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

Despite initial skepticism from investors about Dropbox competing with Google, I emphasized that just because others had tried similar ideas didn't mean it was a bad one.

Paul Buchheit, the inventor of Gmail, built it as a side project at Google, focusing on doing things that don't scale, which ultimately led to a product used by 1.5 billion people.

My most spectacular failure was being the first product manager on Google Hangouts, where despite having thousands of people and the full power of Google, we still couldn't build a great messaging product.

The key to Gmail's development was to focus on making users happy, which involved iterating on features based on their requests.

At Google, I learned that you should focus on launching something today rather than getting bogged down in detailed designs.

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.

The Gmail system prompt serves as a basic email writer, producing emails that no individual would authentically write, which limits its effectiveness.

At Google, we focused on a few key things, and when Larry Page said yes to something, it meant it was important and everyone rallied around it.