I had to balance transparency with kindness when discussing the company's future with my team, especially as we grew larger.

Initially, we didn't articulate our values; we focused on who we enjoyed working with. As we scaled, we realized the need to define and communicate our values clearly.

As we grow, it's important to establish clear interfaces within the organization so that all teams understand how to collaborate effectively and avoid frustration.

Despite the dysfunction, we respected each other's areas of ownership, which allowed us to function and grow the company effectively, and we all found motivation from the challenges we faced while building Twitch, which required perseverance.

I struggled with the transition to being CEO, especially during a year when Bill and I didn't speak; we had to learn how to respect each other's roles.

The key to successful M&A is ensuring that acquired teams become leaders within the company, fostering a culture of innovation and agility.

During meetings with potential partners, I focused on connecting as humans first, which helped in building relationships despite the competitive landscape.

We all had moments where we impressed each other, which contributed to our strong team dynamic despite occasional disappointments.

When I moved into the CEO role, I had to be clear on our purpose and the values and culture we wanted to instill in the organization.