Irina Slutsky and Tracy Swedlow: vlogging pioneers

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YouTube, MySpace, Metacafe, Blip.tv, Sclipo and Viddler

I had the pleasure of hanging out with two of my favorite "vloggers" Irina Slutsky and Tracy Swedlow, of Geek Entertainment Television and Interactive TV Today. The idea was really just to meet at a cool cafe called "Mission Pie" on 25th and Mission in San Francisco and share ideas as friends - we all know each other already; this wasn't our first time talking but it was my first time getting together with both of them at once. We talked about events, vloggers, t-shrts, boobs, and the Karate Kid.

I've long admired what both Irina and Tracy have done. I met Irina in 2006 at an event in San Francisco she helped produce called "Vloggercon" which was my first introduction to the community of video-bloggers.



But what is "video-blogging"?

Video blogging is the act and art of talking into a camcorder or video recording device to tell a story or share information, then taking that video and editing first and / or directly uploading it into a service like YouTube. Some take the resulting video on the service and embed it into a blog, but that doesn't mean one has to do that for the video-blog to be just that. It's just using video recording systems to talk out and show your ideas and observations rather than writing them down. It's that simple.

Video blogging really grew with the emergence of YouTube and Blip.tv before it. For a time, Blip.tv was the service of choice because its quality was far better than YouTube's and that perception remained active until 2008, when a newly-owned-by-Google YouTube started to upgrade its systems. Now, YouTube is the dominant video distribution system. With that, Irina has almost religiously stuck to Blip.tv (though that's about to change).

Irina's one of the pioneer vloggers - remember, YouTube was established in 2005 and Blip.tv in 2006 so vlogging is still new - along with Amanda Congdon and Andrew Baron who teamed up to created Rocketboom and reached stardom in 2006 only to have a breakup so nasty it became an Internet event, causing Rocketboom to zoom from 125,000 views per day to over a million a day. That fight for control between Amanda and Andrew forced companies like ABC to pay attention to vloggers. Meanwhile, in the same year, Irina was "acquired" by a new firm called PodTech, which made video content and drew corporate sponsors to pay to have their image associated with it. PodTech was the first company established to a degree around the content of vloggers.

Unfortunately, PodTech and Irina came to a parting of the ways I will not go into here, but Irina carried on with her work at Geek Entertainment Television. Meanwhile, Swedlow was doing more than just vlogging, she was paying attention to "Interactive Television", which is where the viewer "interacts" with what they're seeing. The best example being voting on television. Anytime you text a message to a number after watching, say, American Idol, you're "interacting" with the television.

Tracy started Interactive TV Today with her husband Richard Washborne in 1998, and rapidly gained a reputation for producing a cool, cutting edge event called "The TV of Tommorrow Show" held at the Yerba Buena Center for the Arts in San Francisco and where she brings together products and personalities for a lively discussion on how televisions future is being shaped today. (You can also hear her show on Blog Talk Radio)

More gatherings soon

Irina, Tracy, and I got together to talk and plan, but I can't say what we're going to do as of this writing. It's not that we don't know; we do - I just can't share it yet. We're still trying to figure out how to include "constantly hugged goats!" (See the video.)

Stay tuned!

PodTech: Tech Media Company That Got $7.5 Million Sold For $500,000

In what has to mark as a disappointing end to a company with a lot of promise, I learned that PodTech, the tech media company which publishes online and downloadable videos about new technology and at one point featured video bloggers like Robert Scoble and Irina Slutsky, and raised $7.5 million in 2006, sold for just $500,000.

That's right.

The main reason was a difference between the managers in determining where the company should place it's focus. Plus, it was losing the original talent. CEO John Furrier left the company last year. Robert Scoble gave this take at Friend Feed with a chime in by Furrier and others...:

I'm cool with telling the story. I just need a couple of glasses and wine and a lot of time to tell it first. Podtech was screwed up by a number of decisions. Everyone played a part, but I sure learned a lot about how a company can screw up big time. Major learnings for me? 1. Have a story. 2. Have everyone on board with that story. 3. If anyone goes off of that story, make sure they get on board immediately or fire them. PodTech did none of the three and I'm sorry for my part in not making the three happen - Robert Scoble

That's the cool thing about you, Scoble...you're human and admit it too! - Sean McGee

Not all ventures succeed though. How many 'fail' for those that succeed? It pays to take a pragmatic view. I think it's a hot market, and the impetus to succeed is high, eventually some will break - Mo Kargas

Other things I learned: 1. Make sure people are judged by the revenues they bring in. Those that bring in revenues should get to run the place. People who don't bring in revenues should get fewer and fewer responsibilities, not more and more. 2. Work ONLY for a leader who will make the tough decisions (see above). 3. Build a place where excellence is expected, allowed, and is enabled. 4. Fire idiots quickly (didn't happen at PodTech -- even if you count me as one of the idiots). - Robert Scoble
We get so much coverage of companies when they launch, when they're growing, etc. I'm hoping that someone writes an in-depth piece on what went wrong at PodTech so that entrepreneurs can learn from this. There is so much that you can learn from failures. - Mike Doeff

Other things I learned: 1. if your engineering team can't give a media team good measurements, the entire company is in trouble. Only things that are measured ever get improved. 2. When your stars aren't listened to the company is in trouble. 3. When your stars start leaving (Gillmor and Owyang left before I did) the company is in trouble. 4. Getting rid of the CEO, even if it's all his fault, won't help unless you replace him/her with someone who is visionary and who can fix #1,2,3. - Robert Scoble

Mike: I'm not going to be the one who writes that. Much of the worst stuff is too personal. Failures of companies often happen around failures at the leadership level. Telling why things failed means telling off investors, executives, and others (and even me). Not likely to happen because that'd mean burning bridges and I'm just not willing to do that. These people have too many friends. :-) - Robert Scoble

My vote is for assimilation into something bigger. They bought it to "right the wrongs" and flip it to someone else. Heck, at 500k, it's a bargain right now...IF things are cleaned up. - Bradley McSpinn

Brad: almost all of the talent left. What's left now is not much that's worth much. The revenues came because of our social media leadership. That's what Furrier really had in his hands. Owyang. Me. Cunningham. Jones. Gillmor. The rest of the stuff was a pipe dream that didn't lead anywhere, which is really why the company burned through $7 million (plus several million in revenues). - Robert Scoble

I am going to write an in depth post on this story. It's huge. There are many lessons. Scoble's view is from his perspective but there is a big picture that goes way beyond Scoble's view and that has to do with building a company from a zero stage. I've moved on from a year ago after I was forced out by the board. We made some mistakes but directionally correct. Sure if I had a mulligan things might be different but a business strategy, financing strategy, and team strategy are part of the story.. - John Furrier

john: I am looking forward to your post. - Robert Scoble

There are many lessons to learn that I'll post about. PodTech had a great chance and pioneered some of the best practices in social media. One thing that I'll talk about is the difference between self financed growth strategies and venture backed growth strategies. - John Furrier

Looking forward to your posts John. - Thomas Hawk

I'm looking at this from way on the outside. The value of my perspective is that I know nothing about internal management, visions, discussions, factions, or what have you. All I can say is that from afar, I never got any brand coherence from PodTech. Was it news? paid corporate marketing videos? analysis? community? There were some powerful personal brands--I still follow them in the PodTech diaspora--but it felt they never cohered into a PodTech identity. (That doesn't mean losing personal identity.) - Michael Markman

Michael: exactly. We never played together as a team. It is why entrepreneurs need different skills after they start their companies. It is not enough to sell people on a dream. You must coach your way to it too. - Robert Scoble

What's interesting to me and the sign of a real problem is to have $7.5 million and burn through it, then wind up with a company worth just $500K.

With all this, there are some who think Podcasting is failing, but there are many signs this is not true, including the success of shows like "Ask A Ninja" which pulls in money from sponsorship.

But overall, my personal feeling is that people are lazy and don't want to download anything if they don't have to. That's why I focused on online browser-based sim games like the Oakland Baseball Simworld, rather than downloadable ones.

In the end, it's eyeballs and not downloads that matter and pay, too.