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Our hiring is almost completely built around just going through someone's life story, and we look for moments when they had to make important decisions, and we go deep on those.

I find the strongest predictor of people who do well at Shopify is whether they see opportunity as something to compete for, or do they see opportunity as essentially everywhere and unlimited? It's a rough proxy for pessimism and optimism.

Being part of something that's growing fast is better than being part of something that isn't growing fast because opportunities are essentially everywhere, and you're not competing for something.

I got my first computer when I was 6, and I was part of that early generation of children who grew up with computers always being around. I fell in love with them early on.

I never cared a lot for school.

I never went to university.

I'm always trying to think of ways to make something more efficient. If I have to do something once, that's fine. If I have to do it twice, I'm kind of annoyed. And if I have to do it three times, I'm going to try to automate it.

At Shopify, we are trying to make things as simple as possible, but for the business owner, it's not unlike starting your own little shop along Main Street somewhere.

I think I probably had to start a company, because I don't think I can work for other people.

My early interactions with VCs were really, really poor.

I have serious, serious problems with personas - with unauthentic individuals.

Everyone loves feeling comfortable. But it's actually completely useless.

To kick off a merchant is to censor ideas and interfere with the free exchange of products at the core of commerce. When we kick off a merchant, we're asserting our own moral code as the superior one. But who gets to define that moral code?

Different people need different kinds of communication for it to have the same effect. That was something I had to learn.

It's not a principle unless it costs you something.

Shopify has been a perpetually underestimated company at every point of its history.

It took about 10 years' time for Shopify to be an overnight success.

Once you've made peace with the fact that you're hardly ever going to work on anything that you're actually good at, the only thing that you can do is get good very fast on everything you have to do.

All of us in Canada have to be better at making a dollar count, because we have fewer dollars.

Change has to be fundamental to a company's culture, or there is no way it can survive.

To me, a great company starts with a great product and ends with a great product.

I'm a liberally minded immigrant, leading a predominantly liberal workforce hailing from predominantly liberal cities and countries.

I'm against exclusion of any kind - whether that's restricting people from Muslim-majority nations from entering the U.S. or kicking merchants off our platform if they're operating within the law.

Commerce is a powerful, underestimated form of expression. We use it to cast a vote with every product we buy. It's a direct expression of democracy. This is why our mission at Shopify is to protect that form of expression and make it better for everyone, not just for those we agree with.

Products are a form of speech, and free speech must be fiercely protected, even if we disagree with some of the voices.

One of the most important tasks as a leader in a startup is to pick the right metric to track. This is often referred to as the 'compass metric' because it will be your compass for growth. It's important to note that 'compass metrics' will likely change over the lifetime of a business.

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