I feel like Zoom is not a part of Zoom anymore. Zoom belongs to the world now.

Our philosophy at Zoom is to create a company that promotes self-motivation. I have told our managers not to spend too much time motivating employees. You have to create an environment where employees can motivate themselves. That is really important because self-motivation is more sustainable.

Coronavirus has completely changed how people think about where or how you should work.

When it comes to working from home, when it comes to video conferencing, it's got to work. Anytime you want to meet someone, the quality has got to be good, very reliable. Otherwise, you've scheduled a very important meeting with a customer - oh my God, if the audio is choppy, the video doesn't work, you're not going to try it anymore.

We're learning that, when it comes to enterprise users or otherwise, privacy is very important. Some features might work well for enterprise customers and may not work for consumers. You've got to have balance.

I really didn't understand why hackers would want to hack into a classroom. Are they going to learn algebra? Maybe calculus?

I came to Silicon Valley in 1997 and joined WebEx. At that time, WebEx was small, only 10 engineers and two co-founders.

You can work hard and be smart, but you need to think about when you're going to be part of a startup and build it. You only have so much energy, whether you want to admit it or not.

We do all we can to proactively think about employees, how to care about them.

Enterprise customers have been working together with us for a long time, they trust us, and we just keep everything open and transparent.

I think many businesses will allow their employees to work from home. The main challenge here is how to make sure Zoom will give a better and safer experience to users than compared to that in an office environment.

Slack is a great partner of Zoom. We're a great partner of Slack.

Company culture is my number one priority. It's more important than the team, the product, the business model, or the investors. All of those things can be fixed and made better over time. But culture has to be established on Day 1.

I really want to build something to make the world a better place.

We want to hire people who are self-learners.

We expect our employees to care about the community, the company, their teammates, customers, and themselves.

You have to keep working hard to deliver happiness to customers and you have to control your own destiny.

Being a solo founder allows you to move quickly - when you're going up against massive, entrenched competitors, you need to maximize speed and agility. Having just one person at the top allows for faster decision making.

No matter how busy you are you've got to spend time with your family. I do not want to miss any important moments.

We are very committed to listening to our customers' feedback and making changes to deliver happiness to our users.

We don't spend a lot of money to sell the product.

Every day I'd talk to my customers at Webex and they'd tell me how unhappy they were with our service. This was a terrible way to spend my days, it weighed heavily on my heart. I wanted to spend my days delivering happiness, and I knew I had to take charge of my own destiny to do that.

The first time I applied for a U.S. visa, I was rejected. I continued to apply again and again over the course of two years and finally received my visa on the ninth try.

Distributed workforces are most likely to succeed if their culture is one that values and prioritizes face-to-face communications.

I experienced the year 2000 dot com crash and the 2008 financial crisis, and it almost wiped out the company.

During the time of Webex growing from $0 to greater than $700M, the company was sold to Cisco. The Webex team lost the passion and drive to further grow the business because many Webex veterans left and Cisco's integration with Webex was not successful.

If we're interviewing someone and they really care about having a certain title, I usually think, 'Let's hire someone else.' You want someone who will say, 'I truly believe in the company's future. I want to own part of this company. I believe I can grow its value.'

Security and safety are very important for us.

I want to make sure I do the right thing for society.

The beautiful part of the cloud is, you know, it's unlimited capacity, in theory.

I told our employees several times, 'Let's focus on the end user, let's focus on committing to society, and focus on the crisis and doing the right thing, show our corporate social responsibility.' Don't focus on marketing and sales. That's horrible culture.

Similar to many multinational technology companies, Zoom has operations and employees in China. And like many multinational technology companies, our offices in China are operated by subsidiaries of the U.S. parent company. Our engineers are employed through these subsidiaries. We don't hide this.

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.

My philosophy is, if I can provide a solution that the end user truly enjoys, then I think I have a chance.

When you hire someone, you are investing in them.

In 2007 WebEx was acquired by Cisco and I became Cisco's Corporate VP of engineering, in charge of collaboration software.

Our operations in China are materially similar to our U.S. peers who also operate and have employees there.

My barometer for choosing a board member is this: regardless of the business, can I make a lifelong friend?

During the early stages of Zoom, I personally emailed every customer who canceled our service.

Money is not going to bring me happiness.

Millennials grew up realizing that they can get the job done without having to go to the office.

The smartphone created a huge economy, the cloud created a huge economy.

My biggest worry is that sometimes you know the problem, but you don't do anything about it until it gets too big to be fixed.

I'm an engineer.

If I were to spend investor money on nice furnishings and so forth, particularly early on, I might not have it for opportunities that can really grow our business.

We have awesome, passionate customer success and social media teams, but when I see a customer who needs help or is unhappy, I take that personally.

Once you have a culture problem, it's very hard to fix.

Any security issues, you have to be very hands on to really understand what's the exact problem, and then take quick action.

A lot of people are counting on Zoom.

Some students just don't like online class.