If you can work a brand successfully into the narrative of your product, then it's really cool. Then people actually take the brand up and say, 'My positive experience in your product is directly connected and influenced by this brand and that worked great.'

I never wear suits.

But between the founding and the actual PayPal, it was just this tug-of-war where it was like, ‘We’re trying this, this week.” Every week you go to investors and say, “We’re doing this, exactly this. We’re really focused. We’re going to be huge.” The next week you’re like, “That was a lie.

For a long time, it was one of these things where – I was really much younger than now – my whole “brand” both to the investors and to our board members was this crazy Russian boy-genius who comes out and sprinkles magic dust on technology and things just work.

Having a highly homogeneous background, education, values, preferences, etc, in the very early team is better than not – cuts down on time-wasting arguments.

You’re going to pull out your phone and try to use whatever is the most appropriate app on your iPhone or your Android device. Yelp saw that very early on. And when we launched the mobile product, we saw immediate growth, and we were stunned.

You can’t get married to any one particular plan. That is the biggest lesson I learned at PayPal.

If we compare the two, Facebook is currently a superior place to market a product like Slide. Twitter is more like a general distribution agent. It’s like broadcast radio.

Facebook is so ubiquitous now that it’s like another manifestation of the web itself.

If you’re building a social product, you’re still living in the last century if your product doesn’t work on Facebook.