Almost exactly a year ago I moved to Las Vegas to join Zappos as a product manager. Over last year I’ve had the chance to build some really cool things with a lot of really smart technologists. I’ve had the chance to build a product team and be challenged more than I ever imagined. I’ve been humbled and honored to be a part of the Zappos Family.

In December 2010 Zappos announced our 2013 move to Downtown Las Vegas and I was excited. I had just moved from San Francisco where the serendipity and connectedness of urban life makes people more productive, creative and entrepreneurial. Las Vegas lacked that sense of connectivity and our move would play a part in changing that. And I lived on a cul-de-sac.

I started spending time downtown and grew to love the place, the people and the culture it added to my life. As I got to know Tony (our CEO for those of you under a rock) I realized we saw downtown the same way. In March while at SXSW Tony and I started talking about the opportunity to catalyze growth in Downtown Las Vegas. The conversations centered around the relationship between population density and economic output, the concept of serendipity and more. He had been thinking about it for years.

And Then
In May I moved Downtown along with Tony, Fred and a few other folks from Zappos. In June he asked me to head up development of our Downtown Las Vegas Campus and be a part of what would become the Downtown Project. I hesitated at first, said no at least once, then accepted. In hindsight I don’t know why I hesitated.

So in August I officially left our tech team to lead development of our Downtown Campus, reporting to Tony. I will have the opportunity to lead development of the most serendipitous, fun and creative corporate campus in the world. But our campus will be but one part of a vibrant, growing Downtown Las Vegas.

Along with the campus development I’m working with an amazing network of people to launch a host of ventures like a bike sharing program with Patrick, a coworking community space with Dylan and possibly a hotel. Along with others we’re building affordable housing, a technology center and creating green space. Our network is reinvigorating First Friday, building music festivals and investing in improving education. We’re partnering with the City of Las Vegas to build bike lanes, fill vacant properties and create a “City of Possibilities” for entrepreneurs from Las Vegas and around the world.

In just the past few months I’ve had the opportunity to learn from people like Richard Florida, author of The Rise of the Creative Class, the R&D Team at Herman Miller and visionary City leaders like the Mayors Goodman and Betsy Fretwell. I’ve shared our vision with a US Senator and our Lt. Governor. And I’ve met some of the coolest and most passionate people I’ve ever met, most of them randomly at our corner coffee shop, The Beat.

Along the way I’ve changed. I’ve starting thinking of this place as my long-term home and the people I’ve met as lifelong friends. That doesn’t sound abnormal to most people but for a guy who’s lived in five cities in six years, it’s a weird feeling. We are all part of a community of passionate creatives, technologists and entrepreneurs dedicated to catalyzing organic, sustainable growth in a place we’ve grown to love.

What’s so interesting and challenging about our vision is that it’s not part of a master plan. Disney World is easy to build. An organic community of entrepreneurs, not tied to a master plan but to a shared community vision is infinitely harder.

And The There’s Tech
I have to mention #VegasTech (vegastech.com coming soon). When we started down this path we wanted to help inspire a community. Along with education, art, food and music we had a feeling there was a vibrant technology scene that didn’t have a place or a reason to assemble. We were right.

The #VegasTech community is growing fast. People like Dylan, Crystal, Jimmy, Shavonah and Will have thrown amazing events like the first Startup Weekend in LV, a regular Jelly, our first Ignite and ReCommerce Hack Day (a Vegas Original). People like Stewart have thrown LaunchUp, Rick and Jeff are working on an incubator and a few startups are kicking ass. Startups like Rumgr, Ayloo, Wedgi.es and Lystee. Pawel is building /usr/lib tech library, Brian is building a hackerspace and Jeff is helping UNLV students discover entrepreneurship. The list goes on and there’s more in-store.

Everyday is terrifying and exhilarating. It’s been three months which is about two years in Zappos time. We move fast and we’re just getting started. I want to share more but this post is already long enough and I’m not so talented at prose. So I’ll save that for another day.

Check out downtownproject.com for more (just a collection of links right now, more to come).

To quote one of Zappos’ Core Values: “So there are no experts in what we’re doing. Except for us: we are becoming experts as we do this. And for anyone we bring on board, the best expertise they can bring is expertise at learning and adapting and figuring new things out….” Come join us, Paul Carr did.

(Update: Check out http://www.vegasstartups.com and VegasTechEvents.com for more on the tech scene. Thanks for the reminder John! VegasTech.com is en route…we just picked up the domain for the community. Woot!)

A Polaroid from my tour in 2008.

Yesterday marked the end of a journey and the beginning of a new chapter. To feed the ADD folks among us the short of it is that yesterday was my last day as Minister of Interactivity for The Republic of Tea.

In two weeks I start a new chapter as User Experience Product Manager at Zappos.com (specifically Zappos Development, with people like this.)

Las Vegas will be my fourth city in a little over four years, preceded by Chicago, Dallas and San Francisco (all with The Republic of Tea.) Clearly I need to settle down.

My experience at The Republic of Tea changed my life and made me a better person. While it’s still fresh on my mind I want to share a few thoughts.

Still want to know more? Keep reading.

Four years ago I was a sales manager. I joined The Republic of Tea as the Minister of Midwest Commerce based in Chicago. I’ve always been a good salesman though I’m not the kind who can sell *anything*. I align myself with something I believe in and hack a million systems to strip out inefficiencies and build revenue.

Two years and 220,000 miles later I realized something was wrong. I wasn’t fulfilled. I did what you might call a deep dive into my career (others might call it introspection) and realized that there were two common elements that defined me. Using technology to make business better and managing complex organizational change. I needed to align my 9 to 5 with what made me happy.

Around the same time it became clear that The Republic of Tea wanted to remake its online business. I knew the company, the people and the products so it seemed a natural fit to take on that challenge. I built a slide deck and pitched our CEO Ron Rubin.

In what was clearly a huge risk for the Company, he offered me the role. Back then the child in me saw his decision as quite natural, today I realize that he took a *huge* gamble on me. So in December 2008 I moved to San Francisco and started work on rebuilding everything dot com.

Much like in a startup, you learn a lot when your only option is “to figure it out.” Over the past two years we’ve rebuilt the web backend, completely redesigned the front end, rewritten every single word of copy and built a completely standards-compliant, scalable and supported system. By design, it’s a system that can survive the loss of any or all of its Web TEAm.

We’ve also rewritten the book on our “Direct to Citizen” business. I’ve worked with a team of people who are passionate about The Republic of Tea, but thanks to a few tough experiences in the past, are shy about change. It’s this aspect of my experience that changed me the most.

Change is hard for any organization, particularly one as set in its ways as we were. Thanks to my experiences, the kid that moved to SF in 2008 is now a professional who knows how to take small steps, how to genuinely work with a large team and, most importantly, listen.

I’ve learned how to see the bigger picture and anticipate the implication of decisions on far reaching corners of a company. I’ve learned that unexpected people can offer some of the most valuable input and I’ve learned more than I can write here about working with teams. Today I’m not just a better professional but a better person for the experiences of the last four years.

All of this is thanks to the support of our CEO and the many, many Ministers of The Republic of Tea. I’m indebted to every single person I’m leaving behind from management to shipping. Not only have I had the opportunity to travel around the world learning about tea, but I’ve had the opportunity to push myself to limits I never anticipated…and we all came out alive.

The Next Chapter

In December 2008 I was in Las Vegas for a friend’s birthday party. I was weeks from starting my new role with The Republic of Tea and thought it a good opportunity to learn something from Zappos. On a long shot I reached out to Alfred Lin, Zappos’ COO, and asked if he could arrange a meet and greet with a few members of his development team. Surprisingly, he did. After the infamous office tour I spent an hour or so with Brian Kalma and Brett Houchin talking UX and Social Commerce. At the time Brian was leading an effort similar to the one I was about to take on, rebuilding Zappos’ frontend.

As I moved through the project I leaned on Brian for advice and feedback from time to time. We traded ideas He gave me lots of ideas. This Spring when Brian announced he was joining Gilt Groupe, he put my name in the running to replace him. To say I was humbled by the recommendation would be an understatement.

The timing wasn’t right and I ultimately wasn’t the right candidate for the role but I kept in touch with the team at Zappos mostly because I enjoyed the few interview-like conversations we had in the Spring (that’s a rarity…to enjoy an interview.) Some time later we reopened the discussion for a different role that would, after a really fun interview process, become the User Experience Product Manager position.

But the decision to go wasn’t easy…leaving The Bay Area is hard. Many thanks to my friends and especially Ryan Graves and Paul Stamatiou for their advice.

Humbled

Over the past four years I’ve grown by the grace of my friends and supporters. If you know me you know I work hard and I endeavor to learn everything there is to know about the things I’m engaged in. That alone doesn’t equal success. Relationships make the difference. I believe in the value of relationships…not for material gain but because I genuinely believe that I can learn something from every single person I meet. People make me better. I wish more people saw the world that way.

These relationships have made me a better professional, a better friend and a better person. They’ve allowed a kid from a tobacco farm to follow an unconventional career path, live out his passions and ultimately find his way to Zappos. I’m humbled.

Thanks to everyone and see you in Vegas!

That’s not a business. It’s a hobby.

Here are a few photos I shot last week at the new headquarters of Aviary in Midtown Manhattan, a startup based in New York City that develops a free suite of powerful online creation tools.

Originally from Laughing Squid sans the snarky comment.

The thing about Digg.

Zach Ware —  August 31, 2010 — Leave a comment

The thing about Digg…Most people don’t want to work for news.

Continue Reading...

Escape from New York

Zach Ware —  August 28, 2010 — Leave a comment

Read this post by Chad Dickerson, CTO of Etsy. It’s a fascinating perspective on building a culture of constant improvement, taking risks, supporting growth and trusting your team.

He mentions a perspective on process that I find particularly fascinating. Organizations often fear failure when repeated failure is what often leads to the most spectacular creations.

The quote is brilliant, true most of the time, though not universally so. There are good processes, but even more bad ones solely built to prevent failure, processes that stifle innovation.

Process is an embedded reaction to prior stupidity. When I was CTO of a web design firm, I noticed in staff meetings that we only ever talked about process when we were avoiding talking about people. “We need a process to ensure that the client does not get half-finished design sketches” is code for “Greg fucked up.” The problem, of course, is that much of this process nevertheless gets put in place, meaning that an organization slowly forms around avoiding the dumbest behaviors of its mediocre employees, resulting in layers of gunk that keep its best employees from doing interesting work, because they too have to sign The Form Designed to Keep You From Doing The Stupid Thing That One Guy Did Three Years Ago.

- Clay Shirky

Hat tip to Chad Dickerson for the amazing post, one of the best I’ve ever read.

California Beauty

Zach Ware —  July 29, 2010 — Leave a comment

The competitive landscape is more crowded than ever. Watching Mad Men I’m reminded that even as recently as a few years ago, all you needed to get a message out was money. Today you also need an authentic message. When you have neither, appealing to a person’s fear is also effective.

Take this harmless example. Some time ago I signed up for Baseline, an email newsletter than I never read. Here’s their pitch:

Dear Zach Ware,

You are dangerously close to losing your FREE subscription to Baseline.

Losing this subscription has bigger consequences than you might imagine. When you fail to renew in time, your complimentary subscription is then awarded to the next qualified professional on the waiting list. That professional could very well be your business competitor.

We enjoy having you as a reader and want to give you fair warning before you relinquish this fantastic IT business aide to someone else. Don’t let this publication fall into the wrong hands!
Keep your complimentary subscription active renew now.

Sincerely,
Baseline Subscription Services

Honestly I can’t remember what Baseline is about. It’s a safe assumption that given the flood of email most of us receive, most recipients wouldn’t either. So a more effective pitch would have been to tell me how good the content is and remind me that Baseline has made me a ton of money. I would probably believe that.

Appealing to my sense of fear reminds me of the shady consultants who pitch my company with scare tactics and technology jargon. There’s no substance and they know it, so long as they can keep you scared you’ll keep buying.

That’s not an authentic business model and today, authenticity counts.

It’s always about the little things. Last week I bought a pair of pants to complete a suit. I left the pants in a hotel some time ago. Ebay is good for things like that.

The seller included this little note. It made me smile.

Celebrating Mistakes

Zach Ware —  June 25, 2010 — Leave a comment

Mistakes are learning experiences and I like to make them. If I make too many of them, you should fire me or at least slap me around a bit. But making mistakes is the only way to learn. In reality people make them all the time, to act as if you don’t is disingenous.

In an organization taking responsibility for your mistakes makes you a better, stronger team member. It also helps your organization focus on results instead of on the witch hunt of finding who to blame.

Next time something goes wrong, try telling your colleagues that it is “completely your fault.” Sure, it hurts your ego a bit, but if you watch closely you will notice the tension in the room dying off immediately as people stop worrying that they will be blamed for the mistake.

Read this post by Alexander Kjerulf. It’s all about screwing up and uses the $1.6 million mistake made by someone a Zappos subsidiary 6pm.com.

2: You don’t have to waste time on CYA (Cover Your Ass)

Huge amounts of time and energy can be wasted in organizations on explaining why the mistakes that do happen are not my fault. This is pointless.

Here here.