Dave Goldberg

Sometimes the things you decide not to do are actually the biggest things to do in your career.

I want to go public because I have the right reason to go public - because the benefits outweigh the costs.

I go home, I have dinner with my wife and kids, and after my kids go to bed, I'm back online doing stuff.

You want to hire great people and give them the opportunity to fail. You need to let them figure things out as they go along. If they fail repeatedly, then you probably have to find a different person, but if you don't let people have that opportunity to fail, they don't get to learn and grow and try things.

When you're friends with someone, you can't just go out to dinner and say 'O.K., now this is a date.' You've got to do something very different.

My closest adviser is my wife. It's nice to have one of the smartest people in business as your life partner, and someone you have dinner with and breakfast with.

I made my kids into Viking fans, so they will carry their misery with them, too. A little disappointment in life goes a long way.

I think Salesforce, going public very early on before they were profitable, it made a lot of sense for them because it got customers comfortable that these guys were going to have capital and be transparent about their business.

There's not a whole lot of advantage for a company to be public.

If you use your old business models to restrict people, they're going to find ways to get that content the way they want it.

If you're an entrepreneur and you're starting a company, I think the first thing you do is you go and talk to a bunch of people. But then the next thing you probably should do is figure out if there's a broader demand than just people you know. That's where I think SurveyMonkey is pretty valuable to people.

Most of what we've done at SurveyMonkey is create a market, which I would say is much harder than trying to enter a market that already exists. But if you get it right, it can become a great business.