10:28 - 11:01

Yeah. So thanks. I'm excited about them, too. So, you know, we at meta, we've been building social experiences for 20 years now, and originally it took the form of a website, then mobile apps. But the thing is, I never thought about us as a social media company. We're not a social app company. We are a social connection company. Right. I mean, we talk about what we're doing is building the future of human connection.

19:49 - 20:27

Um, I think it's that we're a technology company that is focused on human connection, not a specific type of app. So, like, we never thought about ourselves as a website or a social network or anything like that for, for me, building this kind of glasses to enable the future of people being able to feel present with another person, no matter where they actually physically are, is the natural continuation of the kind of apps that we build today, but it depends on how you define what you are.

49:26 - 49:51

Well, in 2006, Yahoo wanted to buy the company for $1 billion, and everyone on our management team wanted to sell it. And the board tried to fire me and everyone. And basically in the next year, everyone else on the management team left because they I hadn't done a good job communicating. I don't want to blame them like I hadn't done a good job communicating the long term vision because I didn't. I wasn't thinking about that at the time. I wasn't thinking in terms of this as a company.

54:18 - 54:43

Well, I think some of the stuff, by the time you're at the scale that we're at, is also just about like, what do you want to do over the next 10 to 20 years? And what do you think are going to be important? And, you know, we were talking about like making your own luck and all that and how it's like, I think there were some broad strokes that we can have a sense of where things are going. I'm pretty sure glasses and kind of like holographic presence in AR is going to be a completely ubiquitous product, right?

58:31 - 58:57

I think that there's, there's just something that's like fundamentally pretty good about that. And that's maybe it's also just like where I am in my life, right? I'm I'm like, I like to think I'm young. I'm a little older. Right. But it's but it's like I do think that at this point it's not just a meta thing. Also, in my personal life, a lot of what I personally value is doing things that are inspiring with people who I find inspiring.

1:04:18 - 1:04:38

I like meta. It's a good name. You know, finding good short names. I mean, this actually was a thing that we talked about for a while because it was pretty clear that Facebook is continuing to grow in importance in the world, which I think a lot of people don't appreciate, and is kind of mind boggling at the scale that it's at.

1:11:45 - 1:12:01

Yeah, I don't know. I mean, just do something that you care about. And I mean, if you're trying to run our strategy, try to learn as quickly as you can. But but I mean, if there's like I think part of what I'm trying to say is I think there are different ways to build stuff. Right?

10:28 - 11:01

Yeah. So thanks. I'm excited about them, too. So, you know, we at meta, we've been building social experiences for 20 years now, and originally it took the form of a website, then mobile apps. But the thing is, I never thought about us as a social media company. We're not a social app company. We are a social connection company. Right. I mean, we talk about what we're doing is building the future of human connection.

49:26 - 49:51

Well, in 2006, Yahoo wanted to buy the company for $1 billion, and everyone on our management team wanted to sell it. And the board tried to fire me and everyone. And basically in the next year, everyone else on the management team left because they I hadn't done a good job communicating. I don't want to blame them like I hadn't done a good job communicating the long term vision because I didn't. I wasn't thinking about that at the time. I wasn't thinking in terms of this as a company.

54:18 - 54:43

Well, I think some of the stuff, by the time you're at the scale that we're at, is also just about like, what do you want to do over the next 10 to 20 years? And what do you think are going to be important? And, you know, we were talking about like making your own luck and all that and how it's like, I think there were some broad strokes that we can have a sense of where things are going. I'm pretty sure glasses and kind of like holographic presence in AR is going to be a completely ubiquitous product, right?

1:04:18 - 1:04:38

I like meta. It's a good name. You know, finding good short names. I mean, this actually was a thing that we talked about for a while because it was pretty clear that Facebook is continuing to grow in importance in the world, which I think a lot of people don't appreciate, and is kind of mind boggling at the scale that it's at.

1:11:45 - 1:12:01

Yeah, I don't know. I mean, just do something that you care about. And I mean, if you're trying to run our strategy, try to learn as quickly as you can. But but I mean, if there's like I think part of what I'm trying to say is I think there are different ways to build stuff. Right?

10:28 - 11:01

Yeah. So thanks. I'm excited about them, too. So, you know, we at meta, we've been building social experiences for 20 years now, and originally it took the form of a website, then mobile apps. But the thing is, I never thought about us as a social media company. We're not a social app company. We are a social connection company. Right. I mean, we talk about what we're doing is building the future of human connection.

49:26 - 49:51

Well, in 2006, Yahoo wanted to buy the company for $1 billion, and everyone on our management team wanted to sell it. And the board tried to fire me and everyone. And basically in the next year, everyone else on the management team left because they I hadn't done a good job communicating. I don't want to blame them like I hadn't done a good job communicating the long term vision because I didn't. I wasn't thinking about that at the time. I wasn't thinking in terms of this as a company.

54:18 - 54:43

Well, I think some of the stuff, by the time you're at the scale that we're at, is also just about like, what do you want to do over the next 10 to 20 years? And what do you think are going to be important? And, you know, we were talking about like making your own luck and all that and how it's like, I think there were some broad strokes that we can have a sense of where things are going. I'm pretty sure glasses and kind of like holographic presence in AR is going to be a completely ubiquitous product, right?

1:04:18 - 1:04:38

I like meta. It's a good name. You know, finding good short names. I mean, this actually was a thing that we talked about for a while because it was pretty clear that Facebook is continuing to grow in importance in the world, which I think a lot of people don't appreciate, and is kind of mind boggling at the scale that it's at.

1:11:45 - 1:11:54

Yeah, I don't know. I mean, just do something that you care about. And I mean, if you're trying to run our strategy, try to learn as quickly as you can.