One of the hardest moments for me was when Yahoo offered to buy Facebook for a billion dollars, forcing us to consider our future direction.

I executed a collar strategy to protect my investment after selling to Yahoo, which turned out to be one of the top trades of all time.

The decision to reject the offer was stressful, as many believed we should sell the company, and I realized I hadn't effectively communicated our mission to the team. Turning down Yahoo's billion dollar offer was painful because it led to a significant loss of trust within the company, resulting in many employees leaving due to a lack of belief in our vision.

After turning down Yahoo's offer, we decided to focus on connecting more people, which ultimately led to significant growth.

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.

Yahoo offered to buy Facebook for a billion dollars, which was a significant turning point for the company, as it forced us to evaluate our future and the potential impact of what we were building.

At the time of Yahoo's offer, Facebook had 10 million users, and it wasn't clear that we would succeed beyond that point, leading to intense discussions within the company about whether to sell or continue building.

I started investing at a young age, motivated by my parents' encouragement and the opportunity to build a portfolio on Yahoo Finance during the dot-com boom.

Dustin and I ultimately decided to reject Yahoo's offer, believing we could connect with more than just the 10 million users in schools and create something truly successful.