I turned down a $12 billion offer from Microsoft because I felt that we had a unique opportunity to create something special and control our own destiny.

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.

We were patient in the first three years, focusing on creating a strong business model to support small to medium-sized merchants rather than copying models from Amazon or eBay.

Microsoft acquired both our product and contracting companies in 2014, which was unexpected but beneficial due to the demand for skilled developers at that time.

I turned down an acquisition offer from a clothing startup because I saw so much potential in Gobble and wanted to focus on solving a real problem in the meal kit space.

In the early days of Amazon, we faced failures with companies integrating due to infrastructure issues, which led to the creation of AWS.

We didn't quit during the Jet.com integration, and despite initial criticism, we built a strong e-commerce platform that is now a dominant player.

When I received an offer from Boston Scientific to buy my company for $275 million, it was a moment of disbelief after years of struggle and rejection.

Amazon's architectural changes in the late 90s aimed to scale quickly, but resulted in a brittle monolithic structure that couldn't sustain growth.