this week, 400 aepss of "press here" starting with steve wozniak. that's this week on "press here." good morning, everyone. i'm scott mcgrew. today's airing of this show marks its 400th episode. that is more than ten years of shows. now, do the math in your head and you might think that's 520 shows, but with the various preemptions for sports, it works out to 400.

i don't love being preempted for sports, but i get it. 9:00 a.m. here is noon in new york and various sports are very well underway by noon. i thought with it being the holidays and all and 400 being such a nice round number, we would look back at some of the episodes over the years. the biggest change to this show, of course, is the fact that i do most of my episodes from my house, interviewing other people at their homes. for most of the show's life, we sat together at a desk in this studio. myself and two very talented guest reporters from places like fortune and cnbc and "the new york times" and "the wall street journal" interviewing various ceos and entrepreneurs. so many of the clips i'm going to show you won't look very socially distant, because when they were shot, we didn't know what socially distant meant. let's start with episode number one. in 2009. i asked steve wozniak to be our first guest and he was kind enough to help us kick it off. we were talking during the break

about the health of steve jobs. "new york times," yahoo! and "businessweek" certainly want to know the same. that's something we've all been talking about. >> i guess where i cover stories for investors and we all want to respect his privacy and i don't get into talking about people's marriages or personal lives at all, but he is such a part of the value of that stock, so looking at it as a business story, it's really hard for us not to cover. i know you feel like we should get out of this business, but do you at least grant the position that business reporters have been in. >> i think steve has indicated that he's respectful for obviously the information that his family needs, the information that investors will get and the information that the public will get and we trust him. what he says is something we ought to accept. no matter how much he gave in explanations and explanations and explanations, there will be a lot of people that keep wanting more and more. and what am i not getting. >> i think the operative question, and you are as well

positioned as anyone to answer it, is how instrumental is he per se to the success of the business? that is the question that's driving the investor curiosity. >> yeah. and in the shower this morning, i was thinking, you know what? he sort of said he's going to take a leave of absence. to me, if that's what he says, he takes a rest. sometimes your mind floats. and a person like his is probably going to work out better products and concepts and almost more than any individual could. it's probably a great, great thing for apple. he goes away, rests and comes back, he'll probably have some great -- the products that are coming out of apple, technology companies have a long pipeline and they're started and sometimes they work their way through for a year or a year and a half, even two years. and those products are in the pipeline. they're not going to be disturbed. >> you're a visionary. and just to get more into where technology is going, what do you think about mobile? it's certainly moved on a different path in the u.s. than it has in europe and asia.

are we behind in terms of how we use our mobile phones or the iphone, what we're seeing from palm, are we just now starting to get to the point where you can use mobile phones the way the rest of the world does. >> when i go to europe, the phone manufacturers and the phone companies, particularly cell phone ones, talk about, day do talk with the united states, with this thing. we are behind in that technology, but then we have a company like apple, an american company, that makes such an incredible product as the iphone, that all of a sudden it's sort of -- you know, they call it a disruptive technology, but sometimes a disruptive technology is more of a stabilizing one, it's so good that people all want to go that go way. >> is the phone the new pc? does it replace the pc in the u.s. or is it something totally different? >> there are different types of people. to some people, they now have the mobile pc. and that's something that the iphone is really good at. we always had phones that did voice very well efficiently and

easily. some will want to live with their laptops. some will want to live at a station at home. the way some people only feel comfortable watching tv on a couch at home with the living room. >> fun trivia, sarah and matt shot a pilot of this show with me, a proof of concept, episode zero with scott bannister, one of the original paypal mafia. stewart butterfield already had a successful company under his belt, flickr, by the time he invented the next, a company he called slack. and i admit, i did not really understand the point of slack at first. now, it worked out, a few years after this next interview, salesforce bought slack for $27 billion. >> tell me about slack. what is it about email that doesn't work that you are trying to solve? >> i want to be clear, it's email inside of an organization. so email in general will never

go away or not go away in the next couple of decades, it's the lowest common denominator. if i want to get in touch with someone i don't work with email, if i want to send colleen an email, i will send her an email. so by organizing into slack channels or specific projects or features that you're going to launch, you get an ambient awareness. so to give you an example. we based slack on the irc, which is a very old protocol, predates the web, that we used when we were work option a massive multiplayer game called glitch. in that case, the people who work in customer support would get help tickets and normally those would be heads down in a ticketing system, they would get a ticket and a report, and eventually say, i'm getting a lot of people of reports of people being disconnected on log-on. and they would bring it up and discuss it. now the people on the technical operations team, who are totally separate, would see that they

are talking about this, and say, oh, crud, we just changed the load plansers, i wonder if that's what's causing it. rather than this being an issue that bubbles up to management, up to the support team and the next morning at the stand-up meeting gets told that the manager goes back to the people working on the field and asks them what's going on and back and forth like this, so this kind of ambient awareness of what's going on across the organization. you do get that what email sometimes, but there's this constant pressure of, i want to be kept in the loop, so please cc me -- >> and then too much email. >> the single greatest deterrent to any work productivity where i am is email. i mean, there are literally over 200 messages among 20 people about three stories. it's to the point of where you've lost track of who's saying what and you're called out for not -- >> and one guy doesn't do reply all, he just replies to me, and i reply to him not realizing that it's not going to everyone else. >> so i guess, are you seeing a

trend towards maybe instant messaging? that happens quite a bit now or even group email discussions on an iphone or something like that? >> i think so. there's -- this might get a little too philosophical, but definitely over the last decade for sure, and more and more in the last five years, maybe because of facebook messaging, maybe because of twitter, maybe because of the rise of sms, because of the iphone, a lot of people don't use email. a lot of younger people. and a lot of older people who grew up with email or more willing to use other systems. >> one of the questions i have, is i feel like i waste just as much time on, you know, im and facebook messages and some of those i use for work now and we use hip chat, which is another tool. and there's a lot of chatter and knowing like which threads i should be paying attention to and what i should follow and i constantly worry that i'm going to miss something and somehow if it's in my inbox, i'm just used to it. does it save people time, is that the ultimate goal?

>> i think it ideally saves some time. and ideally saves some stress. so there's some advantages that sound a little bit weird, but you go to your phone, you swipe through your apps, you have one icon, in this case, slack, that means work. and inside of that app is just the people you work with. whereas i tap on email, i have the people i work with, i have people i work with outside of my company, i have family, i have friends -- >> special offers from expedia. >> yeah. receipts and this is an interesting one. you don't think about this normally, but i bet if any of you open your email right now and scroll through it, 80% of it will be from computers, not from people. this will be marketing messages, receipts, you have a new follower on twitter, someone comments on the task that you created. >> are there 80% pr -- >> yeah! >> you said that you had discovered this idea for slack when you were working on glitch, a game, right? >> yeah. >> when you were -- flickr was

not an original idea. you were working on something else as well. >> a game as well. >> so maybe you're just bad at making games. >> so for the entrepreneur who's watching this morning saying, you know, this is not going the way -- and we'll used that overused word, "pivot," how did you know, you know what -- and twitter was the same way. ow do you know when you're thinking, no, no, no, no, it's this we ought to be working on. what's the sign when you know that you need to pivot? >> i don't know. for me, it was, i just woke up one morning and i was sure. the case for us was, it was working okay, but we had raised $17 million bucks and it was clear it was never going to be the kind of company that would justify a $17.5 million investment from vcs. it just couldn't have achieved that scale. that was a sign we need to change something. >> if you're just joining us, we're looking back at 400 episodes of "press here." that's about 1,200 interviews

over the course of 12 years. we'll continue doing that after the break. we learn about covid-19, the more questions we have. the biggest question now, what's next? what will covid bring in six months, a year? if you're feeling anxious about the future, you're not alone. calhope offers free covid-19 emotional support. call 833-317-4673, or live chat at calhope.org today. everyone needs health insurance.

covered california is making sure more people can get it. new federal funding of $3 billion is available to help more californians get covered. julie and bob are paying $700 less every month. dee now gets comprehensive coverage with no monthly premium. and the novarros are paying under $100 per month. check coveredca.com to see your new lower price. covered california. this way to health insurance. enrollment ends january 31st. welcome back to "press: here." this is episode number 400. at three guests per show, that's 1,200 ceos or capital venturists or entrepreneurs interviewed. entrepreneurs are so

interesting. i love hosting ernst and young's entrepreneur of the year each year, or at least before covid meant we couldn't do it in person. one of the award winners who also appeared on "press: here" was seth goldman of honest tea. so i can't think of a worst business to get into. let me tell you why your little tea enterprise isn't going to work. it's -- the market was already sach waited when you got into it. it doesn't scale. if you want to make double the tea, you've got to have double the bottling plants. what were you thinking? >> it's a totally fair question. and the idea was that there were tons of products on the market, but they all had the same calorie profile. they were all around 100 calories per serving or zero calories per serving. there was nothing in the middle. that was the real founding idea of honest tea. when you make tea at home, you don't add five or six teaspoons per serving, so let's put out something different. and that's really where we started. >> you're talking about sugar. >> sugar or other sweeteners

that other companies use. >> which you don't use. >> correct. >> you were purchased by coca-cola, we should point that out. we can talk more about that, but this worked out financially for you quite well. >> it did. but it was 15 years of uphill -- >> not an overnight success. >> it was tough. in the beginning, selling 17 calories when everyone else is selling 100 calories more serving, you have to be pretty passionate about it to keep going. >> but early on, the vision was to make everything organic? >> it didn't start -- the name honest tea created this great platform to really try to develop an honest relationship with the environment and with our consumers. but initially, it was just a less-sweet tea with some organic ingredients. and as we grew, we evolved to make it organic, and fair trade on the tea leaves, as well. >> you were kind of a boutique operation. now you're this enormous

conglomeration. >> it's differences of scale. now instead of 15,000 natural food stores, we're in 100,000 food stores all around the country. the difference is when i used to call and beg a store to take us or beg a distributor to take us, they wouldn't return our calls, now we get that audience and that opportunity. so the business is still run as a mission-driven business based out of bethesda, maryland. the same management team that built it, but our opportunity to change the american diet, to change the way agriculture works is really different. >> normally when small companies are taken over by big conglomerates, we all say, well, we're going to remain true to the mission. and all the things you're saying. from my -- what i can tell you, what you're saying is actually authentic. coca-cola largely leaves you alone. >> six years ago, coke invested. and that would have been the natural point for me to start traveling or spending more time with my family, but my feeling is we've got this brand that's still so early in its development. and we're doing something that i still believe passionately in. and so, i kind of set the table.

i want to be there for the mail. >> that doesn't surprise me. what surprises me is a conglomerate says, let's be smart enough to make sure the guy who made this successful continue to make it successful. >> i think partially because it's still working. coke would be entitled to say, we've got to try something else. but we've grown five fold since they invested. >> you're still pretty small. how do you move the needle for a company as big as coca-cola? >> they understand it's a long-term investment. that organic and natural and even less sugar, those aren't where the consumer is maybe right now, but it's where they're headed. and so this is a longer-term investment. and it's not going to be an overnight 100 million to a billion, but every year, we keep growing double digits where a lot of the other beverage market is not growing. >> seth goldman of honest tea. on that very same episode, we saw the debut of melanie perkins, a young woman from australia who had created canva, a company now worth around $50 billion based on its latest

venture capital investment. at the time of taping, melanie had only recently learned what venture capital was. >> one of the things i noticed in one of the articles about you is that you essentially didn't know what venture capital was, even after you had started your first successful company, you still didn't essentially know what venture capital was. is the money there in sydney, in australia, to fund these start-ups? >> it's actually, a little funnier, i didn't even know what a start-up was after i had a company for three years, or where you couldn't get a bank loan from the bank because you had no credit history. and it was some after having a brief encounter with an investor at a conference they learned about venture capital and what start-ups were and there was this whole community of companies like us. >> and we all know who bill tye is. >> yeah, not just any investor. >> so i met bill tye for five minutes and he said, if i go to san francisco, he will have a meeting with me.

so six months later, i jumped on plane to san francisco for two weeks, for -- because my brother lives here. and he said that he'd invest if i could find the right tech team. i ended up spending three months learning absolutely everything i could about start-ups and venture capital and investors. and from that ended up raising a really nice round from great invest investors. >> you're about eight blocks from adobe. have you talked to adobe, are you a threat to adobe, or is what you're doing more of a niche >> we're really reinventing what design is in a big way. usually if you're trying to put together a professional design, you have to go to a stock photograph library and finally get to the fun part, which is design where you take all of those elements and put it together. so with canva, we've completely reimaged all of these different industries and made it so simple that bloggers who never had the amount -- >> so is that a threat to adobe? >> i think it's a different --

like, we're really just concentrating on what our vision is. and it's kind of aside from what adobe is. they do a lot of the picture manipulation sort of things, where canva is about stock layouts, being able to create your own layouts and marketing materials. >> we often get first crack at entrepreneurs when they're still putting things together, founders at the founding stage. up next on "press: here," more founders from what are big companies now, back when you probably had no idea who they were. ♪ ♪ wow, we're crunching tons of polygons here! what's going on? where's regina? hi, i'm ladonna. i invest in invesco qqq, a fund that gives me access to the nasdaq-100 innovations, like real time cgi. okay... yeah... oh. don't worry i got it!

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if you're just joining us, we're looking back at 400 episodeses of "press: here." now, i've run this clip before. jack dorsey before he had a beard, as he was first introducing twitter to the world. >> no one could imagine looking back how google was going to make money, which sounds strange, because it makes such a large amount of money. no one looking back could figure out how twitter was going to make money. is that what they're going to say? i mean, how are you going to make money? >> i think the best thing that google did is that it noticed what users were doing with the search engine and it emerged a model out of the network itself. out of the service itself. and twitter is taking the same approach. users have a lot of needs, commercial entities on the system have a lot of needs. and we're listening to what people are using it for, and we're establishing patterns, and in some cases, you can charge for those patterns. you can charge for the convenience of that. >> i think what's interesting is, there's a lot of people who

have offered to pay twitter money and you guys have not taken it. and i'm not just talking about venture capitalists. earliest when you had troubles overseas in europe, you said, people said, just let us pay for the service. instead, their twitter users were restricted. i mean, you have people throwing money at twitter and you're not taking it. why do you have to be so careful about i guess, setting that precedent? >> because we do want to set a good precedent that speaks to the entire service, speaks to the entire network. you know, we have a lot of people, and we have a lot of offers for money. we could definitely make a lot of money today. but, does that really emerge from the network? is that organic to the network? does that help the network grow? >> and by the network, you mean the users. the people who made you famous and use you every day. >> absolutely. >> tell me, what is sacred about twitter, when you look at it. what are the sort of things that you're not willing to sell out for money, as you think about how you're going to monetize it?

>> it's really the simplicity of the interaction. just the fact that you can approach the service and in under 140 characters update. and that goes out to the world and anyone can listen to that. and anyone can choose to listen to your updates or leave them. and in time, is really the justification for the service. >> so why not let somebody pay you to be a suggested twitterer, that folks can follow. that doesn't seem to violate that? >> does that help other users? is that valuable to other users? is that annoying. is that going to get in their way. maybe, maybe not. it depends on who it is. >> what's striking to me about twitter is you went out and acquired some and it's become such a central feature. people have described you as realtime search company, a search engine that says what a zeitgeist is, what's happening on the ground somewhere. what's on your mind. do you think people as a search company? >> i love search. i think search is so, so

powerful for us. not only that you can type any word and get the pulse of what's going on for that key word, but you get what's trending. you get to see what people are talking about en masse. and that leads you to discovery. it's not just search, it's this ability to discover something new that might be valuable to you. so more than the search company, i would say we're more of a discovery engine. it allows you to really figure out what's going on around you physically, but also around your social network, around your topics of interest, everything. >> you know, i'm tempted to say that you could sell that data in some fashion, but of course, anyone who wanted that data could just do the search themselves. >> don't be tempted, just say it. >> i think he did. >> search works really well for introductions. and introducing new content. if you have someone type in what they're looking for and their suggested new users or suggested

new content, that feels really good. that feels like, i asked for it, this is my information, thank you for giving it to me. if it's free or if it's sponsored. >> that was jack dorsey of twitter, about a decade ago. now, around the same time, you may remember a group of chilean miners had been trapped and rescued and somehow the rescue, the makeshift elevator going up was shown on television, thanks to a tiny camera called gopro. something few people had ever heard of. here's an interview with gopro founder nick woodman around the same time. >> it almost sounds as though you don't really want that market of taking graduation pictures and that sort of thing. are you just willing to cede that to smartphones? >> yes. i think that gopro has been so successful, because we've addressed a worldwide consumer problem of how do i capture content, video and photos of

myself and my friends during activities where i can't use another camera. and it's incredible that during all of these decades of innovation and digital imaging and camera technology, that nobody addressed the simple problem of, how do we make it easy for people to use a camera during their favorite sports and activities. >> the things you want to take pictures of. >> and how do we enable people to turn the camera around on themselves. traditionally, if you want footage of yourself doing something, you need to have a friend shooting you. there's a problem, you need another person, and they need to be willing to do it. but while you're out having fun, everybody wants to be engaged in the activity, not necessarily the one using the camera. so at gopro, we've enabled people to be their own production company in a way and turn the camera around on themselves and capture this incredible footage that is of a quality that you're only really used to seeing on tv. >> nick, let me ask you one last question. did you anticipate the broadcast implications of this. i was watching 101 ways to leave a game show.

there must have been dozens of your products on that show, strapped to helmets and all over the place. did you see that coming? >> we did. one of our goals is to make it easy for people to capture professional quality content of themselves and their lives and in doing so, we built a professional-quality capture device that now is the best-selling small form factor hd camera to hollywood and professional production companies for creating tv shows. and it's terrific, because it really validates the product that we built at gopro. we had some hint of it, and now to see it explode like this has been fantastic. >> nick woodman, founder of gopro now, nick was very early to the insight that people would start to use their cameras to record themselves. something obvious today, but not so obvious back then. some other fun trivia about nick, he and his girlfriend

raised fun by selling belts with seashells out of their vw van. they sold seashells by the seashore. "press: here" will be right back. we learn about covid-19, the more questions we have. the biggest question now, what's next? what will covid bring in six months, a year? if you're feeling anxious about the future, you're not alone. calhope offers free covid-19 emotional support. call 833-317-4673,

or live chat at calhope.org today. that's our show for this week. a look back at 400 episodes of "press: here" over the course of more than ten years. back when we could invite people into the studio and things were normal. let's hope that ahead in 2022, things get normal. to that end, get vaccinated, get boosted, and a very happy new year.

and welcome to "comunidad del valle." i'm damian trujillo. i've been saying that for 25 years. today, we're going to look back at 25 years of your "comunidad del valle." ♪♪♪ damian: i started working here at the kntv back on june 10th of 1996, and 2 months later my news director, terry mcelhatton, asked me if i would be willing to host a show called "comunidad del valle." now mind you, as a 12-year-old growing up in greenfield, i grew up watching "comunidad del valle." at that time, the host was mario del castillo. so for at least 40 years we don't even know here