Airbnb's growth was significantly driven by founders engaging in customer support, which helped them understand user needs and improve their service.

I ran Airbnb like a hardware startup, focusing on efficiency and discipline. This approach has proven beneficial for software development, as it encourages thoughtful decision-making and accountability.

The mistake I made was delegating decisions to the wrong level in the organization, which hindered our ability to ship great products.

I would have changed the focus from sales and marketing to delighting customers earlier, as our early DNA was too sales-heavy and not customer-focused.

At Airbnb, I learned the importance of quality and detail in product development, especially from observing CEO Brian Chesky's involvement in the experiences product.

At Airbnb, there was a need for change, which created conflict within the company to ask hard questions about team needs and project justifications.

In the early days of Airbnb, we struggled to achieve product-market fit and faced significant challenges in getting people to adopt our service.

I encouraged employees to embrace the challenge of the crisis as a chance to redefine their ownership and commitment to Airbnb's mission.

Working on user growth is best learned by being part of a growth team, as I experienced at Airbnb.