Our business plan was to take expensive technology from workstations and make it inexpensive for consumers, with video games as the killer app.

Our strategy includes ensuring the current core products are refined while also identifying easy ways to monetize our services at scale.

We didn't take the approach of getting a billion users and figuring out how to make money later; we focused on how to monetize if we could get to 100 million monthly active users.

We initially planned to build a chat app for gaming, but we thought we could bootstrap it through a game. When the game failed, we realized we could launch the chat app directly instead.

We launched our product online, supported it via email, and maintained a frugal, cash-neutral operation while reaching an international market from the start.

Epic Games started by distributing shareware games digitally, which was innovative at the time, allowing them to reach a global audience faster than traditional retail methods.

Our goal is to democratize education, and while we initially thought we could monetize through user-generated translations, we found that a freemium model was more effective for our growth.

In 2008, with the market collapse, we realized we needed to start making money, so we focused on monetizing our site and cutting costs.

During a meeting with Rockstar Games, I realized that to compete in the PC game store market, we would need to invest heavily in minimum guarantees for game titles, which led us to pivot away from that business.