Don't lose sight of user delight.

My approach is that you have to earn the respect of people you work with.

I think failing is the best way to keep you grounded, curious, and humble. Success is dangerous because often you don't understand why you succeeded. You almost always know why you've failed. You have a lot of time to think about it.

I think you're defined as a company by what you choose to do and what you choose not to do.

I need to aspire to be a great CEO and not just a great product engineer.

Clearly as you move to being a public company, probably even more than growth, there is a huge value based on predictability.

From the beginning... I wanted to build a company that could sustain not for two years or four years or even ten years but be something that really matters over time the way Amazon and Google and others have.