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.

I don't want to be only the most scalable platform, I want to be the most secure. To do that, it's not only Zoom's work, we need lot of people's help.

I decided to come to the U.S. in the mid '90s because the Internet, which I knew was the wave of the future, was red hot here, but hadn't yet taken off in China.

My favorite book is 'Speed of Trust' by Stephen Covey.

We built Zoom for the business customers.

We are an American business.

When competitors try to innovate, I think it puts more pressure on us. The only thing is, we've got to work harder. They work two hours, we work three hours... Ultimately this is good for the end user.

I had always wanted to start a company, ever since I was very young.

Even if I have no energy and I'm so tired, I don't give up.

When I do something, I want to win. If I lose, I feel bad.

I don't mind working long hours, because I enjoy doing that. The way to make myself happy is to work long hours.

In business, speed is everything.

If you see your company culture as a family, you don't want to fire someone just because their short-term performance is not good. If you do, even the people on your team who are excellent performers will look at what's going on and say, 'Someday you might fire me too.' You'll lose everyone's trust.

No one wants to be the person who peaked in high school!

My journey with Zoom began with a desire for the independence to build something that would make users happy, a true video-first unified communications platform.

I tell myself, every morning when I wake up, two things. Don't let the world down. Don't let our users down.

I never thought that overnight the whole world would be using Zoom. Unfortunately, we did not prepare well, mentally and strategy-wise.

Numerous studies show that people derive more personal satisfaction and are more productive when they engage at a deeper level. In the past, we did that through live, in-person interactions, but it's more of a challenge for distributed workforces to maintain that level of engagement.

Zoom does not focus on revenue goals, but rather we have confidence that focusing on the happiness of existing customers and our employees will organically increase growth.

We want to embed Zoom into all workflow applications. That's our direction.

My older brother went into another city for college, and I felt like I wanted to stay in my home town to be close to my parents. Looking back, that was the best decision. My father passed away in 2010 and I got to enjoy those four years with him.