Tim Armstrong Quotes

As far as the customer is concerned, the interface is the product.

With 100 million people, somebody is using your product in some interesting way. If you change it... you're going to break some use cases.

Bebo has an opportunity to prove its products and services. Bebo plays in a very competitive space; it has big market share in specific countries. An AIM profile vs. a Bebo profile are very different experiences.

Build something 100 people love, not something 1 million people kind of like.

I think that building any product that has a lot of user loyalty is a bit like making a sequel to a great movie or video game - people generally want 'more of the same thing, except better and different.'

We want people to stay on MySpace. We'll give them whatever they might want to do.

For most companies, the hard thing is making the product work well enough to convince a single person at a time to switch to it.

You can build a filter app get people really excited, but the way to keep them is to provide long-term value. Long-term value is, in fact, being its own network.

We want to make sure every user is happy.

Ultimately, you have to provide value to the user.

There's always a momentum in how users do stuff. Making small changes can have huge knock-on effects for whole companies.

This 'users are idiots, and are confused by functionality' mentality of Gnome is a disease. If you think your users are idiots, only idiots will use it.

If you think your users are idiots, only idiots will use it.

WhatsApp's extremely high user engagement and rapid growth are driven by the simple, powerful and instantaneous messaging capabilities we provide.

Hotmail went from zero to 12 million users with zero marketing steps. Not a penny was spent on sales and marketing, which was astounding. It showed us the power of the network effect.

One of the hard parts about building a service that you use yourself is that it's easy to forget what it was like the very first time someone signs up. Every once in a while, I'll create a brand new account and give it a try and see how hard it is to find things that I really love, see if I'm using it or thinking about it differently.

I saw podcast sites with all these fancy graphics. People don't care about that. They sign up for what I do.

We don't really talk about our future plans. But we, at the same time, try to build things that our users ask us for.

I love that our engineers are first and foremost 'Instagram' users.

The fundamental truth for developers is they will build if there are users.

I think there are a lot more people that don't use Pinterest in the world than do use it, so for most people, that first experience is really, really important. I think feeling really close and in touch with that first user experience is pretty basic to making it better every day.

If you're building a consumer app, you're necessarily coupled to the intrinsic time cycle of human fashion in that it's a fashion-driven space, and we see that in the cycle of these various apps. I think for infrastructure that that just naturally tends to play out over a longer time horizon.

We obviously try to be in tune with what our users want.

I have shifted my mindset in terms of how companies should... focus on building amazing products. If you have amazing products, the marketing of those products is trivial.

People think of Apple as a maker of excellent premium hardware. In fact, many reviewers regard Apple devices as the best you can buy.