In the early days of FlightCar, we launched without a parking lot by using a local BART station, which led to rapid growth but also caught the attention of the BART police due to the number of cars parked there.

FlightCar was born from the idea of car-sharing at airports, allowing travelers to rent out their cars while they were away, fully insured.

After FlightCar, I knew I was going to start another company, but this time I was going to be much more thoughtful about it.

In the early days of Instacart, I personally fulfilled orders myself, even without a car, leading to deliveries arriving in Uber black cars.

After FlightCar, I joined Airbnb as a product manager to learn how successful companies operate and to gain insights into building a great product.

We faced a chicken-and-egg problem in our marketplace, needing customers before we could find cleaners, so we decided to become cleaners ourselves to fulfill the demand.

I had to earn every single user and every single dollar that came in, which taught us to be extremely efficient and scrappy with our incubation capital.

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 had to make tough decisions during a crisis, including shrinking the team and raising funds, which ultimately extended our runway and allowed us to launch successfully despite market challenges.