I was forced out as CEO after a period of rapid growth, which was influenced by market changes and compliance issues that made investors nervous. David, the CEO, focused on attacking me for six months, which ultimately drove the company into the ground.

I took over when the stock was overpriced, but it normalized within a year or two after the bubble burst, creating a narrative about the company's performance.

At the time, the success of Google felt completely uncertain, especially during the dot-com crash when many thought we wouldn't survive.

When we sold broadcast.com to Yahoo for $5.7 billion in stock, I was focused on protecting my investment from the market bubble.

Ten years ago, we faced significant challenges, but last year we sold our company for over a billion dollars.

Returning as CEO was a crucial moment for me because I had the moral authority to define the company's direction and the community's role.

When I moved into the CEO role, I had to be clear on our purpose and the values and culture we wanted to instill in the organization.

The decision to reject the offer was stressful, as many believed we should sell the company, and I realized I hadn't effectively communicated our mission to the team. Turning down Yahoo's billion dollar offer was painful because it led to a significant loss of trust within the company, resulting in many employees leaving due to a lack of belief in our vision.

Saying something publicly that was in the CEO's eyes to the detriment of the company is a significant issue.