I believed strongly that Google Photos would be a billion-user product, so I continued to work on it despite being told not to, which led to conflicts with my bosses.

After being told to leave the team twice, I leveraged my connections in the industry to gain support for building Google Photos, and ultimately, we got the green light to proceed.

After selling our company to Google, we planned to rebuild our photo roll idea with Google technology to create Google Photos, and I was optimistic about its success.

On our first day at Google, we found out that all our plans were changed, and we were assigned to work on Google+ instead of Google Photos, which created a lot of conflict for me.

I didn't want my previous work on Bump to be a failure, so I fought to pursue the opportunity with Google Photos, refusing to take no for an answer.

Once we received approval, our team from Bump collaborated with Google engineers to build Google Photos from scratch in about nine months, launching it in 2015.

In the early days of Google Photos, we observed that while many users dropped off quickly, a stable percentage remained engaged, which gave us confidence in the product's potential for growth.

Google struggled with social networking because it didn't resonate with the company's core interests, focusing instead on technical challenges.

To create a product like Google Photos that billions will use, you must be fully committed and understand that success rarely follows a straight path; expect failures and challenges along the way.