I didn't originally think I would build something great. I wanted to try to build something useful, but I didn't think I would build anything particularly great. Probabilistically, it seemed unlikely, but I wanted to at least try.

I learned a lot from my first startup, especially about what not to do, like playing startup without having product-market fit.

We learned a lesson from doing the iPhone app: even though we had all these ideas of great features, we weren't great at one thing; there wasn't one thing that was special about it.

I learned that without customer feedback, I had no idea what to build, which was a critical lesson I missed in my previous startup.

The second time as a founder, I focused on building something that works and sought to disprove things with my first set of customers.

I learned a lot about what not to do if I were to start another startup after Homejoy, and much of this comes from my past failures.

The original vision for OnePlus was to leverage Oppo's supply chain advantages to sell products online and disrupt the market.

I realized that it doesn't matter what you start; it matters what you finish, so I focused on helping founders launch quickly to iterate effectively.

We initially started a company based on a bad idea, trying to create a wiki for stock research, but it never took off, which is common in consumer businesses where success can feel random.