At Twitch, we made a clear decision to prioritize the needs of streamers over viewers, focusing on streamers because they were the key to our platform's success, especially in the early days when there were only about 200 gaming streamers who mattered.

The core learning from Twitch was that if they could help streamers make money, those streamers would create content that millions wanted to watch.

We pivoted Justin.tv into Twitch, focusing on video game streaming, which eventually sold to Amazon for $970 million in 2014.

Despite the dysfunction, we respected each other's areas of ownership, which allowed us to function and grow the company effectively, and we all found motivation from the challenges we faced while building Twitch, which required perseverance.

Breaking even at Justin.tv was a moment of infinite clarity for me, highlighting the importance of operating sustainably rather than on investors' dimes.

When we pivoted from Justin.tv to Twitch, we had about 400,000 monthly active users, which was only 2% of Justin.tv's total user base, but it was the only content I was genuinely interested in running.

As Twitch scaled, we focused 70-80% of our engineering efforts on improving our video system because if the video didn't work, it didn't matter how good the rest of our product was.

Within two months of launching Twitch, we realized we had product-market fit, experiencing growth rates of 30-40% per month, which was a clear indicator of our success.

I invested in Justin.tv, which aimed to livestream everything, and while it struggled initially, it eventually pivoted to Twitch, focusing on video game streaming, which became a huge success.