I believe that hiring senior managers with experience is important, but you also need to balance that with nurturing young talent within the company.

We hire ex-founders who are reluctant managers but know they have to manage, which helps us prepare for the next stages of the company.

Hiring non-traditionally qualified executives can lead to a more effective team in a rapidly scaling company.

As we grew, we faced challenges with leadership, often placing inexperienced individuals in leadership roles too early, which can lead to failures and dissatisfaction.

When hiring, we look for ambitious individuals who are excited about our vision, even if they aren't lifelong users of our product. This allows us to bring in fresh perspectives that can help us improve and grow.

When hiring, I prioritize younger people to maintain our original corporate culture and to adapt to the evolving market, especially after going public.

In the early days of Airbnb, we were hesitant to hire senior leadership too soon, but I now believe it's crucial to bring in experienced management when you know you're going to scale.

As your organization grows, recruiting top talent and managing interpersonal conflicts become increasingly challenging.

As companies grow, it's essential to maintain transparency about risks and challenges to attract the right talent.