When I joined Google in 1999, it was a small startup with an electric atmosphere, and I was excited to work on big projects.

Many startups in the 2000s blindly emulated Google's office culture, believing that adopting open offices and free snacks would guarantee their success, without understanding the unique aspects that made Google great.

The environment at Google was buzzing with productivity; everyone was excited about building great products and systems.

When I joined Google, I was the 23rd employee, and it felt really cool to be part of such a small, innovative team.

After leaving Google, I wanted to create a company that replicated the early, exciting environment of Google, focusing on building a great workplace.

When I started at Google, projects were assigned informally, often based on conversations during social events, like skiing trips.

At the time, the success of Google felt completely uncertain, especially during the dot-com crash when many thought we wouldn't survive.

Leaving Google wasn't about starting a company; it was about personal growth and experiencing new things, which eventually led me to work with early-stage teams.

During my 12 years at Google, I focused on shaping a culture of creativity and innovation by training people in curiosity, empathy, and experimentation.