The Albuquerque Eleven
The iconic 1978 staff photo of Microsoft's early team, taken just before their move from New Mexico to Washington, captures a moment in time. This group, often called the “Albuquerque Eleven,” was young, scruffy, and overwhelmingly dedicated. It included
co-founder Paul Allen, Gates's high school friend, and Marc McDonald, the company's first salaried employee. Also in the picture were programmers like Bob Greenberg—who won the photo session in a radio contest—and administrative staff like Marla Wood. Not pictured was Miriam Lubow, the office manager affectionately called “Mama,” who was stuck in a snowstorm that day. This small, tight-knit group wasn't just a collection of individuals; they were the foundation of a culture built on a shared, all-consuming mission.
Hiring for IQ Above All Else
From the very beginning, Gates's hiring philosophy was ruthlessly simple: prioritize raw intelligence. He famously favored brainpower and problem-solving ability over formal experience. In a 1989 interview, he noted that while Microsoft would hire people of any age, they mostly brought in talent straight from college, valuing energetic minds that could be molded. The goal was to find people who were simply “smart,” and the company would handle the rest. This created an environment where intellectual horsepower was the ultimate currency. Gates and his early team established a recruitment culture focused on finding people with a similar “excess energy” that he and his friend Steve Ballmer shared, creating a high-octane atmosphere where brilliant minds were the primary asset.
Forging a 'Hardcore' Culture
The personalities of the first hires directly shaped Microsoft's legendary work ethic. Most were young, single, and had few commitments outside of work, allowing them to dedicate themselves completely to the company's success. This fostered what became known as a “hardcore” culture, where working eighty-hour weeks was not just common but expected. This intense environment was a feature, not a bug. It was a natural extension of Gates's own drive, which he demonstrated as a teen by sneaking out at night to get more computer time. The early team's willingness to pour their lives into the work set a precedent that defined Microsoft's operational tempo for years, giving it a significant competitive advantage through sheer force of will and man-hours.
Loyalty and the Long Game
Beyond intellect and energy, the first hires established a culture of loyalty and long-term commitment. Many, like co-founder Paul Allen and high school collaborator Ric Weiland, were part of Gates's existing network. Others, like Marc McDonald, left after the company grew too large for his liking, only to return years later when his new company was acquired by Microsoft. This core group wasn't made up of mercenaries; they were believers in the mission. This created a stable foundation that could weather early challenges and execute a long-term vision. The fact that many of these early employees, like technical writer Andrea Lewis, became millionaires through their stock options demonstrated the tangible rewards of that initial loyalty and belief in the company's future.
