I saw a gap in the market for tools to run Ethereum nodes efficiently, which would enable institutions to engage with blockchain technology.

I don't fear competition; instead, I learn from competitors. Our approach to e-commerce is fundamentally different from Amazon's, as we focus on facilitating transactions for small to medium-sized merchants.

We stood out to investors because we weren't like everyone else; we had a straightforward business model and were addressing a real pain point in a fragmented market dominated by big incumbents.

I focused on understanding the character and relationships of founders rather than just their technical abilities, which was crucial for our investment decisions.

When I was at Twitch, we often copied features from competitors, but sometimes we realized that those features had no real value, highlighting the pitfalls of blindly following competitors. The company only started working when Emmett and Kevin began talking to users to understand their needs, rather than just copying competitors' features.

We chose not to acquire a competitor because I didn't like their culture; I believed our mission-driven approach would outlast their profit-driven one.

We're looking to support offerings of security tokens, but we don't see this as a pivot; we see ourselves as infrastructure to support sales of tokens.

I was initially more concerned about competition from Microsoft and Bing chat rather than Google, as I believed our product addressed a unique need.

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