Quotes from Eric Yuan

Building trust is very important.

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

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.

In business, speed is everything.

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

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.

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

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.

Hijacking other's meetings or classrooms - this is online crime.

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.

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.

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

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.

We want to make sure every user is happy.

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

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.

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 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.

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.

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

We should be on the forefront on this focus on justice, and do all we can to care about our community, to care about our society, and to make our communities a much better place.

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.

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

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.