The question I ask myself like almost every day is: 'Am I doing the most important thing I could be doing?' Unless I feel like I'm working on the most important problem that I can help with, then I'm not going to feel good about how I'm spending my time. And that's what this company is.

If the head man in a company is not working 12 hours a day, doing things, taking risks, but also standing with his people in the trenches at the most difficult of times, then the company loses something.

I think companies have a big problem making a big transition, so leaders get replaced.

Understanding who you serve is always a very important problem, and it only gets harder the more people that you serve. We try to pay a lot of attention to this by a combination of very rigorous quantitative and qualitative feedback. But if you're serving 1.2 billion people, it's very hard.

If a user is having a problem, it's our problem.

The political system of the People's Republic of China can make things easy. Decisions are made quickly and results come quickly, too. In our democracy [in India], on the other hand, such things are extremely difficult.