Melanie Perkins

We thought it would take about six months. It was really important because it was critical for cross-platform... and then it took two years and it was two years of not shipping any product, two years of a product company not being able to ship product.

It was really clear in my mind that it was the future and I thought the investors were wrong, frankly. But investors also gave really helpful feedback... they would say, 'Oh, your market's not big enough,' and I would say, 'It's going to be huge.' And I'd add a new page in my pitch deck.

It's amazing to me how you can find 10 random people on the internet and they can give such astute feedback that then is so representative for such a large number of people.

There's two ways of planning. You can dream of what is the perfect vision of the future, what future do you want to exist in, and then working from there, which is completely improbable, a completely crazy big dream. The alternate is you can look at the bricks around you and say, 'What can I do with these bricks?'

The thing that I love about a crazy big goal is that you feel completely inadequate before it. You want to work really hard to will it into existence.

I think there's two parts to product. One is building the future and towards the mission and the mission pillars. And the other is actually listening to our community and building what they want.

Step one, build one of the world's most valuable companies and step two, do the most good we can do. And in our early days I thought I'd do step one and then step two and realize that actually step one can fuel step two and step two can fuel step one.

I think it's better to solve a small number of people's problem really well than trying to solve a large number of people's problem not very well at all.