Being naive about industry norms allowed us to innovate without the constraints of traditional expectations.

We had a surprisingly functional four-person leadership team, despite our dysfunctional interpersonal dynamics and management practices.

We got caught in the mindset of being just a platform company, which limited our ability to innovate and adapt to new market demands.

One of my biggest mistakes was not documenting our culture and values early enough, which led to misunderstandings about responsibilities within the team.

The original ideas that guided us were incredibly accurate, even though the journey had many twists and turns.

I spent a lot of time thinking about conflicts of principle, where things were not fitting together properly, and concluded that sometimes you have to change things or break the mold a little bit.

We learned a lesson from doing the iPhone app: even though we had all these ideas of great features, we weren't great at one thing; there wasn't one thing that was special about it.

We lived frugally in a two-bedroom apartment, which gave us the freedom to make mistakes without financial pressure.

In the mobile space, we were too focused on extending Windows instead of recognizing the need for a completely new approach.