Last year, our gross ticket sales reached $1 billion, but that only represents 30% of our business; the other 70% comes from free events, which drive growth through a cycle where attendees become organizers.

Last year, we processed a billion dollars in gross ticket sales and had over a million events on the platform, but day-to-day, I'm focused on how we can continue to grow in the right way and think about the culture and the people.

After a challenging incident where demand surged unexpectedly, we decided to refund all customers, which significantly impacted our finances but reinforced our commitment to customer satisfaction.

We targeted major events like the Democratic National Convention and the World Cup to bootstrap our growth, focusing on PR and word of mouth.

In 2020, we focused on keeping everyone safe, ensuring liquidity for merchants and Dashers, and supporting the community by providing free delivery for hospital workers.

I have never accepted money from the Chinese government because I believe a company should focus on making money from customers rather than relying on government support.

When we went public, we raised $25 billion, which is not just money; it's the trust from people who want us to do better jobs and help more people.

After attending a leadership discussion at Davos, I decided to launch our payment system immediately, understanding the importance of building trust for the future of e-commerce in China and globally.

In hindsight, we shouldn't have launched with a free service in the first place; we ended up becoming a truly premium model based on ticket prices. We won't monetize a free product, which allows us to undercut our competitors and led to thousands of free events being published on our platform.