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

None of us wanted to take on each other's roles, as we were all comfortable in our own areas of expertise, which helped us form a strong bond during tough times.

We had a surprisingly functional four-person leadership team, despite our dysfunctional interpersonal dynamics and management practices.

Having a four-person co-founder team and maintaining engagement from all members over the years is rare, but our strong interpersonal dynamics contributed to our stability.

There was a deep integrity and trust among us, which meant we never blamed each other for failures; we were all in it together.

During the merger, we had to navigate complex dynamics and ensure that both teams felt valued while working towards a common goal.

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.

When I was at Twitch, we often copied features from competitors, but sometimes we realized that those features had no real value, highlighting the pitfalls of blindly following competitors. The company only started working when Emmett and Kevin began talking to users to understand their needs, rather than just copying competitors' features.

Despite facing dysfunction in decision-making, the deep trust among us as leaders helped us avoid falling apart.