I took over when the stock was overpriced, but it normalized within a year or two after the bubble burst, creating a narrative about the company's performance.

Even though we had a solid growth rate, it wasn't enough to sustain the business, leading me to consider shutting it down.

In 2010, despite two years of rapid growth, I failed to accept that our startup's growth had plateaued, which ultimately led to our downfall.

Our recent financial transformation, which included addressing significant challenges, has resulted in our stock tripling in value over the past two years, demonstrating the importance of overcoming adversity.

The process of selling the company was very painful and arduous, especially since I had to maintain a double life and couldn't be transparent with my team during the acquisition process.

The stock market's expectations can create a treadmill effect for founders, where they feel pressured to achieve continuous growth, often leading to a loss of focus on their original mission.

When I became CEO, the dotcom bubble was bursting, antitrust issues dominated the company's culture, and we faced a significant accounting headache that affected profitability.

I raised 1.6 million and obsessively built the company for three years, achieving 8.4X growth in one year, which led to a position where I didn't need the money when I went to raise again.

I was committed to spending what was necessary for success, which was not well-received by Wall Street; I was much louder about this than my successor.