A product needs to be sufficiently innovative to distinguish itself from the pack, but not so forward thinking as to alienate the user.

Everyone, you know, during crises times, is much more focused on, okay, how do we get the boat completely seaworthy, sailing along well, and everything going well? And so as long as you're communicating how the general strategy of the company and how the work they can do to add to that and to make that more successful and the thing that they can contribute to that, that is generally very motivating for employees in crisis times.

The value of being connected and transparent is so high that the roadbumps of privacy issues are much lower in actual experience than people's fears.

Boom and bust cycles are very difficult for businesses because you're hiring a bunch because you're planning for the future. And if the future is going to be very big, you need to hire people, or suddenly you go to boom to bust, then all of a sudden, you're kind of battening down the hatches and trying to sail, you know, through the storm, it's a different thing. So part of it is making good decisions about, well, how long is a boom cycle going to be, you know, don't plan on it going forever.

In software speed to market, speed to learning is really key. In hardware if you screw it up you are dead. So accuracy really matters.

Benevolent, enlightened, wise dictators are the most efficient form of government. The problem is what comes afterwards.

What makes the meaning of life is people, so you try to be good to people immediately around you and in your broader community. So a lot of my projects are about how I can affect the world in the hundreds of millions.