I ended up at Google because they had a product I used and loved, and I was really into Linux, which was a key factor in my decision to join the company.

My most spectacular failure was being the first product manager on Google Hangouts, where despite having thousands of people and the full power of Google, we still couldn't build a great messaging product.

During my 12 years at Google, I focused on shaping a culture of creativity and innovation by training people in curiosity, empathy, and experimentation.

After my treatment, I realized that my job at Google had evolved away from building products for users, and I wanted to work with people who were innovating the future.

I eventually moved to California to work at Google, where I was in online sales and operations, while continuing to explore side projects.

I learned a lot from the Google Glass experience, including the importance of understanding consumer electronics supply chains.

The environment at Google was buzzing with productivity; everyone was excited about building great products and systems.

At Google, I learned the power of thinking really big, which became a normal part of how I operated.

When I joined Google in 1999, it was a small startup with an electric atmosphere, and I was excited to work on big projects.