Google is building a new campus in Seattle’s South Lake Union neighborhood, just across the street from Amazon’s headquarters. (GeekWire Photo / Taylor Soper) Back in 2005, when tech veteran joined Google to build its fledgling Seattle-area outpost, recruiting was straightforward. As the first in a new wave of Silicon Valley tech giants to establish an engineering center in the region, Google set up shop in Kirkland, Wash., just down the road from Microsoft, which was suffering at the time from a stagnant stock price and sagging employee morale. Google capitalized on Microsoft’s struggles and its own status as an emerging tech icon to expand its office to 400 people over the course of four years. Microsoft veteran Peter Wilson was instrumental in building the Google and Facebook engineering offices in Seattle. (File Photo) “For a lot of the people we hired, they basically came to us and said, ‘Hey, I think what you’re doing is right, and I’d like to come work with you,’ ” Wilson recalled in an interview with GeekWire this week. Tech recruiters today can only dream of having it so easy. Fifteen years after Google arrived, it’s not a stretch to see Seattle as Silicon Valley North. Nearly 120 out-of-town tech companies , many of them from the San Francisco Bay Area. Apple, Salesforce, Oracle, Uber and Twitter are just a few of the tech powerhouses building large teams in the region. Facebook employs more than 3,000 people here, . In the meantime, many homegrown tech companies are also surging. Microsoft is experiencing a renaissance as the world’s most valuable company. Amazon employs nearly 50,000 people in the Seattle region. Tableau, Zillow, Avalara, Smartsheet, T-Mobile, and F5 Networks recruit engineers aggressively. And Google, with 3,000 employees of its own in the area, is preparing to expand to a new South Lake Union campus — this time within poaching distance of Amazon’s headquarters. RELATED CONTENTCheck out GeekWire's established by out-of-town companies. Data from Seattle-based recruiting agency Fuel Talent shows more than 65,000 software engineers now in the Seattle area. But even with all that engineering horsepower close at hand, the growth of the major tech brands can make it more difficult for startups to land the talent they need to grow their businesses. “Every year since 2008, it has become more competitive, more challenging, and requires more creativity to attract senior engineering talent,” said , director of Fuel Talent’s technology practice. “Is it easier to identify engineers now than 10 years ago? Yes. Is it more difficult and expensive to hire engineers in Seattle? 100 percent.” So what does this mean for Seattle’s startup scene? From the beginning, the concern has been that the Silicon Valley influx keep talent away from promising upstarts. That still happens, and it’s still a big risk. But the long-term impact of these engineering centers is now becoming clear, and it’s more nuanced than it might have seemed. “They are really good for the Seattle startup ecosystem, but it’s not direct,” said , vice president of engineering at trucking logistics startup Convoy. “It takes a little time to play out.” Startup stepping stone Convoy’s leadership team now includes Viraj Mody (far left), who previously led the Dropbox Seattle office; Divya Mahalingam, who worked at Palantir’s Seattle office; Vishnu Challam, who led Twitter’s Seattle office; and Tim Prouty, who helped build Uber’s Seattle office. (Convoy Photo) Prouty’s own career tells the story. He graduated from the University of Washington in 2006 and joined Isilon, a fast-growing Seattle startup that had launched five years prior. He spent nine years there as Isilon went public and was later acquired by EMC, the data storage giant San Francisco-based Uber then recruited Prouty to establish a Seattle engineering office that grew from a few people to nearly 200 employees under his leadership. But after two years, he wanted to be at a company based in Seattle that “had all the benefits of being at the center where the energy is happening, where decisions are getting made, and where the core business is operating,” Prouty said. He landed at Convoy, an up-and-coming company backed by the biggest names in tech that has become . Other leaders from remote offices in Seattle followed Prouty, including , who previously led Twitter’s Seattle office; , who led Dropbox Seattle; and , who was development team lead at Palantir Technologies in Seattle. Prouty said the engineering centers offer a new “risk profile” or stepping stone that lets workers go from a big tech company such as Microsoft or Amazon to something smaller, but not as extreme as joining an early-stage startup. “The great thing about that is it sets the stage for them to go to a startup next,” Prouty said. The high-paying salaries might also benefit the Seattle startup scene in the long run, providing enough capital for future founders to chase their business ideas. In that vein, the engineering centers could be a key part of laying the groundwork for Seattle’s next billion-dollar startups. And more startup success stories may help encourage people at companies such as Amazon, Microsoft, Google, or Facebook to build on their experience and make the entrepreneurial leap. That’s what happened to , co-founder of Seattle startup , and his business partner . The pair spent years at larger enterprises such as Microsoft and the Gates Foundation. “At some level you ask yourself, how do I make sure I’m building something as opposed to executing someone else’s vision?” Spector said. “Then you can find real problems that you’ve experienced and you want to go build that thing. We had a desire to build something meaningful and mission-driven that had a big impact. It was just a matter of time and phase of life that allowed us to do that.” Options, options, options Google’s campus in Kirkland, Wash. (GeekWire Photo / Taylor Soper) It’s a lucrative time to be an engineer in Seattle. Spector said most top engineers looking for a job in the region will have six or seven offers on the table. “They are basically getting to dictate what type of company they work at,” Spector said. “They can optimize for whatever they want to optimize for — upside, security, career growth, etc. They can pick and choose what they want to do.” Employer demand for technology roles in the Seattle metro area has grown by 23 percent over the past year, according to Indeed data. A search on for “software engineer” shows nearly 15,000 open positions. Seattle has become a battleground of sorts, with big companies and small startups competing for the same highly-skilled engineers, a crucial key to success for any tech operation. It can be tough to turn down a $200,000 salary with stock options at a deep-pocketed well-known company developing cutting-edge technologies. And Seattle is also developing a reputation where big tech companies thrive, with many employees at bigger orgs content to ride out their careers in comfort. “Trying to woo people away from those big names is extraordinarily difficult, if not all out impossible,” said , CEO of IT intelligence startup Movere. But there’s still something attractive about joining a nascent startup, even though it may not be the logical or rational financial choice. , CEO and co-founder at Seattle startup , said large companies are at a disadvantage when recruiting people who want more ownership of their work, want to have a bigger impact on the product and customer, and want more opportunities to grow into upper management positions. “It’s really all about the individual you’re recruiting and what they value,” said Nakhuda. , co-founder and CEO of , likes having giant companies down the street that help make Seattle a world-class hub for engineering talent. He said his pitch to candidates often comes down to offering “fulfillment.” “If you’ve got a worthwhile mission, top talent will be attracted to you,” Huang said. “Then, you’ll welcome having those large soul-sucking corporations in your backyard.” Middle ground Facebook’s Seattle engineering center. (GeekWire Photo / Kevin Lisota) The wide array of engineering centers offer something in the middle. “At Dropbox Seattle, we have a special advantage in that we have the intimate feel of a smaller office that many candidates are looking for, while also having the resources and impact of a global company with more than 500 million users,” said , director of engineering for Dropbox. , who leads a 400-person office in Seattle for Uber, said remote sites “often round out the gaps between big and small companies, offering new missions and hard problems to solve.” helped open Facebook’s first office here nearly a decade ago. He left to launch a startup, sold it to Airbnb, and is now in charge of growing a Seattle hub for the travel giant. “I have really enjoyed being a part of the smaller community of Seattle offices that is a little more startup-like,” Steinberg . “I am really proud of the team culture in Airbnb’s Seattle office right now. Employees play much more active roles in making this a fun place to work than they tend to at larger companies and offices where employees tend to be more passive.” There can be downsides to joining these offices, given the separation from a company’s headquarters. “One of the most important parts of managing a ‘remote’ office is making sure it doesn’t feel like a remote office,” said , vice president of gaming and the Facebook Seattle site lead. “To do that, we work really hard to make sure we’re scaling Facebook’s culture. It’s a big challenge.” But there are also other benefits to being remote. For example, it provides an opportunity to craft a space to fit the culture of a local community. To that point, Raji said the impact of remote engineering centers goes beyond simply adding more talented coders to the Seattle ecosystem. Facebook’s Seattle employees have started “Resource Groups” around issues that matter to them and work with similar groups at other local companies. They participate in the South Lake Union Chamber of Commerce; the Washington Tech Alliance; and other civic engagement programs. Facebook Seattle also hosts community events and partnered with the University of Washington to create a virtual reality lab. “All of these touch points make us a better company, and, we believe, make the local tech scene stronger and more robust,” Raji said. But while companies such as Facebook reap the benefits of operating a remote office in a talent-rich region, startups could suffer, especially given salary demands. The average annual paycheck for a senior software engineer in Seattle is $144,000, according to ZipRecruiter, but that number can swell for positions within the larger giants. “Having all that great talent isn’t worth anything if you can’t afford it,” said Wilson, the Microsoft veteran who led Google’s early growth in the region. Wilson went on to play a similar role for Facebook Seattle before returning for another stint at Google. In 2016, he joined mobile marketplace company OfferUp as vice president of engineering. And by then, the recruiting scene had completely changed. With engineers enjoying an abundance of job opportunities, OfferUp was forced to sink a significant amount of time and money into recruiting, with no guarantee of success. If he were starting a company today, Wilson said he’d think twice about doing so in Seattle because of the costs. That’s in line with a recent trend of founders for their headquarters. Wilson, who has since returned to London to serve as ’s vice president of engineering, said he hopes companies in Seattle can do more to help each other out rather than wasting valuable resources trying to poach one another’s top employees. “They’ve created this zero-sum game of recruiting,” Wilson said of the engineering outposts. “It’s fabulous all these companies have moved in and created opportunities for engineers, but it would be very cool if they could work out between them how to make it more of a win-win.”
This 5-inch gun is part of the wreckage from the historic USS Hornet. (Photo courtesy of Paul G. Allen’s Vulcan Inc.) Chalk up another historic shipwreck discovery for the , the research vessel funded by the late Seattle billionaire Paul Allen: This time it’s the , the World War II aircraft carrier that was sunk by Japanese forces in 1942. The Hornet is best-known as the launching point for the , the first airborne attack on the Japanese home islands after Pearl Harbor and the United States’ entry into the war. Led by U.S. Army Lt. Col. Jimmy Doolittle, the raid in April 1942 provided a boost to American morale and put Japan on alert about our covert air capabilities. Two months later, the Hornet was one of three U.S. carriers that surprised and sunk four Japanese carriers during the tide-turning Battle of Midway. The Hornet was lost near the Solomon Islands in the South Pacific on Oct. 26, 1942, during the Battle of Santa Cruz. The carrier weathered a withering barrage from Japanese dive bombers and torpedo planes — but the crew eventually had to abandon ship, leaving the Hornet to its sinking. About 140 of the Hornet’s nearly 2,200 sailors and air crew members were lost.. “With the loss of Hornet and serious damage to Enterprise, the Battle of Santa Cruz was a Japanese victory, but at an extremely high cost,” retired Rear Adm. Samuel Cox, director of the U.S. Navy’s Naval History and Heritage Command, . “About half the Japanese aircraft engaged were shot down by greatly improved U.S. Navy anti-aircraft defenses. As a result, the Japanese carriers did not engage again in battle for almost another two years.” The Petrel took on the search for the Hornet as part of its mission to investigate scientific phenomena and historical mysteries in the South Pacific. The 250-foot research vessel’s previous shipwreck finds include the USS , the USS , the USS and the . The ship’s latest expedition took place in January,. “We had Hornet on our list of WWII warships that we wanted to locate because of its place in history as an aircraft carrier that saw many pivotal moments in naval battles,” said Robert Kraft, who heads the Petrel project as director of subsea operations for Vulcan. “Paul Allen was particularly interested in historically significant and capital ships, so this mission and discovery honor his legacy.” The Petrel’s 10-person expedition team zeroed in on the Hornet’s position by piecing together data from national and naval archives that included official deck logs and action reports from other ships engaged in the battle. Positions and sightings from nine other U.S. warships in the area were plotted on a chart to generate the starting point for the search grid. The discovery of the Hornet was made during the first dive mission of the Petrel’s autonomous underwater vehicle, at a depth of nearly 17,500 feet, and confirmed by video footage from the research ship’s remotely operated vehicle. , a 95-year-old California resident who was a gunner on the Hornet, and showed him video of the aft gun that he operated. “I used to stand on the right side of that gun, and that’s where my equipment was,” Nowatzki said. “If you go down to my locker, there’s 40 bucks in it. You can have it.” That might be tough: The precise location of the wreck is not being disclosed, to protect the underwater gravesite from being disturbed any further.
This 5-inch gun is part of the wreckage from the historic USS Hornet. (Photo courtesy of Paul G. Allen’s Vulcan Inc.) Chalk up another historic shipwreck discovery for the , the research vessel funded by the late Seattle billionaire Paul Allen: This time it’s the , the World War II aircraft carrier that was sunk by Japanese forces in 1943. The Hornet is best-known as the launching point for the , the first airborne attack on the Japanese home islands after Pearl Harbor and the United States’ entry into the war. Led by U.S. Army Lt. Col. Jimmy Doolittle, the raid in April 1942 provided a boost to American morale and put Japan on alert about our covert air capabilities. Two months later, the Hornet was one of three U.S. carriers that surprised and sunk four Japanese carriers during the tide-turning Battle of Midway. The Hornet was lost near the Solomon Islands in the South Pacific on Oct. 26, 1943, during the Battle of Santa Cruz. The carrier weathered a withering barrage from Japanese dive bombers and torpedo planes — but the crew eventually had to abandon ship, leaving the Hornet to its sinking. About 140 of the Hornet’s nearly 2,200 sailors and air crew members were lost.. “With the loss of Hornet and serious damage to Enterprise, the Battle of Santa Cruz was a Japanese victory, but at an extremely high cost,” retired Rear Adm. Samuel Cox, director of the U.S. Navy’s Naval History and Heritage Command, . “About half the Japanese aircraft engaged were shot down by greatly improved U.S. Navy anti-aircraft defenses. As a result, the Japanese carriers did not engage again in battle for almost another two years.” The Petrel took on the search for the Hornet as part of its mission to investigate scientific phenomena and historical mysteries in the South Pacific. The 250-foot research vessel’s previous shipwreck finds include the USS , the USS , the USS and the . The ship’s latest expedition took place in January,. “We had Hornet on our list of WWII warships that we wanted to locate because of its place in history as an aircraft carrier that saw many pivotal moments in naval battles,” said Robert Kraft, who heads the Petrel project as director of subsea operations for Vulcan. “Paul Allen was particularly interested in historically significant and capital ships, so this mission and discovery honor his legacy.” The Petrel’s 10-person expedition team zeroed in on the Hornet’s position by piecing together data from national and naval archives that included official deck logs and action reports from other ships engaged in the battle. Positions and sightings from nine other U.S. warships in the area were plotted on a chart to generate the starting point for the search grid. The discovery of the Hornet was made during the first dive mission of the Petrel’s autonomous underwater vehicle, at a depth of nearly 17,500 feet, and confirmed by video footage from the research ship’s remotely operated vehicle. CBS News caught up with Richard Nowatzki, a 95-year-old California resident who was a gunner on the Hornet, and showed him video of the aft gun that he operated. “I used to stand on the right side of that gun, and that’s where my equipment was,” Nowatzki told CBS. “If you go down to my locker, there’s 40 bucks in it. You can have it.” That might be tough: The precise location of the wreck is not being disclosed, to protect the underwater gravesite from being disturbed any further.
Amazon’s first Thursday Night Football stream plays on its website homepage in September. (Screenshot via Amazon) While National Football League teams have made the usual offseason changes aimed at improving their competitive chances next season, the league itself is staying with one big player — Amazon. The NFL announced Thursday that it had reached an agreement to once again partner with Amazon Prime Video for streaming rights to “Thursday Night Football.” The tech giant will stream 11 games (broadcast by FOX) to a global audience during both the 2018 and 2019 seasons. Last season marked the first year of the streaming partnership between the league and Seattle-based Amazon, which took the reigns after Twitter’s one-year shot at the effort. Last year’s deal was for a reported $50 million, and rumblings on Thursday indicated that the NFL may have upped that price as competition from other services such as YouTube and Facebook was strong. Amazon re-ups NFL Thursday night streaming deal for 2018, 2019. Slightly surprising – figured league would want a new partner, and YouTube is very interested in live sports. — Peter Kafka (@pkafka) Looks like same deal as before (though I assume NFL will have extracted some kind of rate increase) – games streamed to Prime members worldwide. One new tweak – will also be available (presumably for free) to Twitch users. — Peter Kafka (@pkafka) Had heard from a few folks over the last few months that YouTube was a strong contender for this deal. Also a little surprised the NFL went back to Amazon. — Kurt Wagner (@KurtWagner8) Surprising in that many thought NFL would continue its digital speed dating after previously working with Amazon and Twitter. Plenty of other potential parties inc YouTube and Facebook. But NFL staying w Amazon for this for next 2 years. — Eric Fisher (@EricFisherSBJ) “Amazon was a tremendous partner for ‘Thursday Night Football’ in 2017 and as we continue our mission of delivering NFL games to fans whether they watch on television or on digital platforms, we are excited to work with them again for the next two seasons,” Brian Rolapp, chief media and business officer for the NFL, said in a news release. PREVIOUSLY: Amazon will deliver to more than 100 million Amazon Prime members worldwide in over 200 countries and territories, on the Prime Video app for TVs, game consoles, and connected devices, which includes Amazon Fire TV, mobile devices and online. Across 10 games last season when on the technology behind the effort, Amazon attracted more than 17 million viewers, or an average of 1.7 million per game. Games will also be available to Twitch viewers, the live-streaming interactive video platform that is a subsidiary of Amazon. Amazon also partners with the NFL for the Prime original series “All or Nothing,” which is produced by NFL Films. The third season of the docuseries will launch on Friday with a closer look at the Dallas Cowboys. Amazon’s first “Thursday Night Football” game of the upcoming season will be during week four when the Los Angeles Rams host the Minnesota Vikings on Sept. 27. Games kick off at 8:20 p.m. ET.
Peter Chee hiking with his 10-year-old twin sons on a past trip to Zion National Park, Utah. He marked 10 years of entrepreneurship on May 1. (Photo Courtesy Peter Chee) [Editor’s Note: is founder and CEO of Seattle-based .] I’ve been reflecting on my journey over the last 10 years of being an entrepreneur with my boys, Max, Sam and Josh, of which Sam and Josh are 10 years old. I’ve been having them reflect back on their 10-year life journey too. Through this journey, I’ve experienced some amazing highs and crazy lows. I’ve made some good choices and had some fantastic experiences that I lean on which remind myself that I can accomplish things I never thought I could. I also see a string of mistakes that I’ve made which still sting with pain like a cut on my foot while getting hit by a wave of salt water at the beach. It’s uncomfortable, but, in a healthy way. Put your name on your list Back in the first year of running the company, I hired Sonya Stoklosa, an executive coach who was a former Olympic Trials athlete. I resonate with someone who has an athlete mindset and applies that to business. One of the most critical questions she asked me was to make a list of the 10 most important people who I care about. After looking at that list, she said to me, why isn’t my name on it? My response was I have to take care of other people; I don’t have time for myself. Her response was if you don’t take care of yourself, how could you take care of others? It was this one question that spawned off a lot of shifts and changes in my life and business. Don’t be afraid to fail I intentionally make sure my kids see me falling down. They have even said to me, “get back up and try again.” Life of being an entrepreneur isn’t a highlight reel of success. I’ve learned that while it’s important to have a lot of grit and push really hard, it’s much more about resilience from failure. It’s about getting up quickly after falling. The most important part of failure is to keep running at it, not away from it. Eventually, if you spend enough time running towards something, it will get a lot less scary and difficult. Define and defend Keep intact the things you cherish the most. For me, my non-negotiables are: I’m showing up for my three boys Max, Sam, and Josh no matter what. When I asked them, “does Dad show up?” their response isn’t going to allow me to win Dad of the Year Awards, but “yes most of the time” is a pretty solid response. My health. Wake up at 5 a.m. no matter what bad choices I’ve made the night before and start my day with exercise. Push as hard as I possibly can and recharge with the same level of intensity. The hardest part is once you define it, you have to also defend it ferociously. Do this and it will help make decisions simpler. Measure your feelings While measuring feelings sounds subjective or maybe even impossible it can be done. Start by doing this on the first day of each month and come up with one-word summaries for these things and ask yourself how you were feeling over the last 30 days: Mentally Emotionally Relationally Physically Spiritually Then for each of these things assign a number between minus five (-5) worst it has ever been and plus five (+5) best that it has ever been and where zero is your personal normal. Once you begin to track these things you’ll see trends and from there you can make conscious choices to give energy towards the category that you want to see change. It wasn’t until I had amassed a year of data that I threw this information into a spreadsheet and saw these trends. I also started to reflect back at those past months and ask myself what did I do to make some months so much better than others? Why can’t everything be fun? In this framework, everything has to be fun. There are three categories: Type 1 Fun, which is quick. Type 2 Fun, which is moderate. Type 3 Fun, which is big impact. Here are some examples of my Type 1 Fun: checking email, talking with a new customer, having a glass of wine with a friend and having a good conversation. Type 2 Fun: talking with a mentor that is 10x where you’re at, strategic planning, coming up with a go-to-market strategy, going for a 5-mile run, learning to swim. Type 3 Fun: launching a new location, forming a new partnership with a big company, running a marathon, swimming across Lake Washington, hiking Mailbox Peak. So for me, it’s simple, I need to spend more time doing Type 2 and 3 Fun. Just remember to define your own list, some of the things on my list could be total torture to another person. Once you start to schedule in these kinds of things into your day and week, protect your schedule and see the impact on how you feel. Your personal core values My personal core values became clear to me over this last 10 years. They are: Adventure Challenge Relationships. In the darkest times of running your company when everything comes into question as to whether or not you’re doing the right thing, take a look at what you’re working on and ask yourself where you’re spending your time. If you’re spending all of your time on things you don’t enjoy, you don’t have to quit your company, you can hire someone who really enjoys doing those things and focus your time on the things that are in alignment with your personal core values. Be the best version of yourself and let that drive the business. Don’t let the circumstances of the business drive you. Your identity is not your company Yes, you’re spending so much time focused on your company and chances are after 10 years, people will associate you with the brand of your company. Through the successes and failures of your company, those things do not define you and if you get to the point where you successfully exit your company, you’re not exiting yourself. If you’re a parent, you’re not defined by your children either and some could say that you care about your company and your children similarly. Yes, you love them with all your heart, but, they do not define you. Do other things that provide you personal accomplishment. For me, I’m a marathoner and an Ironman in-training. These other activities give me confidence, reduce my stress, provide me focus, and allow me to invest in myself. Pay Yourself Yes, there are sacrifices that you have to make. Sometimes cash flow is so tight that you fear you might miss payroll. This is always the most stressful and scariest thing that can happen. If you’re bootstrapping, the first thing that happens when cash flow is really tight is you pay your employees and don’t pay yourself. If you’ve raised money and cash flow is tight or you are not hitting your goals, your board or investors may ask you to lay off employees. Either way, you’re in a situation where you’re going to have to make hard decisions. The key thing is to pay yourself. You’re putting everything at risk and setting aside 10 percent profit for that level of risk needs to be ferociously defended. Once you set that aside, you won’t have any regrets, and, the company will learn to adjust itself on the expense side. Leaders in charge of profit and cost centers will innovate in order to survive and eventually thrive. Hire a coach The number one reason is accountability. Hire someone who is going to be asking you hard questions, helping you set goals, and holding you accountable. They can provide you an unbiased perspective on what you’re dealing with. If you can’t afford to hire a coach, bring on advisors to your company. These advisors should be people who are 10x where you are at. Set a regular time to meet and ask them to hold you accountable to your goals. These people don’t judge you, they support you, and just want you to succeed. This is a game-changer. Don’t worry about what other people think After reflecting and talking with my boys, the things that they said they learned were to not worry about what others think of them and it is not going to be as bad as you think. The thing that they are most proud of is hiking up Angels Landing in Zion National Park, Utah.