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.

We stood out to investors because we weren't like everyone else; we had a straightforward business model and were addressing a real pain point in a fragmented market dominated by big incumbents.

A well-known tech banker mocked us, saying we couldn't succeed in the enterprise market without building credibility and playing the right political games.

This investor's behavior felt like a power play, and ultimately, he did not invest, making the experience even more frustrating.

When I pitched the idea of building a Bloomberg for startup investors, it sounded ridiculous, but the investors ended up investing on the spot.

Investors were supportive when I decided to pivot from our game store after realizing it wasn't worth the investment, showing their confidence in our ability to figure things out.

We differentiated ourselves by combining angel investments with venture investments, a strategy that was initially met with skepticism from established VCs.

Warren Buffett faced criticism for his candid views on unethical practices in the securities market, which led to some backlash from those in the industry.

I believe in listening to shareholders, and I was surprised by the enthusiasm for advertising, even though we haven't historically done that.