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Somehow, the company must stay true to the founding vision while avoiding the pitfalls of rapid growth - and perhaps survive the hiring of a previously successful executive who doesn't work out.

I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

Look - this is the terror of being a founder & CEO. It is all your fault. Every decision, every person you hire, every dumb thing you buy or do - ultimately, you're at the end.

Empirically the way you get a product visionary as CEO is for him to found the company and not get fired.

In my experience as CEO, I found that the most important decisions tested my courage far more than my intelligence.

I never set out to be CEO. I always set out to be a good team member, a good colleague.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

You need to have a great support around you, people that empathise, understand and yet support, because these CEO jobs are all-consuming.

No one is born a CEO, but no one tells you that.