Airbnb's growth was significantly driven by founders engaging in customer support, which helped them understand user needs and improve their service.

I decided to interview every single person in the early days, which helped shape the culture at Airbnb.

As young founders, our naivety allowed us to explore ideas without preconceived notions, leading us to discover the unique experience that Airbnb could offer. When we started Airbnb, we were in a very different position compared to Uber; the founders of Uber were already wealthy, while we were just trying to survive.

At Airbnb, I learned the importance of quality and detail in product development, especially from observing CEO Brian Chesky's involvement in the experiences product.

Airbnb's early communication focused on utility, but they learned that hosts must align with the company's values to create a strong culture.

Airbnb's founders exemplified the principle of doing things that don't scale by personally taking high-quality photos of listings to attract users and get their business off the ground.

I encouraged employees to embrace the challenge of the crisis as a chance to redefine their ownership and commitment to Airbnb's mission.

I ran Airbnb like a hardware startup, focusing on efficiency and discipline. This approach has proven beneficial for software development, as it encourages thoughtful decision-making and accountability.

The idea for Airbnb originated when my co-founders, Joe and Brian, decided to rent out their apartment to designers attending a conference, leading to the realization of a larger opportunity.