Starwave

Allen owns or has the majority interest in several organizations.

Asymmetrix Corporation, Starwave Corporation, Ticketmaster Corporation, Portland Trail Blazers, Interval Research, has three investment oversight entities, Vulcan Northwest, The Paul Allen Group, and their parent, Vulcan Ventures Incorporated, and has significant investments in lots of other companies.

As the number of his tech investments has grown, Allen's ability to be involved in day-to-day operations has diminished.

His most successful companies, Ticketmaster, Portland Trail Blazers, are those he bought intact as well-run organizations with proper management and profit-generating mechanisms already in place.

Cold's presence underscores Allen's trait of seldom trusting anyone who didn't know him before he became Blotto with money.

But just knowing someone for a long time has never guaranteed management genius, nor does it provide the positive resistance and the ability to say no that true loyalty dictates.

At Starwave, former Allen company employees sign agreements stipulating that they will never make disparaging comments about the company, under threat of loss of remarkable severance packages.

In other circumstances, this would be called hush money.

He adds, "The information superhighway is another such wave, and you don't get a chance to catch two such waves that often." Allen doesn't want to place himself in the class of the idle rich because the definition of the good life is doing creative things, whether making music, trying to figure out how to do a particular piece of code, or putting together investments.

Allen owns or has the majority interest in several organizations, Asymmetrix Corporation, Starwave Corporation, Ticketmaster Corporation, Portland Trail Blazers, Interval Research, has three investment oversight entities, Vulcan Northwest, The Paul Allen Group, and their parent, Vulcan Ventures Incorporated, and has significant investments in lots of other companies.

As the number of his tech investments has grown, Allen's ability to be involved in day-to-day operations has diminished.

His most successful companies, Ticketmaster, Portland Trail Blazers, are those he bought intact as well-run organizations with proper management and profit-generating mechanisms already in place.

Cold's presence underscores Allen's trait of seldom trusting anyone who didn't know him before he became Blotto with money.

But just knowing someone for a long time has never guaranteed management genius, nor does it provide the positive resistance and the ability to say no that true loyalty dictates.

At Starwave, former Allen company employees sign agreements stipulating that they will never make disparaging comments about the company, under threat of loss of remarkable severance packages.

In other circumstances, this would be called hush money.

He adds, "The information superhighway is another such wave, and you don't get a chance to catch two such waves that often." Allen doesn't want to place himself in the class of the idle rich because the definition of the good life is doing creative things, whether making music, trying to figure out how to do a particular piece of code, or putting together investments.

Allen owns or has the majority interest in several organizations, Asymmetrix Corporation, Starwave Corporation, Ticketmaster Corporation, Portland Trail Blazers, Interval Research, has three investment oversight entities, Vulcan Northwest, The Paul Allen Group, and their parent, Vulcan Ventures Incorporated, and has significant investments in lots of other companies.

As the number of his tech investments has grown, Allen's ability to be involved in day-to-day operations has diminished.

His most successful companies, Ticketmaster, Portland Trail Blazers, are those he bought intact as well-run organizations with proper management and profit-generating mechanisms already in place.

Cold's presence underscores Allen's trait of seldom trusting anyone who didn't know him before he became Blotto with money.

But just knowing someone for a long time has never guaranteed management genius, nor does it provide the positive resistance and the ability to say no that true loyalty dictates.

At Starwave, former Allen company employees sign agreements stipulating that they will never make disparaging comments about the company, under threat of loss of remarkable severance packages.

In other circumstances, this would be called hush money.

He adds, "The information superhighway is another such wave, and you don't get a chance to catch two such waves that often." Allen doesn't want to place himself in the class of the idle rich because the definition of the good life is doing creative things, whether making music, trying to figure out how to do a particular piece of code, or putting together investments.

Allen owns or has the majority interest in several organizations: Asymmetrix Corporation, Starwave Corporation, Ticketmaster Corporation, Portland Trail Blazers, Interval Research, has three investment oversight entities, Vulcan Northwest, The Paul Allen Group, and their parent, Vulcan Ventures Incorporated, and has significant investments in lots of other companies.

As the number of his tech investments has grown, Allen's ability to be involved in day-to-day operations has diminished.

His most successful companies, Ticketmaster, Portland Trail Blazers, are those he bought intact as well-run organizations with proper management and profit-generating mechanisms already in place.

Cold's presence underscores Allen's trait of seldom trusting anyone who didn't know him before he became Blotto with money.

But just knowing someone for a long time has never guaranteed management genius, nor does it provide the positive resistance and the ability to say no that true loyalty dictates.

At Starwave, former Allen company employees sign agreements stipulating that they will never make disparaging comments about the company, under threat of loss of remarkable severance packages.

In other circumstances, this would be called hush money.

Allen owns or has the majority interest in several organizations.

Asymmetrics Corporation, Starwave Corporation, Ticketmaster Corporation, Portland Trailblazers, Interval Research, has three investment oversight entities, Vulcan Northwest, the Paul Allen Group, and their parent, Vulcan Ventures Incorporated, and has significant investments in lots of other companies.

As the number of his tech investments has grown, Allen's ability to be involved in day-to-day operations has diminished.

His most successful companies, Ticketmaster, Portland Trailblazers, are those he bought intact, as well-run organizations with proper management and profit-generating mechanisms already in place.

Cold's presence underscores Allen's trait of seldom trusting anyone who didn't know him before he became blotto with money.

But just knowing someone for a long time has never guaranteed management genius, nor does it provide the positive resistance and the ability to say no that true loyalty dictates.

At Starwave, former Allen company employees sign agreements stipulating that they will never make disparaging comments about the company under threat of loss of remarkable severance packages.

In other circumstances, this would be called hush money.

He adds, "The information superhighway is another such wave, and you don't get a chance to catch two such waves that often." Allen doesn't want to place himself in the class of the idle rich because the definition of the good life is doing creative things, whether making music, trying to figure out how to do a particular piece of code, or putting together investments.

Allen owns or has the majority interest in several organizations, Asymmetrix Corporation, Starwave Corporation, Ticketmaster Corporation, Portland Trail Blazers, Interval Research, has three investment oversight entities, Vulcan Northwest, the Paul Allen Group, and their parent, Vulcan Ventures Incorporated, and has significant investments in lots of other companies.

As the number of his tech investments has grown, Allen's ability to be involved in day-to-day operations has diminished.

His most successful companies, Ticketmaster, Portland Trail Blazers, are those he bought intact as well-run organizations with proper management and profit-generating mechanisms already in place.

Cold's presence underscores Allen's trait of seldom trusting anyone who didn't know him before he became Blotto with money.

But just knowing someone for a long time has never guaranteed management genius, nor does it provide the positive resistance and the ability to say no that true loyalty dictates.

At Starwave, former Allen company employees sign agreements stipulating that they will never make disparaging comments about the company, under threat of loss of remarkable severance packages.

In other circumstances, this would be called hush money.