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I first set foot in China in November 2006. I had no idea what I was walking into. When I told my mother I was going to visit Shenzhen, she exclaimed, “Why are you going there? It’s just a fishing village!” She wasn’t wrong: Shenzhen was just a town of 300,000 back in 1980, but it had exploded into a megacity of 10 million in less than 30 years. Between my first visit and the time I wrote this book, Shenzhen gained an estimated 4 million people—more than the population of Los Angeles. In a way, my understanding of manufacturing over the years has mirrored Shenzhen’s growth. Before going to China, I had never mass-produced anything. I didn’t know anything about supply chains. I had no idea what “operations and logistics” meant. To me, it sounded like something out of a math or programming textbook. Still, Steve Tomlin, my boss at the time, charged me with figuring out how to build a supply chain suitable for our hardware startup, Chumby. Sending a novice into China was a big risk, but my lack of preconceived notions was more of an asset than a liability. Back then, venture capitalists shunned hardware, and China was only for established companies looking to build hundreds of thousands of units of a given product. My first set of tours in China certainly supported that notion, as I primarily toured mega-factories serving the Fortune 500. Chumby was lucky to be taken under the wing of PCH International as its first startup customer. At PCH, I was mentored by some of the finest engineers and supply chain specialists. I was also fortunate to be allowed to share my experiences on my blog, as Chumby was one of the world’s first open hardware startups.