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Our goal is really to make sure that 'Instagram', whether you're a celebrity or not, is a safe place and that the content that gets posted is something that's appropriate for teens and also for adults.
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Do what you love, and do it well - that's much more meaningful than any metric.
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I don't think you should ever start a business and move in a direction where you can't see it becoming a business.
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If it's one thing we do really well as a company, it's that we take big change slowly and deliberately and bring the community along with us.
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Great products sell themselves.
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Mike Krieger and I started talking, and he decided he liked the idea of helping start the company. Once he joined, we took a step back and looked at the product as it stood.
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The way people communicate is changing, and no one knows this better than teens. We are using images to talk to each other, to communicate what we're doing, what we're thinking, and to tell stories.
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I run a business and go all over the world doing things for that business, things that are fairly orthogonal. But my job is to run my company, not to be the best Instagrammer. I'll let other people be awesome at it.
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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.
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Chobani did a really wonderful yogurt campaign on 'Instagram' to shift perceptions away from the fact that they were just yogurt. And they had a 7-point incremental lift on shifting that perception through a brand advertisement on Instagram.
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Instagram is a media company. I think we're about visual media.
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There are billions of dollars spent every year on traditional media. The majority of people are spending more time every day on the Internet, especially on mobile. You're starting to see a shift of that spend go to mobile, especially to things like 'Instagram'.
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'Instagram' Direct is a really interesting feature because it's grown significantly since we launched it. People continue to use it to communicate more privately.
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People interact with their phones very differently than they do with their PCs, and I think that when you design from the ground up with mobile in mind, you create a very different product than going the other way.
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I like to compare 'Instagram' to the Library of Congress.
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Products can introduce more complexity over time, but as far as launching and introducing a new product into the market, it's a marketing problem. You have to explain everything you do, and people have to understand it, within seconds.
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Just so everyone knows, we're not a photo-sharing company. I don't see photos on 'Instagram' as art. They're much more about communication.
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It is cool to see that the fashion world has really taken to 'Instagram,' but, again, it is one of the many examples of many communities, whether you are a chef, a skateboarder, a surfer, a skier.
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'Instagram' is an app that only took 8 weeks to build and ship but was a product of over a year of work.
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When people say that college isn't worthwhile and paying all this money isn't worthwhile, I really disagree. I think those experiences and those classes that may not necessarily seem applicable in the moment end up coming back to you time and time again.
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One of the earliest requested features was to do premium filters where a brand could sponsor a filter. It's just not in our wheelhouse. It doesn't feel 'Instagram'-my in the way that the high-quality brand ads do.
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Back in the day, I actually studied photography in Florence for a few months, and my photography teacher took away my digital camera and said, 'No, use this - it's analog and it's square.' It was a Holga camera, a very cheap $3 or $4 plastic camera. And that's what inspired 'Instagram'.
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It's funny: I was a photographer before I was a programmer.
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I can't imagine that companies are uninteresting if they don't have a billion users. But I do believe, to have mass scale, you have to be in the many-hundreds-of-millions-of-users range, and there are not that many companies that get there.