Bill and I always warned people not to get our stock price too high; we didn't want them to feel cheated buying our stock, which likely lowered expectations on ourselves.

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.

It's really hard to be a public company due to reporting requirements and misaligned shareholder interests.

I conducted monthly investor updates to maintain transparency about our financial health and operational challenges.

Public market companies must deliver consistent earnings, as missing a report can lead to stock declines and employee unrest, which distracts from long-term goals.

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.

I was forced out as CEO after a period of rapid growth, which was influenced by market changes and compliance issues that made investors nervous. David, the CEO, focused on attacking me for six months, which ultimately drove the company into the ground.

I missed out on investing in Dropbox because I canceled a meeting with Drew, which was poor investor behavior and cost me a significant opportunity.

I held onto my Microsoft stock because of loyalty, and I wanted to be the best investor, staying informed about the company even after leaving.