During the pandemic, we received unexpected calls from companies like A&D Networks and Viacom CBS, who needed our help with remote collaboration. This led us to redefine our service from a general file access platform to a creative content collaboration tool, significantly increasing our annual recurring revenue.

We decided to forgo our initial revenue from website creation to focus on building a network, which made it easier to attract more companies to join Link Exchange.

When we launched our messaging product, it quickly became a significant part of Twilio's revenue, surpassing our voice services.

When we faced high costs for streaming live video, we implemented free peering relationships with ISPs to save money. If an ISP refused, we displayed a message to users explaining the situation and encouraging them to contact their ISP.

We had to keep our messaging incredibly simple to ensure our VAR channel could effectively sell our product to larger accounts.

The biggest decision we made at Twitch was to be generous with revenue share, which was painful for us but crucial for attracting and retaining streamers.

By delivering a fuller solution, we can increase revenue and reach through partnerships with larger companies that take our products to market.

YouTube's rapid growth led us to negotiate our own bandwidth and server prices, allowing us to control costs more effectively as we scaled.

We aimed to create a recurring revenue model with the enterprise agreement, which allowed companies to pay a fixed amount annually for software usage.