In 2006 I fumbled an initial job offer from Facebook. It was nearly the biggest mistake of my career. Here's what happened:
I was working on the Kindle team at Amazon in Fall '05 when my friend and mentor Owen van Natta first tried to recruit me to Facebook. Mark Zuckerberg had recently promoted him from VP of Business Development to COO. The BD role was open and Owen encouraged me to interview for it
I was living in West Seattle with my wife and 3 young kids. Amazon was rising from the ashes of the dotcom bust and I was working with Jeff Bezos on a secret project. Facebook was barely a year old and Zuck had just reached legal drinking age. I told Owen I couldn't leave Amazon.
But an idea started gnawing at me. When I joined Amzn in '99 most people weren't putting their credit cards online until Bezos gave them a reason & made it safe. In '06 most people still used aliases online - was Zuck giving people a reason to post their identity on the internet?
I was facing a crucial moment. I had a good job, my Amzn stock options were finally above water for a down payment on a house, my kids loved their school and friends, my wife was happy in Seattle. How could I leave all this for a risky start-up in an expensive new city?
My mind traveled back to a few years earlier. I was working a shift in a half-finished fulfillment center packing boxes during one of Amazon's near-death holidays. I was depressed. Then I spotted Bezos a few stations away, he looked happy. I thought "someday I'll do a start-up"
If I didn't do a start-up now, when would I? It was time. I told Owen I was ready and he thrust me into a day of interviews at FB's office on High St in Palo Alto. It was buzzing with youthful energy and managed chaos. They had 100 employees serving 5M users and needed help.
My final interview was with Zuck. I sat down in his office and he greeted me…with silence. His face was stone cold, eyes unblinking, he didn't say a word. We stared at each other awkwardly for a minute (felt like an eternity), and then he abruptly stood up and left the room.
He came back after a few minutes and said "sorry, I don't have much practice interviewing business people. I just called Owen and he explained what we're talking to you about." I was startled but impressed he had the self-confidence to be so honest and admit his inexperience.
Zuck's first question to me was "what do you want to work on at Facebook." I was interviewing for Biz Dev, I was supposed to dazzle him with my knowledge of partnerships, content, deals. Instead, I decided to be honest myself: "I want to help you figure out how to make money."
He seemed intrigued by my response. Word on the street was Mark didn't care about making money, but I got the sense that wasn't true. I suggested he could build an ad auction similar to Google's, based on people instead of search terms. He said he had been thinking the same thing
Later that day Owen told me they were going to make me an offer. I was practically hovering off the ground with excitement. I called a VC friend who explained the mechanics of start-up stock options and gave me some equity benchmarks for VP-level roles at 100 person companies.
Then…Owen called to say FB would not make me a VP because I was not yet VP at Amazon. And he offered me an equity package that was 10% of the benchmark target suggested by my VC friend. He said everyone loved meeting me and thought I was great, but I needed to prove myself.
I pushed back and negotiated like a business developer. They had invited me to interview for this job, I was happy at Amazon and wasn't looking to leave! I thought I deserved more. I thought I had leverage. After some back and forth, they decided to give the job to someone else.
Years later Sheryl Sandberg told me when she got a job offer from Google, Eric Schmidt said "When you see a rocket ship, don't overthink it. Just get on board." I wish Eric had told *me* that! I couldn't sleep for a week. My dreams had been smashed. I had overplayed my hand.
Then I woke up one morning and realized what I had to do. It was 2006 and Facebook was not the only exciting start-up in Silicon Valley. It was their loss that it didn't work out, not mine. I would join another company and show the team at FB they had made a mistake.
Impressed by my resilience (and feeling bad as my friend), Owen introduced me to an executive recruiter in Silicon Valley. I was living in Seattle and started secretly traveling to SF every other weekend to meet with founders. It was grueling and stressful, but I was invigorated.
I interviewed with Second Life, StubHub, Rapleaf. I met Peter Thiel and Bill Gurley, interviewed with Reid Hoffman at LinkedIn and Max Levchin at Slide. Silicon Valley was a petri dish of innovation and I was soaking it in. I'm still friends with many of the people I met.
When Max Levchin asked me for references, I gave him Owen's number. Slide was building on top of MySpace at the time and Max wanted to do more with FB so he was excited to meet Owen. They apparently had a good chat. And then something amazing happened.
Owen called me the next day and said they had made a mistake. He wanted me to reconsider joining FB - still as Director of BD, but at double the equity package they had offered me the first time. I accepted his offer on the spot.
My wife and I sold our house in Seattle and used the proceeds to cover our rent in Palo Alto. We lowered our burn to live on a start-up salary. We had no safety net - if FB didn't work out we planned to move in with our parents. Luckily it worked out.
A month after I joined FB I negotiated a deal with Microsoft which doubled our revenue. Six months later I was promoted to VP of Biz Dev (and more equity). A year later Mark and Sheryl asked me to help build FB's ad auction and promoted me to VP of Partnerships & Monetization.
If you believe in yourself, don't be afraid to prove it to others. Be honest about your ambition, it will help you self-select into the right situation. If you can't stop thinking about something, trust your intuition. And when you see a rocket ship, get on board!

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More from @DanRose999

5 Jul
One of the most important things I learned from Jeff Bezos was to develop a bias for action. He wasn't always right, but he was always ready to act (and he was right much more than wrong). Like the time we were flying to Chicago and nearly wound up in Paris. Here's what happened:
In 2004, I joined Steve Kessel's newly formed digital team to incubate the Kindle. This was Amazon's first hardware project, a somewhat daunting initiative for a retailer. Jeff had met the CEO of Motorola who invited him to Chicago for a tour and meetings, and he brought us along
Steve brought me + 2 other people from the team, we got on Jeff's plane in Seattle. Jeff was fired up from the start, posing strategy questions & brainstorming our approach to hardware, software and content (my job). He had us captive for 4 hours and didn't waste a second.
Read 9 tweets
12 Jun
In my experience the best founders develop a fighter mentality. Mark Zuckerberg was a fighter, and without that mentality Facebook would never have achieved its full potential. Here’s what I saw over 13 years working for Zuck:
One of Mark’s first big fights was with his own board + exec team. They tried to convince him to sell the company to Yahoo for $1B in '06. At the time FB had 5M users (all college) and was 2 yrs old. At the age of 22, Mark stood to gain $300M personally. How could he say no?
Everyone told Mark to sell. Friends said he'd be crazy to pass up $1B. His management team wanted an exit. His board put pressure on him. But Mark knew something they didn’t – FB was on the cusp of launching new products that would completely change the trajectory of the company.
Read 16 tweets
23 May
Important lessons in your career can come from brief interactions with effective leaders. I had one of those interactions with Charlie Bell at Amazon 20 years years ago, and I've never forgotten it. Here's what happened:
I was a middle manager in Amazon's retail business and Charlie was a vp of engineering (on his way to svp and co-founder of AWS). We were working on something urgent, I don't even remember what it was. But I remember Jeff Bezos was not happy with me.
I ran into Charlie at the company picnic. I pulled him aside and said "we need to do something right away because Jeff is pissed." He looked me in the eyes and said "let's forget about Jeff for a minute, what's the right thing to do here?"
Read 12 tweets
26 Apr
I was ambitious and worked hard to advance my career at Amazon and then Facebook. I thought the way to get ahead was to deliver results, then push for more responsibility and position myself for promotion. I later came to realize I had it totally backwards. Here's my story:
Ambition can be a good thing when it's channeled productively. Ambitious people push forward. For example, my litmus test for whether I should stay in a job or make a change was always to ask myself whether I was still on a vertical learning curve. If not, find a new challenge.
But early on I was nakedly ambitious. After one year at Amazon I thought I deserved to be Director. When my manager didn't promote me, I moved to another team who offered to promote me as part of the move. The promotion was later rescinded because my new manager lacked authority.
Read 17 tweets
3 Apr
What defines a great company culture? I worked for two iconic companies and founders with nearly polar opposite cultures. Amazon was heads-down, secretive, forthright. Facebook was open, transparent, collaborative. Here's what I learned about culture working for Bezos and Zuck:
Culture implicitly sets expectations for behavior. Strong cultures are well-defined with sharp edges, and well-understood by everyone in the organization top to bottom. Strong founders with unapologetic personalities set the culture early and maintain it as the company scales.
When I joined Amzn in 1999, we had top-secret teams working on new products like Auctions, Toys and Electronics. Before a product launched, the only people in the know were those who needed to know. Everyone else was told to keep their heads down and focus on their own work.
Read 17 tweets
12 Mar
I learned about leadership & scaling from Sheryl Sandberg. My direct manager for 10+ yrs, we spent countless hours together in weekly 1x1s (she attended religiously), meetings, offsites, dinners, travel, etc. Here are some of the most important lessons I took away from Sheryl:
In one of our early M-team offsites, everyone shared their mission in life. Sheryl described her passion for scaling organizations. She was single-mindedly focused on this purpose and loved everything about scaling. It's a huge strength to know what you were put on earth to do.
Sheryl implemented critical systems to help us scale - eg 360 perf reviews, calibrations, promotions, refresh grants, PIPs. She brought structure to our management team and board meetings, hired senior people across the company, and streamlined communications up and down the org.
Read 17 tweets

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