Bret Taylor

The focus on hardware and models and not enough focus on the applications of AI. I think many of the defining companies in AI will be delivering consumer and business solutions that happen to be powered by AI, not just the models themselves.

I don't stack rank these board members, but a board member that I've worked with twice is Fiji Simo. So she's the CEO of Instacart. I work with her at Shopify and she's also on the board of OpenAI. And one of those folks who's an operator who knows also how to be an effective board member and a remarkable intellect.

I don't stack rank these board members, but a board member that I've worked with twice is Fiji Simo. So she's the CEO of Instacart. I work with her at Shopify and she's also on the board of OpenAI. And one of those folks who's an operator who knows also how to be an effective board member and a remarkable intellect.

I don't stack rank these board members, but a board member that I've worked with twice is Fiji Simo. So she's the CEO of Instacart. I work with her at Shopify and she's also on the board of OpenAI. And one of those folks who's an operator who knows also how to be an effective board member and a remarkable intellect.

I don't know. I don't follow it enough.

I don't know. I don't follow it enough.

I don't know. I don't follow it enough.

I actually honestly don't follow that as much, not because I don't care, but I follow the companies more than the investors.

I actually honestly don't follow that as much, not because I don't care, but I follow the companies more than the investors.

I actually honestly don't follow that as much, not because I don't care, but I follow the companies more than the investors.

The art form as a board member is how to be involved enough without jumping into the operations of a company and knowing how to give advice in a way that the CEO and the management team actually hears. Finding that balance of creating the cadence with the companies you work with to get the information you need so you know where you're going to add value when you know when to like

The art form as a board member is how to be involved enough without jumping into the operations of a company and knowing how to give advice in a way that the CEO and the management team actually hears. Finding that balance of creating the cadence with the companies you work with to get the information you need so you know where you're going to add value when you know when to like

The art form as a board member is how to be involved enough without jumping into the operations of a company and knowing how to give advice in a way that the CEO and the management team actually hears. Finding that balance of creating the cadence with the companies you work with to get the information you need so you know where you're going to add value when you know when to like

call the proverbial bat phone because something's wrong is the biggest art form. So I would say, you know, board members who treat every engagement the same are probably not doing it right because different executive teams, different CEOs have will hear device advice in different ways. And the businesses are very different.

call the proverbial bat phone because something's wrong is the biggest art form. So I would say, you know, board members who treat every engagement the same are probably not doing it right because different executive teams, different CEOs have will hear device advice in different ways. And the businesses are very different.

call the proverbial bat phone because something's wrong is the biggest art form. So I would say, you know, board members who treat every engagement the same are probably not doing it right because different executive teams, different CEOs have will hear device advice in different ways. And the businesses are very different.

So I think really treating it very uniquely and finding an operating cadence, you can get the information you need to actually provide good advice.

So I think really treating it very uniquely and finding an operating cadence, you can get the information you need to actually provide good advice.

So I think really treating it very uniquely and finding an operating cadence, you can get the information you need to actually provide good advice.

Probably the most impactful, unexpected point in my career was Mark Zuckerberg making me chief technology officer of Facebook. I'm not sure I was qualified to do that job. He saw something in me and I obviously saw it in myself as well. I would say that moment kind of changed my own conception of myself from being sort of an engineer to being able to lead larger teams.