In the early days, we focused on hiring the best talent to fill gaps in our skills, which helped us grow from three to over 300 employees in just a few years.

Yahoo treated us incredibly well during our time there, allowing us to ship many cool mobile apps and build our own lab, but it was hard to lose control over the culture we had built.

In ten years, Apple grew from just the two of us in a garage into a $2 billion company with over 4000 employees, but then I got fired.

The talent density at Oracle was significant, as many core team members went on to create or reinvent major technologies at companies like Google, Facebook, and Twitter.

Celebrating successes and recognizing real-world impacts of our work is vital for building a strong company culture and cohesion.

Our company culture is the most important aspect of our future. It will attract great talent and encourage existing employees to excel, ensuring that we remain a significant player in the industry for years to come.

We expanded rapidly, adding staff from 50 to over a thousand in just a few months, which made it challenging to maintain a cohesive company culture.

We were accepted into Y Combinator, which was a significant milestone for us and changed the course of our company.

After leaving Google, I wanted to create a company that replicated the early, exciting environment of Google, focusing on building a great workplace.