Top 88 Quotes & Sayings by Eric Yuan

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.

If the world misunderstands us, then I don't blame others, it's our problem.

I knew two things from my father: keep working hard, stay humble, and someday you'll be OK.

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.

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

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

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.

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 beloved father passed away just two months after I told him I was going to start a company. Whenever I make progress in my career, I wish I could share the news with my father.

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.

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

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

Building trust is very important.

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

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.

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

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

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

There's a reason why Silicon Valley is the worldwide innovation center, or why this is the startup valley, because I truly believe startup companies like mine are pushing the economy forward.

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.

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

In business, speed is everything.

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

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

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

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

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

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

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.

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.

I'm an engineer.

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

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

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

If your employees are not happy, nothing else at your company will go well.

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

Money is not going to bring me happiness.

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

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.

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.

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

Security and safety are very important for us.

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.

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

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.

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

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

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

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

The reason why Silicon Valley is a worldwide innovation center is because it is a open culture that embraces diversity. You see people from all over the world. When you have many people from different backgrounds gathered together, that is where innovation comes from.

We want to hire people who are self-learners.

Before I came to Silicon Valley I was in Beijing, China and I was twenty-seven. When I saw the Internet, I immediately realized that it was going to change everything.

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.

When you hire someone, you are investing in them.

We are an American business.

Empathy, humanity and support for each other is more important than revenue, than growth.

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.

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.

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.

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