I met him once in person, but never heard him talk about the editorial process. We went through an office reno in my time there that eliminated cubicles and most offices and created a one-room "collaborative" workspace--for people who all worked with headphones on. I see what was intended, but without more editorial structure (i.e., distinct acquisition, development, and production levels with accompanying procedures and staff), the book-producing process--and accountability for missteps--was a blur. A distinct contrast was O'Reilly's contract with Microsoft Press: Those books received special handling as opposed to O'Reilly-branded titles, and MS provided massive amounts of documentation for editors to use, as opposed to the O'Reilly mantra of "preserve the author's voice." It was, at best, a confusing place to work for someone with a background in traditional book publishing.