> I would love to read the high-level strategic thinking behind that. 1. It was the time of "One Windows". It didn't run Windows, and Windows wasn't going to r

> I would love to read the high-level strategic thinking behind that. 1. It was the time of "One Windows". It didn't run Windows, and Windows wasn't going to ready to run on a wearable anytime soon. 2. It was expensive to manufacture. Curved screen, curved batteries, 2 rigid bodies. Everything about the industrial design was completely custom. It was amazing we even pulled it off at all. 3. Microsoft is afraid of entering new HW territories, HW tends to lose a lot of money. 4. Windows Phone died, which shouldn't have had an impact but it kinda did mentally. Users were actually evenly split between all three platforms, (which means Windows Phone users loved us!) 5. No one was willing to put in the actual engineering effort needed to do it properly. The entire team was burning out and we were bleeding people. Consumer hardware is not supposed to be at a 1 year cadence with only 1 team doing everything. Doing it that way also means you don't get a chance to make any dramatic changes, we had to only make small iterative improvements because if you only have 8-10 months to get boards up and running, get software ported over, and then finalize everything, well, you are working insane hours just pulling that off.