I was forced out as CEO after a period of rapid growth, which was influenced by market changes and compliance issues that made investors nervous. David, the CEO, focused on attacking me for six months, which ultimately drove the company into the ground.

Returning as CEO was a crucial moment for me because I had the moral authority to define the company's direction and the community's role.

Despite the risk of failure, Meg Whitman took on the challenging role of CEO at Hewlett-Packard right after her significant loss, demonstrating resilience and confidence in her abilities.

The strategy proposed by the board after my resignation was to have David step in as CEO temporarily, but I felt that a clean break was necessary. I didn't intend to start another company in the HR space at first, but it became clear that David was not making Zenefits work and was driving the company into the ground.

When I became CEO, the dotcom bubble was bursting, antitrust issues dominated the company's culture, and we faced a significant accounting headache that affected profitability.

The CEO must have the authority to fire underperforming co-founders, ensuring accountability and effective leadership within the team.

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

Navigating the negative press cycle and loss of trust from users was exhausting for Robinhood's leadership, but it led to a commitment to transparency and rebuilding trust.

People's anger towards banking CEOs stems from their violation of the social contract of leadership, sacrificing employees for their own interests.