One of the hardest moments for me was when Yahoo offered to buy Facebook for a billion dollars, forcing us to consider our future direction.

At the time of Yahoo's offer, Facebook had 10 million users, and it wasn't clear that we would succeed beyond that point, leading to intense discussions within the company about whether to sell or continue building.

After turning down Yahoo's offer, we decided to focus on connecting more people, which ultimately led to significant growth.

The decision to reject the offer was stressful, as many believed we should sell the company, and I realized I hadn't effectively communicated our mission to the team. Turning down Yahoo's billion dollar offer was painful because it led to a significant loss of trust within the company, resulting in many employees leaving due to a lack of belief in our vision.

Facebook was always profitable from its early days, which allowed Mark Zuckerberg to maintain significant ownership and control over the company.

Facebook's platform allowed for the creation of billion-dollar businesses, with notable successes like Zynga and Spotify benefiting from it.

When we sold broadcast.com to Yahoo for $5.7 billion in stock, I was focused on protecting my investment from the market bubble.

Facebook's growth was initially slow, taking a year to reach a million users, but this time allowed us to refine the product and ensure it met user needs effectively.

Facebook's decision to not charge users was strategic, allowing them to build a successful ad business based on scale.