Investors today are focusing on building physical infrastructure like data centers, similar to how they invested in fiber infrastructure during the internet boom.

I decided to start an internet company in 1995 instead of pursuing a PhD at Stanford because I wanted to be part of the technological advancements happening at that time.

In 1995, I faced a choice between pursuing a PhD in material science or doing something with the internet. I decided to defer my studies to try building something useful on the internet, which ended up being reasonably successful and sold for about $300 million.

In the early years, I spent time convincing government officials about the benefits of the internet for job creation and economic improvement, which was crucial for our growth.

Investing $6.5 billion in a no-revenue idea is a strategic move to acquire talent and innovation, reminiscent of Steve Jobs' approach.

We prioritize sending traffic to the web more than any other company, and we are committed to continuing this direction in the future.

Investing in companies that create products you use and like is a solid strategy; if you believe in the company's future, it can guide your investment decisions.

My first investment was in 3Com, the company behind the Palm Pilot, which I believed was a promising technology because it was being used by my parents at the World Bank.

Not all investors are created equal; it's essential to align visions with those who want to make the internet better.