I started Crypto-Gram because I had a lot to say about security, and book-length commentaries were too slow and too infrequent. Sure, I was writing the occasional column in the occasional magazine, but those were also too slow and infrequent. Crypto-Gram was supposed to be my personal voice on security, sent directly to those who wanted to read it.

I originally thought about charging for Crypto-Gram. I knew of several newsletters that funded themselves through subscription fees, and figured that a couple of hundred subscribers at $150 or so would sustain itself very nicely. I don't remember why I decided not to -- did someone convince me, or did I figure it out myself -- but it was easily the smartest decision I made about this newsletter. If I'd charged money for the thing, no one would have read it. Since I didn't, lots of people subscribed.

There were 457 subscribers by the end of the first day. After that, circulation climbed slowly and steadily. Here are the totals for May of each year:

Those numbers hide a lot of readers, like the tens of thousands that read Crypto-Gram via the Web. I also know of people that forward my newsletter to hundreds of others. There are many foreign translations that have their own subscription list. These days I estimate that I have about 25,000 newsletter readers not included in those numbers.

I have no idea where the initial batch of subscribers came from. Nor do I remember how people subscribed before the webpage form was done. I do remember my first big burst of subscribers, though. It was following my special issue after 9/11. I wrote something short for the September issue, but I found that I couldn't stop writing. Two weeks later, I published a special issue on the terrorist attacks. Readers forwarded that issue again and again, and I ended up with many new subscribers as a result.

Reader comments began earlier, in December 1998. I found I was getting some really intelligent comments from my readers -- especially those that disagreed with me -- and I wanted to publish some of them. Some of the disagreements were nasty. In October 1998, I started a column called "The Doghouse," where I made fun of snake-oil security products. Some of the companies didn't like being so characterized, and sent me threatening legal letters.

Turns out that publishing those sorts of threats as letters to Crypto-Gram was the best defense, even though my lawyers always discouraged it. None of these incidents ever went past the threatening stage, even though court papers were occasionally filed.

Over the years, Crypto-Gram's focus has changed. Initially, it was all cryptography. Then, more computer and network security. Then -- especially after 9/11 -- more general security: terrorism, airplanes, ID cards, voting machines, and so on. And now, more economics and psychology of security. My career has been a progression from the specific to the general, and Crypto-Gram has generalized to reflect that.

The next big change to Crypto-Gram came in October 2004. I had been reading about blogging, and wondered for several months if switching Crypto-Gram over to blog format was a good idea or not. Again, it was about speed and frequency. I found that others were commenting on security stories faster, and that by the time Crypto-Gram would come out, people had already linked to other stories. A blog would allow me to get my commentary out even faster, and to be part of the initial discussions.

I went back and forth. Several people advised me to change, that blogging was the format of the future. I was skeptical, preferring to push my newsletter into my readers' mailboxes every month. I sent a survey to 400 of my subscribers -- 200 random subscribers and 200 people who had subscribed within the past month -- asking. My eventual solution was the second smartest thing I did with this newsletter: to do both.

The Schneier on Security blog started out as Crypto-Gram entries, delivered daily. And the early blog entries looked a lot like Crypto-Gram articles, with links at the end. Over the following months I learned more about the blogging style, and the entries started looking more like blog entries. Now the blog is primary, and on the 15th of every month I take the previous month's blog entries and reconfigure them into Crypto-Gram format. Even today, most readers prefer to receive Crypto-Gram in their e-mail box every month -- even if they also read the blog online.

These days, I like both. I like the immediacy of the blog, and I like the e-mail format of Crypto-Gram. And even after ten years, I still like the writing.

People often ask me where I find the time to do all of that writing. It's an odd question for me, because it's what I enjoy doing. I find time at home, on airplanes, in hotel rooms, everywhere. Writing isn't a chore -- okay, maybe sometimes it is -- it's something that relaxes me. I enjoy putting my ideas down in a coherent narrative flow. And there's nothing that pleases me more than the fact that people read it.

The best fan mail I get from a reader says something like: "You changed the way I think." That's what I want to do. I want to change the way you think about security. I want to change the way you think about threats, and risk, and trade-offs, about security products and services, about security rhetoric in politics. It matters less if you agree with me or disagree, only that you're thinking differently.

Thank you. Thank you on this 10th anniversary issue. Thank you, long-time readers. Thank you, new readers. Thank you for continuing to read what I have to write. This is still a lot of fun -- and interesting and thought provoking -- for me. I hope it continues to be interesting, thought provoking, and fun for you.

Although several other quick-service restaurants like McDonald's lack any comprehensive Wi-Fi plan--Burger King, Wendy's, and Subway to name three of the largest--Wayport is locked out of working with direct competitors. This opens the potential for another firm to handle a several-thousand-location network. Wayport has worked with both McDonald's corporate-owned stores (about 2/3rds of stores in the U.S.), as well as reaching out to franchisees, who Lowden noted pay a predetermined flat rate for the service via McDonald's. "It's made them incredibly efficient to be able to offer this to their franchisees at one price, instead of variable pricing," he noted. Wayport acts as the layer between various telecom providers, applications and services, and the stores.

Wayport provides several kinds of back-office services, although credit-card processing was the first thing htey rolled out. They've extended to remote video feeds for security, Redbox DVD rental systems that are found in some McDonald's, and kiosks used for job applications. Lowden said Wayport offers things as straightforward but critical as a dial-up fail-safe when a broadband connection drops.

Wayport also manages AT&T's hotspot network, which puts them in the unwiring seat for the 7,000-odd Starbucks stores that will converted from T-Mobile to AT&T service during 2008. Wayport was once the clear leader in the hotspot builder market, with T-Mobile in the second position. Now, Wayport will be operating through a direct contract or management agreement over 18,000 hotspots in the U.S.; T-Mobile will likely be the second biggest with a couple thousand locations (Borders and FedEx/Kinko's tops among them). The No. 3 player is hard to figure. Panera?

I've been predicting for some time that media on the edge--music, videos, movies, and games stored on servers on the local Wi-Fi network--will be the next big development in venue-oriented Wi-Fi, with Starbucks likely far in the lead. Lowden wouldn't comment on any specific plans in the works, of course, but said generally, "Storing and caching all that content on the edge...hasn't been leveraged in the past, but it will be in the future to create a very unique experience." At Barnes & Noble, Wayport caches some multimedia data that's available to customers in the stores.

The advantage for in-store media storage is that you can leverage the speed of the local network, and add additional access points to distribute network load. The choke point is no longer the Internet connection, but local network speed. I expect--though Wayport, AT&T, and Starbucks haven't said it--that Starbucks infrastructure will be all 802.11n for this reason, likely with both 2.4 GHz and 5 GHz support for the best throughput in the higher-frequency band for media transactions. (In fact, I wouldn't be surprised if you could only buy movies via 5 GHz.)

Lowden also noted that the proliferation of mobile devices with Wi-Fi built in have led to them reaching out to venues that wouldn't have made sense for them to work with previously, and for unlikely candidates to reach out to them, too. Wayport is now working with a number of healthcare facilities that, while they have their own network infrastructure, wanted to outsource public access Wi-Fi (whether they choose to charge or underwrite it), and certain applications that they're not as experienced with running themselves.

A little history: In 2001 and again in 2004, the heat seemed to be on the public side of Wi-Fi: lots of money to be made, ostensibly, lots of partnerships and venues to be built, and an overcrowded supply of infrastructure builders. The year before, Wayport looked to be an also-ran in the hotspot provider business.

Despite being one of the earliest firms to put Ethernet and then Wi-Fi into hotels, and build out hotspots in airports; and despite their survival of the first hotspot meltdown in 2001 during the dotcom crash and brief venture capital shortage; and despite their early entrance into allowing wholesale pricing for hotspot aggregators; the firm seemed about to be eclipsed by apparently deep-pocketed Cometa (with AT&T, IBM, and Intel in various capital and support roles), Toshiba's mom-and-pop focused turnkey system, and T-Mobile, which had the Starbucks contract. What a difference a year makes.

Cometa, Toshiba, and Wayport contended for the contract to build out back-office and public-access service at McDonald's in the U.S., and Wayport won. Within a few weeks, Toshiba passed its few hundred locations to Cometa, which shut its doors in May 2004. Wayport, meanwhile, had cooked up a strategy for McDonald's that it announced later that month.

Their approach involved a fixed-rate charged for unlimited access by retail network partners for all the locations in their pool. This meant that partners had a fixed cost, instead of a per-session cost, and Wayport could obtain specific revenue even before usage by a partner ramped up. Wayport hasn't discussed the details of this arrangement in depth since, but has partnered with Sony with its Mylo, Nintendo with its DS game player, and ZipIt with its wireless messaging appliance.

The McDonald's deal also apparently gave Wayport a way to extend its work with SBC-later-AT&T; Wayport had earlier in 2004 became the managed-services contractor for SBC to build out The UPS Store/Mailboxes Etc. nationwide. (UPS dropped AT&T as its partner in mid-2007, although that didn't appear to have anything to do with Wayport's role.)

AT&T through Wayport developed its large resold/managed footprint that incorporated resale of Wayport's McDonald's locations with the UPS Store and a few hundred other managed locations, including a handful of airports. The Cingular acquisition of AT&T Wireless put more airports in SBC's hands, too. (SBC was once the 60 percent majority owner of Cingular; when SBC and BellSouth, the other owner, merged that put the newly rebranded AT&T in charge of Cingular which it relabeled as AT&T. Confusing, huh?)