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 made our revenue by leveraging our consumer network to offer corporations a more cost-effective way to communicate with their employees through streaming.

By enabling local entrepreneurs to start their own ISPs with minimal capital, we can scale quickly without the need for massive funding typically required for infrastructure. We aim to increase competition in areas where internet service is limited, particularly in rural and suburban regions dominated by regional monopolies.

In hindsight, we shouldn't have launched with a free service in the first place; we ended up becoming a truly premium model based on ticket prices. We won't monetize a free product, which allows us to undercut our competitors and led to thousands of free events being published on our platform.

When a major celebrity announces a live stream, a hundred thousand fans can request it simultaneously, causing the video server to crash. We had to find solutions to manage this sudden influx of traffic effectively.

When we pivoted to an open platform, we focused on enabling anyone to broadcast live, which clarified our problem-solving approach.

We started with a freemium model, but realized it distracted us; we shifted to a paid model and consistently increased prices over time, which helped us focus on serious customers.

Twitch faced significant traffic spikes, sometimes 20 times higher than normal, which required them to implement hacks like turning dynamic pages into static ones to handle the load during popular streams.

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.