth about the Brian Armstrong's post about separating the mission of the company from social activism and social causes. I think Parker made some comment about, I'm not going to remember his exact response to Jason, but it was something like, look, if you want to really want to go do that stuff, you go to a nonprofit. And so I just fired off this sarcastic response. I was also, like, doing four other things that day and getting ready to entertain a bunch of friends the following day. So I fired off this sarcastic response. I was like, I'm just going to cause an argument. I don't need to deal with this right now. I'm just going to not pay attention to Twitter for a little while. Boy, was that a bad decision. I should have used the pitchfork analogy, and then the headlines would have been, Costello incites farmers to revolt. What I was trying to do that went horribly wrong was just make the observation that, look, if you think you can separate the social contract from the economic contract in society, then don't be surprised when the pitchforks come out. That went wrong quickly. A bunch of people were like, you should explain it. You get back on there and explain it. I'm like, how do you explain sarcasm? That seems like a bad idea. So I just kind of left it up there and, ah, people will settle down. And then I'm laughing because I started getting these violent threats on my instagram, pictures of tomatoes in my house in Napa Valley. And people were like, I hope these tomatoes burn in the fire. And how about if I line you up in front of those apples and shoot. I was like, wow, this is really bad. Finally, the next day was like, all right, I just take the whole thing down. But, man, what a mistake that was. Whoops, I'll bet.

The speaker shares an experience where a sarcastic tweet led to severe backlash and threats, illustrating the potential dangers of miscommunication on social media and the heightened sensitivity of the online audience.

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