Mark Zuckerberg

Yeah, that tracks. That's what I just said. Sounds right.

Yeah, that tracks. That's what I just said. Sounds right.

I think it's that we're a technology company that is focused on human connection, not a specific type of app. So we never thought about ourselves as a website or a social network or anything like that.

I think it's that we're a technology company that is focused on human connection, not a specific type of app. So we never thought about ourselves as a website or a social network or anything like that.

For me, building this kind of glasses to enable the future of people being able to feel present with another person no matter where they actually physically are is the natural continuation of the kind of apps that we build today. But it depends on how you define what you are. And then you need to figure out well, how do you give yourself the competence to actually go do that?

For me, building this kind of glasses to enable the future of people being able to feel present with another person no matter where they actually physically are is the natural continuation of the kind of apps that we build today. But it depends on how you define what you are. And then you need to figure out well, how do you give yourself the competence to actually go do that?

And that's where I think being a strong technology company comes in. Because, you know, a lot of companies, I think, think about themselves too narrowly in terms of, okay, well, we're this kind of one thing, and the reason why we can build all these things is because we have a really strong technology foundation. And some of that is just... me and how I think about stuff.

And that's where I think being a strong technology company comes in. Because, you know, a lot of companies, I think, think about themselves too narrowly in terms of, okay, well, we're this kind of one thing, and the reason why we can build all these things is because we have a really strong technology foundation. And some of that is just... me and how I think about stuff.

I was an engineer before I got started. I mostly took systems engineering type classes when I was in college. So you talk about Friendster and MySpace and all the scaling challenges they had doing the graph calculations of like, all right, do you know this person? Should you show them their page?

I was an engineer before I got started. I mostly took systems engineering type classes when I was in college. So you talk about Friendster and MySpace and all the scaling challenges they had doing the graph calculations of like, all right, do you know this person? Should you show them their page?

So I think it's a combination of a product question and a technology question. I think you can define the product in such a general way that the technology becomes basically impossible to solve. So you want to have a smart product definition, but then you want to be competent and better than everyone else at the technology.

So I think it's a combination of a product question and a technology question. I think you can define the product in such a general way that the technology becomes basically impossible to solve. So you want to have a smart product definition, but then you want to be competent and better than everyone else at the technology.

And I think that that's something that we've held ourselves to and built a good organization around. And it's one of the things that I... observed as soon as I came out to the Valley, that all these companies that called themselves technology companies were not really set up that way. The companies I was talking about, it's like, The CEO wasn't technical.

And I think that that's something that we've held ourselves to and built a good organization around. And it's one of the things that I... observed as soon as I came out to the Valley, that all these companies that called themselves technology companies were not really set up that way. The companies I was talking about, it's like, The CEO wasn't technical.

The board of directors had no one technical on it. They had one dude on the management team who was the head of engineering who was technical, and everyone else wasn't. It's like, all right, if that's your team, then you're not a technology company. So I think one of the things that I've always been pretty careful about is I actually want...

The board of directors had no one technical on it. They had one dude on the management team who was the head of engineering who was technical, and everyone else wasn't. It's like, all right, if that's your team, then you're not a technology company. So I think one of the things that I've always been pretty careful about is I actually want...

like a lot of the people on our management team, it's like, you know, splits mostly people running either these big product groups who've come up through different technical pathways at the company. And I think that there's like a balance, right? It's like, you don't want everyone to be an engineer because there's other things that matter too.

like a lot of the people on our management team, it's like, you know, splits mostly people running either these big product groups who've come up through different technical pathways at the company. And I think that there's like a balance, right? It's like, you don't want everyone to be an engineer because there's other things that matter too.

But if you don't have enough of your kind of share of the company as engineers, then you're not a technology company. And I think that that also is important to the board. And I think it just like in terms of how you weigh decisions and culturally things inside the company matters a lot. But I think that that's one of the things that has been really fundamental, right?

But if you don't have enough of your kind of share of the company as engineers, then you're not a technology company. And I think that that also is important to the board. And I think it just like in terms of how you weigh decisions and culturally things inside the company matters a lot. But I think that that's one of the things that has been really fundamental, right?