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.

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

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.

I decided to interview every single person in the early days, which helped shape the culture at Airbnb.

The transition from air beds to allowing entire homes to be rented was crucial for Airbnb's growth, transforming it from a niche idea to a billion-dollar company.

A pivotal moment for Airbnb was realizing that hosts didn't need to be present for guests to rent an entire apartment, which expanded our business model significantly.

In 2007, I hosted three people at my apartment in San Francisco for a design conference, and that unique experience made me realize we were onto something with the idea for Airbnb.

During my time at Airbnb, the company grew significantly, from around 30 product managers to over a hundred, highlighting the rapid expansion and the scale of operations.

During a listening tour in New York City, I met with many critics of Airbnb, which helped reduce negative sentiment towards the company over time.