I didn't expect the overwhelming support from the public and OpenAI employees when I spoke out against the company's practices; it was a surprising and uplifting experience that exceeded my expectations.

The challenges of being CEO of OpenAI include managing multiple big decisions simultaneously and dealing with competition from other major companies.

There is a delicate balance between being excited about AGI and the apprehension that comes with OpenAI's role in its development, which raises concerns about unilateral decision-making in AI governance.

An OpenAI employee named Dan encouraged me to return to Google, highlighting that this is a transformative moment in computer science.

I'm a founder at OpenAI, focusing on robotics and the application of deep learning in this field.

Deciding to start OpenAI was a pivotal moment for us. We almost didn't do it because AGI seemed like a crazy idea, and there were many other successful startups to pursue. It took a core group of people to look each other in the eye and commit to the mission, despite the doubts.

Meta views OpenAI as their biggest competitor, and I respect their aggressive approach to innovation, even if their current AI efforts haven't met expectations.

When we started OpenAI, I was convinced that deep learning was genuinely working and that it improved with scale. This realization was crucial because it seemed like others weren't recognizing its potential.

I initially aimed to start a robotics company, believing it would be the first successful business built on deep learning, but I ended up at OpenAI to learn from smart people and gain expertise in deep learning.