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I work on OpenBSD fulltime, as the project leader. I set some directions, increase communication between the developers, and try to be involved in nearly every aspect of the base system.

Open source production has shown us that world-class software, like Linux and Mozilla, can be created with neither the bureaucratic structure of the firm nor the incentives of the marketplace as we've known them.

One thing about open source is that even the failures contribute to the next thing that comes up. Unlike a company that could spend a million dollars in two years and fail and there's nothing really to show for it, if you spend a million dollars on open source, you probably have something amazing that other people can build on.

Making things open-source brings the cost down.

In open source, we feel strongly that to really do something well, you have to get a lot of people involved.

Companies have been trying to figure out what it is that makes open source work.

I think the way IBM has embraced the open source philosophy has been quite astonishing, but gratifying. I hope they'll do very well with it.

Success for open source is when the term 'open source' becomes a non-factor in the decision making process, when people hear about Linux and compare it to Windows NT, and they compare it on the feature set and don't have much of an excuse not to use it.

Our development strategy is based on a deep understanding of our customers. They want high-quality products and good service.

Linux has never been about quality. There are so many parts of the system that are just these cheap little hacks, and it happens to run.