In the years to come, much would be made—not all of it kindly—of HuffPost’s success in search engine optimization, or, as its critics insisted, figuring out how to stay a step ahead of the Google search algorithm. “All you had to do was study,” Berry now says. “All you had to do was have compassion for Google’s rules.” And while that may sound too disingenuous by half, there is truth to it. Berry did study, and then he did what he and Peretti had always done: They iterated. Berry launched blogs, stories aggregated from elsewhere, photo slide shows, lists—and measured each of those launches in real time, adjusting, pushing as he went. When he and his small New York staff logged off at the end of yet another interminable day, he handed things over to the team of programmers and coders in Ukraine and South America, thereby ensuring that the work, and the measuring, never stopped. With Peretti ever more involved with BuzzFeed, with Huffington in Brentwood, and with Lerer concerning himself primarily with the business, the growing HuffPost newsroom effectively became Berry’s to run.

The space, a loft on lower Broadway above Dean & DeLuca, was a big room with long rows of desks. It was a workplace that approximated the experience of Lord of the Flies. In the absence of grown-ups, or any tradition as to how things were supposed to happen, bright and eager people in their 20s spent a lot time of yelling at one another, all the while competing to see who could drive the most traffic until the end of yet another 12-hour day, when they would head outside and drink together. “There was a feeling that we were making up the rules as we went along,” says one of them. “Most of us had so little work experience that we didn’t know it wasn’t normal.” The absence of criticism represented praise.

People came and went, and when they left, their jobs were filled by someone who might be given a half day of training on Moveable Type and cropping photos before being thrown in the deep end. “There wasn’t a lot of guidance on how things were supposed to go,” says another former employee, who, like others, asked not to be identified for fear of offending the former employer. Berry was a most approachable boss, especially if someone had an idea about something new that might entice visitors; no one could recall his ever asking for a memo, or saying no. That slide show might work, give me 20 minutes. There were new hires who understood, seemingly without explanation, that lists were always done best in odd numbers, because a top 10 list felt like, well, a Top 10 list. Some were not so happy, though, especially those who had come in the naïve hope of creating original works of journalism. They tended to leave, which was just as well, because those who stayed came to see that while a succession of editors took turns addressing the staff about news and content, the speaker who mattered was Berry. He spoke in his animated way about SEO and headlines, why nouns were better search terms than verbs—Michael Jackson Death, not Michael Jackson Dies. The ethos of the HuffPost newsroom was winning the Google search. “That,” says a former employee, “was the thrill.”

Michael Shapiro is a contributing editor to CJR and teaches at Columbia's Graduate School of Journalism. His most recent book is Bottom of the Ninth: Branch Rickey, Casey Stengel, and the Daring Scheme to Save Baseball From Itself.