During the Airbnb interview, I was impressed by the founders' energy and their willingness to go to great lengths to make their company succeed.

I lived in Airbnb's for nearly a year out of necessity, which allowed me to deeply understand the product and its impact.

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.

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.

Airbnb's early communication focused on utility, but they learned that hosts must align with the company's values to create a strong culture.

Airbnb's growth was significantly driven by founders engaging in customer support, which helped them understand user needs and improve their service.

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.

When I was at Airbnb, I focused too much on my own approach and didn't partner enough with the customer support leadership team, which hindered building true support for our initiatives.

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.