Reid Hoffman

People think it's a little weird and creepy that they got a job offer out of the blue with a pitch. But it's part of the going fast. And so it's not just profitability. It's efficiency in everything.

Not a question to answer right now because we're in a software business. We don't have... These capital hard assets, even though they're being rented and transacted in it, that's not on our balance sheet. What we just need to do is get this to scale and be the growing marketplace of that, and we'll figure out operating margins later.

Not a question to answer right now because we're in a software business. We don't have... These capital hard assets, even though they're being rented and transacted in it, that's not on our balance sheet. What we just need to do is get this to scale and be the growing marketplace of that, and we'll figure out operating margins later.

Not a question to answer right now because we're in a software business. We don't have... These capital hard assets, even though they're being rented and transacted in it, that's not on our balance sheet. What we just need to do is get this to scale and be the growing marketplace of that, and we'll figure out operating margins later.

Not a question to answer right now because we're in a software business. We don't have... These capital hard assets, even though they're being rented and transacted in it, that's not on our balance sheet. What we just need to do is get this to scale and be the growing marketplace of that, and we'll figure out operating margins later.

Not a question to answer right now because we're in a software business. We don't have... These capital hard assets, even though they're being rented and transacted in it, that's not on our balance sheet. What we just need to do is get this to scale and be the growing marketplace of that, and we'll figure out operating margins later.

But that's, of course, what the size of your operating margins are, is how valuable your business is. And when you get to the operating margins will be when people start valuing your business more. And you're like, so that's a very counterintuitive thing you say. No, no, no.

But that's, of course, what the size of your operating margins are, is how valuable your business is. And when you get to the operating margins will be when people start valuing your business more. And you're like, so that's a very counterintuitive thing you say. No, no, no.

But that's, of course, what the size of your operating margins are, is how valuable your business is. And when you get to the operating margins will be when people start valuing your business more. And you're like, so that's a very counterintuitive thing you say. No, no, no.

But that's, of course, what the size of your operating margins are, is how valuable your business is. And when you get to the operating margins will be when people start valuing your business more. And you're like, so that's a very counterintuitive thing you say. No, no, no.

But that's, of course, what the size of your operating margins are, is how valuable your business is. And when you get to the operating margins will be when people start valuing your business more. And you're like, so that's a very counterintuitive thing you say. No, no, no.

we'll take the risk on wherever our operating margins will end up because getting the scale more quickly and fast and taking experiments with like, for example, what you're doing in marketing, what you're doing in hiring, what you're doing in product development, we'll just try it and we'll iterate and move quickly and we'll abandon the things that aren't working.

we'll take the risk on wherever our operating margins will end up because getting the scale more quickly and fast and taking experiments with like, for example, what you're doing in marketing, what you're doing in hiring, what you're doing in product development, we'll just try it and we'll iterate and move quickly and we'll abandon the things that aren't working.

we'll take the risk on wherever our operating margins will end up because getting the scale more quickly and fast and taking experiments with like, for example, what you're doing in marketing, what you're doing in hiring, what you're doing in product development, we'll just try it and we'll iterate and move quickly and we'll abandon the things that aren't working.

we'll take the risk on wherever our operating margins will end up because getting the scale more quickly and fast and taking experiments with like, for example, what you're doing in marketing, what you're doing in hiring, what you're doing in product development, we'll just try it and we'll iterate and move quickly and we'll abandon the things that aren't working.

we'll take the risk on wherever our operating margins will end up because getting the scale more quickly and fast and taking experiments with like, for example, what you're doing in marketing, what you're doing in hiring, what you're doing in product development, we'll just try it and we'll iterate and move quickly and we'll abandon the things that aren't working.

And that's essentially, and that's part of the reason why like Airbnb is one of the, as you know, is one of the examples that we open blitzscaling the book up with to kind of show the modern example of these are a set of decisions that you make. And then I forget which chapter, but there's like eight counterintuitive rules in blitzscaling in the middle, which is like embracing chaos and hiring Ms.

And that's essentially, and that's part of the reason why like Airbnb is one of the, as you know, is one of the examples that we open blitzscaling the book up with to kind of show the modern example of these are a set of decisions that you make. And then I forget which chapter, but there's like eight counterintuitive rules in blitzscaling in the middle, which is like embracing chaos and hiring Ms.

And that's essentially, and that's part of the reason why like Airbnb is one of the, as you know, is one of the examples that we open blitzscaling the book up with to kind of show the modern example of these are a set of decisions that you make. And then I forget which chapter, but there's like eight counterintuitive rules in blitzscaling in the middle, which is like embracing chaos and hiring Ms.

And that's essentially, and that's part of the reason why like Airbnb is one of the, as you know, is one of the examples that we open blitzscaling the book up with to kind of show the modern example of these are a set of decisions that you make. And then I forget which chapter, but there's like eight counterintuitive rules in blitzscaling in the middle, which is like embracing chaos and hiring Ms.