I think anyone who makes products has this simultaneous joy and, almost, shame looking at it. You look at it all day and all you can see is all these things you want to make better.
BEN SILBERMANNThe companies that I really admire the most are the ones that have a deep visceral understanding of why people use their service, and they figure out ways of making money that are completely consistent with how people are feeling and what they are doing at the time.
More Ben Silbermann Quotes
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I used to wake up and look at our analytics and think, “What if yesterday was the last day anyone used Pinterest?” Like, everyone collectively decided, “We’re done!” Over time I got more confidence.
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One of the things I’ve learned is to be receptive of feedback.
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You think you’re going to Toledo but you’re actually going to Miami and you might not have enough gas so you might need to buy gas from someone who might take you out if you aren’t driving well
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Don’t take too much advice. Most people who have a lot of advice to give ~ with a few exceptions ~ generalize whatever they did. Don’t over-analyze everything. I myself have been guilty of over-thinking problems. Just build things and find out if they work.
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We’re trying to do something so that when the average person uses Pinterest, it has to make the service better.
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People say doing a startup is like a marathon. It’s actually a roadtrip at night with no headlights.
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I think the thing that I’ve learned is that really great people, they actually want to work on hard problems.
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What you collect says so much about who you are.
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The companies that I really admire the most are the ones that have a deep visceral understanding of why people use their service, and they figure out ways of making money that are completely consistent with how people are feeling and what they are doing at the time.
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I use Pinterest for everything. Book collections, trips, hobbies. It’s all there. I planned my wedding on it. When I had a kid, I planned all his stuff on it. So it was nice to discover that I wasn’t the only one.
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I kind of think of engineering like the chefs at a restaurant. Nobody’s going to deny chefs are integrally important, but there’s also so many other people who contribute to a great meal.
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I always just want to move along to the next step.
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There’s a lot of pressure to look like the last company that was successful.
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Most people generalize whatever they did, and say that was the strategy that made it work.
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I’d never managed anyone before, so I don’t have a lot of experience. But I’m lucky – I have a lot of team members who have a really honest relationship with me.
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