Mike Hudack

I think that people will now, instead of saying, hey, you know, some version of like, this is my company where I feel really passionate about this thing. They'll say, oh, well, I'm operating in founder mode. But I don't think it's going to lead to like a dramatic increase in bad behavior.

I think that people will now, instead of saying, hey, you know, some version of like, this is my company where I feel really passionate about this thing. They'll say, oh, well, I'm operating in founder mode. But I don't think it's going to lead to like a dramatic increase in bad behavior.

I mean, Facebook is still very much the best run company I have ever worked at. Why is that? Kaz from Shopify said the same. Yeah. You know, there are a lot of like very simple examples I can give you. But generally, in the time that I was there, there was no bullshit. It was incredibly flat organization. Mark was always in founder mode. You know, I remember once he like commented on a diff.

I mean, Facebook is still very much the best run company I have ever worked at. Why is that? Kaz from Shopify said the same. Yeah. You know, there are a lot of like very simple examples I can give you. But generally, in the time that I was there, there was no bullshit. It was incredibly flat organization. Mark was always in founder mode. You know, I remember once he like commented on a diff.

I mean, Facebook is still very much the best run company I have ever worked at. Why is that? Kaz from Shopify said the same. Yeah. You know, there are a lot of like very simple examples I can give you. But generally, in the time that I was there, there was no bullshit. It was incredibly flat organization. Mark was always in founder mode. You know, I remember once he like commented on a diff.

Somebody was making a change to the composer on the web and he commented on the diff and was like, I don't like this change. It was like an entry level engineer. Like, you know, it's like a. making a small tweak and he was like, I care about this, please come and see me and talk about it. That's very unusual.

Somebody was making a change to the composer on the web and he commented on the diff and was like, I don't like this change. It was like an entry level engineer. Like, you know, it's like a. making a small tweak and he was like, I care about this, please come and see me and talk about it. That's very unusual.

Somebody was making a change to the composer on the web and he commented on the diff and was like, I don't like this change. It was like an entry level engineer. Like, you know, it's like a. making a small tweak and he was like, I care about this, please come and see me and talk about it. That's very unusual.

When I was there, there were vending machines all over the office with good headphones and mice and whatever you would need in order to do your job.

When I was there, there were vending machines all over the office with good headphones and mice and whatever you would need in order to do your job.

When I was there, there were vending machines all over the office with good headphones and mice and whatever you would need in order to do your job.

if you forgot your laptop you could go and get a loaner laptop if you didn't have headphones with you you could wave your badge at the machine and get a pair of good headphones out because they understood that the value of the time that you were spending that day like your focus and writing code at that moment was more valuable than the hundred dollars that the headphones cost i've never seen anyone else do that you know before or since but it's correct when you review product decisions i think we learn a lot from successes and failures when you think about the single best product decision you made at facebook

if you forgot your laptop you could go and get a loaner laptop if you didn't have headphones with you you could wave your badge at the machine and get a pair of good headphones out because they understood that the value of the time that you were spending that day like your focus and writing code at that moment was more valuable than the hundred dollars that the headphones cost i've never seen anyone else do that you know before or since but it's correct when you review product decisions i think we learn a lot from successes and failures when you think about the single best product decision you made at facebook

if you forgot your laptop you could go and get a loaner laptop if you didn't have headphones with you you could wave your badge at the machine and get a pair of good headphones out because they understood that the value of the time that you were spending that day like your focus and writing code at that moment was more valuable than the hundred dollars that the headphones cost i've never seen anyone else do that you know before or since but it's correct when you review product decisions i think we learn a lot from successes and failures when you think about the single best product decision you made at facebook

I'm going to give you two examples. I joined the ads org, I don't know, like a couple of months after the IPO. And a lot of people don't remember this, but the Facebook IPO wasn't great and ads revenue wasn't really performing the way that we wanted it to. And to support the kind of valuation that we had or that we wanted, we needed to accelerate revenue growth really significantly.

I'm going to give you two examples. I joined the ads org, I don't know, like a couple of months after the IPO. And a lot of people don't remember this, but the Facebook IPO wasn't great and ads revenue wasn't really performing the way that we wanted it to. And to support the kind of valuation that we had or that we wanted, we needed to accelerate revenue growth really significantly.

I'm going to give you two examples. I joined the ads org, I don't know, like a couple of months after the IPO. And a lot of people don't remember this, but the Facebook IPO wasn't great and ads revenue wasn't really performing the way that we wanted it to. And to support the kind of valuation that we had or that we wanted, we needed to accelerate revenue growth really significantly.

And I think part of the challenge for the company was that historically, Mark had said, you know, there was a perception that he didn't really care about ads. And I think the ask that I got was to just go over there and kind of, I don't know, make it okay for good consumer PMs to work on ads. There was this view that that was important.

And I think part of the challenge for the company was that historically, Mark had said, you know, there was a perception that he didn't really care about ads. And I think the ask that I got was to just go over there and kind of, I don't know, make it okay for good consumer PMs to work on ads. There was this view that that was important.

And I think part of the challenge for the company was that historically, Mark had said, you know, there was a perception that he didn't really care about ads. And I think the ask that I got was to just go over there and kind of, I don't know, make it okay for good consumer PMs to work on ads. There was this view that that was important.