Building a team aggressively but thoughtfully is crucial; ideally, you should not double the size of your company in any given year to avoid creating a shaky foundation.

I initially hesitated to hire others for my company, fearing they would disrupt my vision, but once I did, I realized it was a mistake to wait so long.

I wanted to build a huge business, but I knew that with the technology I had at the time, I simply couldn't scale to a multi-billion dollar business.

It's better to have an incomplete team than to have the wrong people in key positions; a founder should focus on their strengths and seek help for areas they are not proficient in.

I didn't originally think I would build something great. I wanted to try to build something useful, but I didn't think I would build anything particularly great. Probabilistically, it seemed unlikely, but I wanted to at least try.

We waited too long to hire more senior managers, which led to a chaotic environment in the early stages of the company.

I wish I had sold the big dream more effectively during fundraising, as I was too focused on being a good founder and delivering on promises.

In the early years at Facebook, we should have focused on iteration speed rather than building a large team and a polished product.

Avoid hiring too early; ensure your product provides value before expanding your team.