The initial traction we received was surprising, leading us to iterate quickly based on user feedback and adapt our product accordingly.

We shifted our guiding principle from 'think long-term' to 'think long-term, ship today,' empowering our team to take risks and experiment, which accelerated our execution significantly.

After facing significant setbacks, we took back control from our investors and focused on learning from our mistakes to develop a better product.

The transition from a sales-driven company to a product-driven company was challenging, as it required changing our organizational DNA and objectives.

My mentor Steve Blank advised me not to be afraid to pivot when things weren't working out, which led me to reconsider our approach to the business.

When we started, there was no grand strategy; it was bottoms up from users in the early days, and we were able to make a dent because many competitors were building supply chain backward instead of customer backward.

I believed in staying hardcore and learning from our mistakes, but Microsoft struggled to pivot from its established model to embrace new opportunities in mobile.

In 2011, we made the aggressive decision to separate our DVD and streaming services, which led to significant backlash and a drop in stock, teaching us the importance of balancing innovation with customer expectations.

Instead of gradually launching new products, we announced five new products simultaneously, which was counterintuitive but ultimately transformed our market positioning and competitive landscape.