We launched Airbnb in New York, where the hosts were local but travelers came from all over the world, creating a unique network effect.

I lived in Airbnb's for nearly a year out of necessity, which allowed me to deeply understand the product and its impact.

I decided to interview every single person in the early days, which helped shape the culture at Airbnb.

The 2008 mortgage crisis in New York contributed to the rise of Airbnb, as many people needed to rent out rooms to avoid foreclosure.

Airbnb's growth was significantly driven by founders engaging in customer support, which helped them understand user needs and improve their service.

We faced challenges in raising funds, with many investors not responding or passing on Airbnb, claiming it didn't fit their investment thesis or that the travel market wasn't big enough, but we eventually secured a $1.5 million valuation for Airbnb.

When I was at Airbnb, I focused too much on my own approach and didn't partner enough with the customer support leadership team, which hindered building true support for our initiatives.

At Airbnb, I learned the importance of quality and detail in product development, especially from observing CEO Brian Chesky's involvement in the experiences product.

At Airbnb, there was a need for change, which created conflict within the company to ask hard questions about team needs and project justifications.