WEBVTT -  Sukhinder Singh Cassidy on Entrepreneurship (Podcast)

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<v Speaker 1>This is Mesters in Business with Very Renaults on Bloomberg Radio.

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<v Speaker 1>This week, on the podcast, I have an extra special guest.

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<v Speaker 1>Her name is Kenderson Cassidy and she has had a

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<v Speaker 1>fascinating career in technology, starting as an analyst in the

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<v Speaker 1>investment banking group at Merrill Lynch before going west to

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<v Speaker 1>join a company that ends up getting purchased by Amazon,

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<v Speaker 1>and she stays at Amazon for a while before leaving

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<v Speaker 1>UH to join another startup that ends up doing well.

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<v Speaker 1>She eventually takes a couple of roles at Google Google

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<v Speaker 1>Maps and then running a couple of other projects Google

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<v Speaker 1>International Commerce, and from there ends up launching a couple

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<v Speaker 1>of more startups, all of which that have done very

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<v Speaker 1>very well. UH. She talks about the process of risk

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<v Speaker 1>taking and decision making and why you can't think about

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<v Speaker 1>the risk reward calculus in terms of one big win

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<v Speaker 1>or lose choice. You have to think about a series

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<v Speaker 1>of smaller incremental steps that all involve risk and eventually

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<v Speaker 1>determine the path you take. It's a good framework for

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<v Speaker 1>both technology and finance. I thought this conversation was quite fascinating,

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<v Speaker 1>and I found her book to be intriguing as well.

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<v Speaker 1>Choose Possibility with no further ado My conversation with Sekenderson Cassidy.

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<v Speaker 1>This is mesters in Business with Very Renaults on Bloomberg Radio.

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<v Speaker 1>My special guest this week is Sekenderson Cassidy. She is

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<v Speaker 1>a technology executive and serial entrepreneur. Previously she was president

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<v Speaker 1>of stub Hub. Her new book is Choose Possibility, Take risks,

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<v Speaker 1>and Thrive even when you fail. Sekenderson Cassidy, Welcome to Bloomberg.

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<v Speaker 1>Thank you so much for having me excited to be here.

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<v Speaker 1>So let's talk about your career, which is really so

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<v Speaker 1>interesting it it covers everything from UH finance and investing

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<v Speaker 1>banking to technology. UM, let's begin at the beginning. You

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<v Speaker 1>started at Merrill Lynch in the early nineties, a great

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<v Speaker 1>time to start in investment banking. What motivated that decision

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<v Speaker 1>to go into finance? Um, well, a couple of things.

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<v Speaker 1>Number One, I'd say the most more intelligent reason was

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<v Speaker 1>because I wanted to a base in financial literacy and

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<v Speaker 1>financial analysis, which I thought would be great for any

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<v Speaker 1>career I had. And then the more emotional reason. Honestly,

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<v Speaker 1>I was at a top undergraduate business school in Canada

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<v Speaker 1>and all my friends were doing it, because like, well,

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<v Speaker 1>if they're doing it, I should be doing to. So

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<v Speaker 1>in some ways I call I call it a copycat goal.

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<v Speaker 1>I'm sure there are many ways I could have gotten

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<v Speaker 1>financial literacy, but I was bound and determined to keep

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<v Speaker 1>pay with my rather competitive colleagues to get a job

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<v Speaker 1>on Wall Street. So you you head to New York,

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<v Speaker 1>you started Merrill Lynch. Any formative experiences stay with you

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<v Speaker 1>years later? What do you most remember from that era? Well,

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<v Speaker 1>the first is, honestly, just to struggle to get the job,

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<v Speaker 1>believe it or not. And uh and I say that

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<v Speaker 1>to people because often we look back on the careers

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<v Speaker 1>of you know, others and think they're they look so

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<v Speaker 1>pretty from the outside, but from the inside. It took

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<v Speaker 1>me a good year plus to get that job. I

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<v Speaker 1>was rejected by number of banks. Meryl didn't even come

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<v Speaker 1>to candidate or recruit, and they offered me one of

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<v Speaker 1>those polite informational letters that said something like, if you're

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<v Speaker 1>ever in New York City, would be happy to give

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<v Speaker 1>you fifteen a fifteen minute informational interview. And I remember

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<v Speaker 1>saying to my father, I'm like, well, what is't that?

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<v Speaker 1>They just rejected me and he said, well, why don't

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<v Speaker 1>you take a train ticket and head down to New York.

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<v Speaker 1>You never know? And um, and I was at the

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<v Speaker 1>end of my rope. I've been searching for a job

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<v Speaker 1>for over a year, I said, as I said, determined

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<v Speaker 1>to at this job and not successful. And I took

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<v Speaker 1>that train ride in fifteen minutes turned into a three

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<v Speaker 1>hour interview, and then they accelerated me to the final process. Uh, which,

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<v Speaker 1>if you know, for investment banks, is very competitive. I

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<v Speaker 1>came down on a weekend and competed with all the

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<v Speaker 1>sort of IVY League American kids who had been through

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<v Speaker 1>rounds of interviews. Undoubtedly, um and I got the job.

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<v Speaker 1>So it was a pretty sweet, pretty sweet success after

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<v Speaker 1>a year and a half of trying. But it was

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<v Speaker 1>very formative for me because it really informed and you know,

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<v Speaker 1>I guess my view of how often you have to

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<v Speaker 1>just keep choosing in order to get to the goal.

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<v Speaker 1>You want keep keep banging away. So so, what what

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<v Speaker 1>did you do for Meryl when you when you get

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<v Speaker 1>the job? What was it that they had you do?

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<v Speaker 1>What were your responsibilities and what was the job like? Well,

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<v Speaker 1>and I think this is probably the second former of

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<v Speaker 1>experience I had at meryll Um. So my role with

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<v Speaker 1>the financial analyst, anybody who maybe has studied finance know

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<v Speaker 1>that that's really a job where you create pitch books,

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<v Speaker 1>books with facts and details about different industries. I was

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<v Speaker 1>in the financial services industry group I was assigned to,

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<v Speaker 1>and you really you know, create those books or what's

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<v Speaker 1>called managing directors who go out and pitch you know,

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<v Speaker 1>large companies on using their services M and A services, I,

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<v Speaker 1>p O services, what have you. And so the average

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<v Speaker 1>analysts is spending you know, days and nights softened through

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<v Speaker 1>the night, toiling to create these perfect pitch books. So

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<v Speaker 1>I certainly had that experience, but I ended up working

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<v Speaker 1>for a pretty eclectic young managing director called Henry Michaels.

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<v Speaker 1>And Henry was you know, as detail orange as they

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<v Speaker 1>could get, type smoking, you know, definitely capable of driving

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<v Speaker 1>others crazy. But he took a really deep and early

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<v Speaker 1>interest in just teaching me about, believe it or not,

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<v Speaker 1>the savings and loan industry. And I think he found

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<v Speaker 1>me to be maybe uh rap students. And I freely

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<v Speaker 1>admit after taking a year to get that job, I

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<v Speaker 1>was just bound and determined to be successful um at it.

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<v Speaker 1>So I was you know, very inquisitive, very curious, and

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<v Speaker 1>as result, Henry kept staffing me and putting me, I

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<v Speaker 1>would say, on jobs with increasing responsibility. And so pretty

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<v Speaker 1>early on I was going to meetings with CEO, so

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<v Speaker 1>he would he would set up and let me attend.

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<v Speaker 1>Of course I was carrying the pitch books, but that

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<v Speaker 1>didn't really matter to me. The exposure did um and

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<v Speaker 1>as a result I ended up working on an I

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<v Speaker 1>p O early the Long Islands, I think bank. Henry

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<v Speaker 1>kept giving me more and more responsibility, and in my

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<v Speaker 1>second year Merrill sent me to London, which was unusual

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<v Speaker 1>as well to send something that early, and I got

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<v Speaker 1>to go, you know, work on banking in the you know,

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<v Speaker 1>in the European banking industry, and had just an amazing experience.

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<v Speaker 1>So I gave Henry Michael's a lot of credit. Henry

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<v Speaker 1>definitely skipped a bunch of players to teach me, and I,

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<v Speaker 1>as I said, maybe my best contribution, as I was

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<v Speaker 1>a wrapped student. But the result was, you know, an

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<v Speaker 1>experience where I got a lot of exposure so very

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<v Speaker 1>quickly to kind of senior executives. Really really interesting. I

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<v Speaker 1>have a specific recollection of the Long Island Savings Bank

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<v Speaker 1>going I p O in the early I want to say,

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<v Speaker 1>mid nineties, and eventually I was the analyst, and eventually

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<v Speaker 1>it got acquired, and then that company got acquired and

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<v Speaker 1>at a certain point you just lose track. But this

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<v Speaker 1>leads to an obvious question. All of your background is

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<v Speaker 1>finance related. How did you transition to tech and what

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<v Speaker 1>made you decide to leave the East Coast and the

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<v Speaker 1>world of finance for the West Coast, which has more

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<v Speaker 1>of a technology ben Well, I so ironically I made

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<v Speaker 1>my way to the West Coast, not from the East Coast,

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<v Speaker 1>but via London, because if you recall, Meryll sent me

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<v Speaker 1>to London. And when I was in London, I had

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<v Speaker 1>spent maybe you know, two years with the bank, and

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<v Speaker 1>the classic length of these programs is two years and

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<v Speaker 1>then they expect you actually to move on, you know.

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<v Speaker 1>So analyst programs are two years of investment banks. So

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<v Speaker 1>I spent two years. They offered me a third and

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<v Speaker 1>I really want to be quote unquote in industry. Now,

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<v Speaker 1>I had no idea what that meant. That I wanted

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<v Speaker 1>to work for one company, and so I was able

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<v Speaker 1>to secure a role with the cfo UM at a

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<v Speaker 1>company called British Guy Broadcasting, one of the biggest satellite

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<v Speaker 1>broadcasters in the world. Um, he recalled, this is part

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<v Speaker 1>of news corps, kind of empire and uh. And luckily

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<v Speaker 1>for me, I parlayed my job in finance to a

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<v Speaker 1>job in finance inside of the company at at beast

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<v Speaker 1>I B and then I was promoted to working UM

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<v Speaker 1>for the CEO and the CEO UH there. So actually

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<v Speaker 1>it's probably more dramatic story. I was promoted. I was

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<v Speaker 1>working first on the top floor for the you know,

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<v Speaker 1>one of the two top bosses. And I've been there.

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<v Speaker 1>I've been at beast IB for only a year. And

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<v Speaker 1>I walked into my boss's office and I told him

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<v Speaker 1>I quit. And he was shocked, and I said, I said,

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<v Speaker 1>you know, I said, two things are true, David. Number one,

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<v Speaker 1>I have this epic promotion. You know, I you know,

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<v Speaker 1>I sit down the hallway from you. I get I

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<v Speaker 1>get lunch every day. I'm on the you know, I'm

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<v Speaker 1>on the executive floor. I'm like, but you don't really

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<v Speaker 1>use me. And it was true. My boss was very

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<v Speaker 1>used to sort of operating like the load wolf is

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<v Speaker 1>that UM as a sort of effectively president a company

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<v Speaker 1>and I said number two, I think I want to

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<v Speaker 1>head back to North America. I've been there for two

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<v Speaker 1>and a half years. And a girlfriend of mine, a

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<v Speaker 1>very dear friend, was at Stanford Business School. I had

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<v Speaker 1>visited her the year early earlier, and I fell in

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<v Speaker 1>love with the weather in the Bay Area and this

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<v Speaker 1>kind of sense of entrepreneurship. That's true. I mean for

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<v Speaker 1>a girl who comes from you know, Ontario, Canada, where

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<v Speaker 1>it gets pretty dark cold. You know, once you visit California,

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<v Speaker 1>you sort of realized that it's possible to live in

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<v Speaker 1>good weather all year long. Um. But the other but,

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<v Speaker 1>the other truth was I wanted to be an entrepreneur.

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<v Speaker 1>My father, you know, loved writting, Zoe love business. I

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<v Speaker 1>had no idea how. I loved the Bay Area for

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<v Speaker 1>the weather, and I sensed that it was you know,

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<v Speaker 1>that there were a lot of people starting companies. So

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<v Speaker 1>I put my job. I um went skiing for three

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<v Speaker 1>months in Whistler, um, and I moved to the I

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<v Speaker 1>moved to California and bought a car, drove up the

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<v Speaker 1>coast from l A to San Francisco. Luckily that that,

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<v Speaker 1>you know, those friends of mine, their parents put me

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<v Speaker 1>up at their very nice house and California until I

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<v Speaker 1>found a job and I started over, how did you

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<v Speaker 1>end up at? If you can't tell already? I was

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<v Speaker 1>assarily impatient, uh, young woman, because you know I moved

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<v Speaker 1>to Farembound in that first six years of my career. I,

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<v Speaker 1>as I said, I you know, I was looking for

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<v Speaker 1>a job in the valley. I faund when and forlting

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<v Speaker 1>the job I found, who was not nearly as positive

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<v Speaker 1>and experience as I had hoped. Um as you as

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<v Speaker 1>we just talked about, I actually had a really good

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<v Speaker 1>experience at Meryll. I even had a good experience at

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<v Speaker 1>Peach Guy b if you look at the fact that,

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<v Speaker 1>you know, I got the ability, I was promoted and

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<v Speaker 1>I got to this. You know, I found a startup

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<v Speaker 1>in Silicon Valley that was an interactive television which was

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<v Speaker 1>you know, at least somewhat related to what I'd just

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<v Speaker 1>done it, you know, a sky was in the TV industry.

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<v Speaker 1>And then second day on the job, my boss told

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<v Speaker 1>me I was scared the secretaries, and I was like,

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<v Speaker 1>what what does that mean? What do you mean? What

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<v Speaker 1>do you mean? I'm like, I've just come from two

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<v Speaker 1>industries that are highly male dominated, nobody ever told me

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<v Speaker 1>I was scary and um, and thus began a rapid

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<v Speaker 1>decline in our relationship. I felt like I wasn't getting

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<v Speaker 1>a lot of response ability. He kept telling me I

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<v Speaker 1>was the rookie that needed to be coached, and I

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<v Speaker 1>quit six months later, actually fairly deflated, because I was like, Wow,

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<v Speaker 1>if this is what it means to be in Silicon Valley,

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<v Speaker 1>its supposed to be this meritocracy, you know, I'm supposed

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<v Speaker 1>to be, you know, having the time of my life.

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<v Speaker 1>Maybe I'm not meant for this place. Luckily for me, UM,

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<v Speaker 1>I started to think about getting another job, and a

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<v Speaker 1>recruiter called and pitched this idea of you know, a

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<v Speaker 1>company started by four Stanford PhDs in um I had

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<v Speaker 1>this very cool technology. I took the interview. I didn't

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<v Speaker 1>really understand fully the technology, but I loved them. They

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<v Speaker 1>were smart, they were candorous UM, and so I switched,

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<v Speaker 1>and lucky, luckily for me, I made that switch. You know,

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<v Speaker 1>um Jungly ended up building a whole engine for shopping

0:11:48.240 --> 0:11:51.280
<v Speaker 1>for compared and prices across the Internet, and Amazon bought

0:11:51.280 --> 0:11:54.080
<v Speaker 1>the company six months later, and that was really the

0:11:54.120 --> 0:11:57.000
<v Speaker 1>start of my career in Silicon Valley just a great experience,

0:11:57.200 --> 0:12:01.120
<v Speaker 1>but following a very poor one. Huh really, well, everything

0:12:01.160 --> 0:12:04.360
<v Speaker 1>can all be one in roses. Sometimes they're gonna miss

0:12:04.800 --> 0:12:07.120
<v Speaker 1>tell us a little bit about what it was like

0:12:07.240 --> 0:12:12.600
<v Speaker 1>working for Amazon and how closely did you work with

0:12:12.679 --> 0:12:15.120
<v Speaker 1>Bezos back then, Well, believe it or not, that's then

0:12:15.160 --> 0:12:17.079
<v Speaker 1>it was a pretty small company. There was about twelve

0:12:17.120 --> 0:12:20.400
<v Speaker 1>hundred people. We were public, so everybody got exposure to Jeff,

0:12:20.440 --> 0:12:24.160
<v Speaker 1>myself included. So what are some of those earlier those

0:12:24.200 --> 0:12:26.160
<v Speaker 1>early times like at Amazon. Well, first of all, as

0:12:26.200 --> 0:12:28.760
<v Speaker 1>I said, everybody was you know, it was a small

0:12:28.800 --> 0:12:30.880
<v Speaker 1>most company that you could fit most of Amazon in

0:12:30.920 --> 0:12:32.920
<v Speaker 1>one or two buildings. That we made a couple of

0:12:32.960 --> 0:12:35.400
<v Speaker 1>moves where you know, we were all in the same building.

0:12:35.480 --> 0:12:37.760
<v Speaker 1>Number two. We all had to work in the warehouse,

0:12:37.840 --> 0:12:40.800
<v Speaker 1>including you know, like the very top executives at Amazon,

0:12:40.960 --> 0:12:43.839
<v Speaker 1>Jeff and Rick Dal's out. Like everybody had ships, had

0:12:43.840 --> 0:12:46.760
<v Speaker 1>shifts over Christmas, you had no day job. You literally

0:12:46.800 --> 0:12:48.920
<v Speaker 1>all had shifts in the warehouse, which was a pretty

0:12:49.000 --> 0:12:52.199
<v Speaker 1>amazing cultural you know cultural feat and by the way,

0:12:52.240 --> 0:12:55.240
<v Speaker 1>that included like overnight ships. Um, you were picking and

0:12:55.280 --> 0:13:00.439
<v Speaker 1>packing books, music, you know, books, uds, and videos. That's true, Um,

0:13:00.600 --> 0:13:03.559
<v Speaker 1>Jeff had bought the company because he believed it or

0:13:03.600 --> 0:13:07.600
<v Speaker 1>not in still for still had his vision of a

0:13:07.679 --> 0:13:11.680
<v Speaker 1>day where Amazon should show you every product on the internet,

0:13:11.679 --> 0:13:13.760
<v Speaker 1>whether or not they had it in stock. So this

0:13:13.920 --> 0:13:17.000
<v Speaker 1>early vision of marketplace. But Amazon at the time was

0:13:17.040 --> 0:13:19.440
<v Speaker 1>just building out its own verticals, so what was it

0:13:19.520 --> 0:13:22.560
<v Speaker 1>like He was really the main champion of this acquisition

0:13:22.600 --> 0:13:25.520
<v Speaker 1>of buying us for our technology. He used it to

0:13:25.559 --> 0:13:28.800
<v Speaker 1>start version one of Amazon Marketplace, which he shut down

0:13:29.400 --> 0:13:31.920
<v Speaker 1>several years later. So he had made many attempts at

0:13:31.920 --> 0:13:34.800
<v Speaker 1>marketplace before he got the one that worked, and by

0:13:34.800 --> 0:13:37.200
<v Speaker 1>the way, before the world was ready for it. So

0:13:37.240 --> 0:13:40.000
<v Speaker 1>it was pretty It was a pretty um meat look

0:13:40.040 --> 0:13:42.280
<v Speaker 1>into how sort of visionary he was even early on.

0:13:42.520 --> 0:13:45.520
<v Speaker 1>Of course, you know, not nearly as sort of um

0:13:45.600 --> 0:13:48.280
<v Speaker 1>daunting a presence as he might be now, just like,

0:13:48.320 --> 0:13:51.640
<v Speaker 1>you know, very accessible, pretty goofy actually pretty quickly sense

0:13:51.679 --> 0:13:54.359
<v Speaker 1>of humor. And I got to work with them specifically

0:13:54.400 --> 0:13:58.360
<v Speaker 1>because I was one of the people selling merchants, you know,

0:13:58.440 --> 0:14:00.680
<v Speaker 1>like people like Macy's and others on the idea of

0:14:00.679 --> 0:14:04.160
<v Speaker 1>putting their products on Amazon's website. So I got to

0:14:04.200 --> 0:14:07.320
<v Speaker 1>pitch a few different retailers with Jeff, which was really neat.

0:14:07.840 --> 0:14:10.160
<v Speaker 1>So I know this is going to be a very

0:14:10.240 --> 0:14:15.199
<v Speaker 1>fanboy question, but I have to ask because there's a

0:14:15.240 --> 0:14:20.760
<v Speaker 1>broader components about understanding or not the future. In the

0:14:20.880 --> 0:14:24.800
<v Speaker 1>late nineties, in the early two thousand's, did you have

0:14:24.960 --> 0:14:29.680
<v Speaker 1>any indication that Amazon would become the juggernaut that it

0:14:29.800 --> 0:14:34.480
<v Speaker 1>become came or was thouse early days, Hey, we think

0:14:34.520 --> 0:14:36.600
<v Speaker 1>we're going to be successful. We could be a real

0:14:37.080 --> 0:14:42.160
<v Speaker 1>solid company. Like what was the view like from back then?

0:14:42.880 --> 0:14:44.880
<v Speaker 1>The view was not that we were going to become

0:14:44.920 --> 0:14:49.520
<v Speaker 1>the juggernaut we are today as defined by Amazon's not

0:14:49.600 --> 0:14:52.680
<v Speaker 1>just a retailer, but it's like a dominant movie studio. Oh,

0:14:52.760 --> 0:14:54.960
<v Speaker 1>it's not just a movie studio. It owned the grocer.

0:14:55.160 --> 0:14:57.280
<v Speaker 1>Oh it's not just the grocer, but it happens to

0:14:57.280 --> 0:15:00.480
<v Speaker 1>own the largest infrastructure backbones for the way it's called

0:15:00.560 --> 0:15:04.120
<v Speaker 1>you know, Amazon Web services and other merchants. Like no

0:15:04.320 --> 0:15:07.480
<v Speaker 1>way with that obvious, as I said, like literally, these

0:15:07.480 --> 0:15:09.720
<v Speaker 1>were the days when we selling books, music and video

0:15:10.440 --> 0:15:13.240
<v Speaker 1>and um launching new categories. And Jeff, as I said,

0:15:13.360 --> 0:15:17.080
<v Speaker 1>like he was impressive, but he was also very accessible, funny, young,

0:15:17.280 --> 0:15:19.440
<v Speaker 1>like he told me a few years older than I am.

0:15:19.480 --> 0:15:22.200
<v Speaker 1>At best, and um, to know, I don't, I mean

0:15:22.240 --> 0:15:24.000
<v Speaker 1>all the people that you think of now is it's

0:15:24.080 --> 0:15:27.960
<v Speaker 1>quite famous. Um, there was no indication, you know, as

0:15:27.960 --> 0:15:30.600
<v Speaker 1>I said, now you might and I might say wow,

0:15:30.640 --> 0:15:35.040
<v Speaker 1>buying a company in launch Amazon marketplace. Certainly they were

0:15:35.080 --> 0:15:37.000
<v Speaker 1>early inklings that he used a vision to sell a

0:15:37.080 --> 0:15:39.560
<v Speaker 1>lot of stuff and so he could say, hey, could

0:15:39.600 --> 0:15:42.960
<v Speaker 1>I see this company becoming one of the larger retailers? Sure,

0:15:43.520 --> 0:15:48.520
<v Speaker 1>but is defined by what Amazon is today? Um, yeah,

0:15:48.520 --> 0:15:52.720
<v Speaker 1>no way to predict it quite quite fascinating that that's

0:15:52.760 --> 0:15:58.520
<v Speaker 1>quite fascinating. So let's talk about your transition from Amazon,

0:15:59.640 --> 0:16:03.520
<v Speaker 1>uh to your next venture. You co founded a startup.

0:16:03.800 --> 0:16:07.400
<v Speaker 1>Tell us a little bit about Yodley and what made

0:16:07.480 --> 0:16:11.000
<v Speaker 1>you decide to say, well, this Amazon company is kind

0:16:11.000 --> 0:16:12.880
<v Speaker 1>of fun, but let me see what I could build

0:16:12.880 --> 0:16:15.400
<v Speaker 1>on my own. Well, remember we were chatting about that

0:16:15.520 --> 0:16:19.560
<v Speaker 1>rather restless and impatient young woman. I don't think any

0:16:19.560 --> 0:16:21.240
<v Speaker 1>of that solved when I was at Amazon. It was

0:16:21.280 --> 0:16:23.960
<v Speaker 1>a great experience, by the way, And you know, remember

0:16:24.000 --> 0:16:26.720
<v Speaker 1>I had never gone intending to be at Amazon. I

0:16:26.760 --> 0:16:29.320
<v Speaker 1>had gone to a startup right which got bought. And

0:16:29.320 --> 0:16:32.280
<v Speaker 1>while Amazon was a great company, was up in Seattle,

0:16:32.920 --> 0:16:35.920
<v Speaker 1>it was now public, and so there's me thinking, gosh,

0:16:35.960 --> 0:16:37.360
<v Speaker 1>what am I going to get the chance to start

0:16:37.360 --> 0:16:39.720
<v Speaker 1>my own company? And I know many people listening to

0:16:39.760 --> 0:16:42.160
<v Speaker 1>this podcast will be like, really, you left Amazon to

0:16:42.240 --> 0:16:46.000
<v Speaker 1>start your own company? Is that a really smart decision? Um?

0:16:46.040 --> 0:16:48.240
<v Speaker 1>But in some ways, you know, Amazon to me still

0:16:48.280 --> 0:16:50.880
<v Speaker 1>at the time still felt very big and um, and

0:16:50.920 --> 0:16:54.600
<v Speaker 1>I wanted to get there. So at Amazon and remember

0:16:54.640 --> 0:16:56.800
<v Speaker 1>many of the founders of Jungle League, you know, have

0:16:56.920 --> 0:17:00.160
<v Speaker 1>made a lot of wealth. Um, they're certainly mentors of mine.

0:17:00.200 --> 0:17:03.160
<v Speaker 1>They are even today, and they start angel investing in

0:17:03.200 --> 0:17:06.159
<v Speaker 1>a number of companies in the valley. And knowing that

0:17:06.280 --> 0:17:09.600
<v Speaker 1>I have this ambition. Um, I've been at Amazon about

0:17:09.680 --> 0:17:12.520
<v Speaker 1>a year and I get into day. I get a

0:17:12.560 --> 0:17:14.959
<v Speaker 1>call one weekend and sort of says, hey, you know,

0:17:15.040 --> 0:17:19.800
<v Speaker 1>there's this professor from UCSC who's a computer science professor,

0:17:19.840 --> 0:17:22.760
<v Speaker 1>and he's built this really cool technology that goes out

0:17:22.800 --> 0:17:25.840
<v Speaker 1>across the web and it gets all your financial information

0:17:25.920 --> 0:17:28.640
<v Speaker 1>behind all of those sites with passwords, and it puts

0:17:28.720 --> 0:17:30.880
<v Speaker 1>them in one place. You can have an aggregated view

0:17:30.920 --> 0:17:33.440
<v Speaker 1>of your financial life. And by the way, the technology

0:17:33.480 --> 0:17:36.000
<v Speaker 1>is not the same as Junglie, but it has some analogies,

0:17:36.560 --> 0:17:38.960
<v Speaker 1>and they're like, and they're looking for a business co founder.

0:17:39.000 --> 0:17:40.760
<v Speaker 1>They have all these engineers that they need somebody to

0:17:40.840 --> 0:17:44.119
<v Speaker 1>establish the business model, race the money. Um. And so

0:17:44.160 --> 0:17:46.080
<v Speaker 1>I got one of those inbound calls and it was

0:17:46.119 --> 0:17:50.320
<v Speaker 1>through that network of you know, angel investors who who

0:17:50.400 --> 0:17:53.360
<v Speaker 1>were the founders of Junglee. I flew down from Seattle

0:17:53.440 --> 0:17:55.800
<v Speaker 1>to San Francisco for a weekend. I took one look

0:17:55.800 --> 0:17:59.800
<v Speaker 1>at the technology and I suitably impressed. I was like, Wow,

0:18:00.359 --> 0:18:02.720
<v Speaker 1>you just grabbed all my credit card balances and my

0:18:02.840 --> 0:18:05.440
<v Speaker 1>bank balance and you know, my brokerage balance in one

0:18:05.480 --> 0:18:09.120
<v Speaker 1>place and gave me this egrecated You nobody can do that.

0:18:09.480 --> 0:18:13.719
<v Speaker 1>I'm just pretty revolutionary technology at the time. Um. And

0:18:13.920 --> 0:18:16.480
<v Speaker 1>they offered me the opportunity of twenty nine years old

0:18:16.560 --> 0:18:19.000
<v Speaker 1>to become what's called a co founder of the company

0:18:19.040 --> 0:18:22.280
<v Speaker 1>and the first business executive. And I just jumped at

0:18:22.280 --> 0:18:25.280
<v Speaker 1>the chance. I love the technology, UM. I love the

0:18:25.280 --> 0:18:27.800
<v Speaker 1>fact that I would be with There was five engineers

0:18:27.800 --> 0:18:30.159
<v Speaker 1>at this company too, again very similar to Junglie. But

0:18:30.200 --> 0:18:31.560
<v Speaker 1>now I was going to get a seat at the

0:18:31.600 --> 0:18:34.520
<v Speaker 1>table as you know, as literally one of the executive

0:18:34.520 --> 0:18:36.520
<v Speaker 1>team at such a young age and get to raise

0:18:36.560 --> 0:18:39.560
<v Speaker 1>the money from venture capitalists, right a business plan. So

0:18:39.880 --> 0:18:44.000
<v Speaker 1>uh so they were really very early stage. Yes, yes, yes,

0:18:44.080 --> 0:18:46.320
<v Speaker 1>I mean it was twelve engineers in a room. And

0:18:46.440 --> 0:18:49.119
<v Speaker 1>as I said, and and I was just, you know,

0:18:49.200 --> 0:18:52.000
<v Speaker 1>as effectively the first business leader to be hired at

0:18:52.000 --> 0:18:56.359
<v Speaker 1>the company. And so I uh, I gave my notice

0:18:56.400 --> 0:19:01.120
<v Speaker 1>at Amazon maybe a month later and moved right into

0:19:01.200 --> 0:19:04.040
<v Speaker 1>Jungle Lee And we raised fifteen million dollars from venture

0:19:04.080 --> 0:19:07.320
<v Speaker 1>capitalists within a month of that, and we were off

0:19:07.359 --> 0:19:09.399
<v Speaker 1>to the races. And you know, thus began kind of

0:19:09.400 --> 0:19:11.879
<v Speaker 1>a six year journey to build you know what today

0:19:12.000 --> 0:19:15.600
<v Speaker 1>many would consider the pioneer in really aggregating your financial information.

0:19:15.640 --> 0:19:18.320
<v Speaker 1>I'm really proud of the fact that Yodally really did

0:19:18.359 --> 0:19:21.600
<v Speaker 1>create a whole industry of companies that you know, we're

0:19:21.640 --> 0:19:25.120
<v Speaker 1>able to access financial information using our services and our

0:19:25.240 --> 0:19:28.520
<v Speaker 1>kind of technology backbone and build many of the financial

0:19:28.520 --> 0:19:32.520
<v Speaker 1>apps that you know people used today. Um so Yodally

0:19:32.960 --> 0:19:35.200
<v Speaker 1>Yodally had a fifteen year run before it became public,

0:19:35.240 --> 0:19:37.280
<v Speaker 1>and I was there for the verse five of those years.

0:19:37.400 --> 0:19:40.640
<v Speaker 1>So let's work our way through this chronology a little bit.

0:19:40.760 --> 0:19:44.600
<v Speaker 1>You end up at at Jungle which gets acquired by Amazon,

0:19:44.720 --> 0:19:51.960
<v Speaker 1>and from to I'm at Amazon, and then when do

0:19:52.000 --> 0:19:55.399
<v Speaker 1>you leave ninety? When do you leave amaz Oh? So

0:19:55.560 --> 0:19:59.159
<v Speaker 1>you were only okay, Actually, so when their year, I

0:19:59.160 --> 0:20:03.080
<v Speaker 1>mean it was year and you stayed. Um, did you

0:20:03.160 --> 0:20:06.679
<v Speaker 1>stay with Yodley until they were acquired by investment? No.

0:20:06.840 --> 0:20:10.200
<v Speaker 1>I stayed with Yodley for five years. In that time,

0:20:10.240 --> 0:20:13.040
<v Speaker 1>I had every job under the sun. I was predominantly

0:20:13.080 --> 0:20:16.639
<v Speaker 1>responsible that we've talked about for uh for not just

0:20:16.720 --> 0:20:18.600
<v Speaker 1>raising the money. We raised about a hundred million in

0:20:18.640 --> 0:20:21.400
<v Speaker 1>the time I was there, in several rounds of financing,

0:20:21.480 --> 0:20:24.639
<v Speaker 1>but I was I was responsible for sales and business development,

0:20:24.680 --> 0:20:28.080
<v Speaker 1>selling our technology to all the banks and brokerage companies.

0:20:28.200 --> 0:20:30.399
<v Speaker 1>And so I stayed until two thousand and four. I

0:20:30.440 --> 0:20:33.399
<v Speaker 1>helped us hire our CEO in two thousands, and he

0:20:33.440 --> 0:20:35.560
<v Speaker 1>wasn't going anywhere, by the way. So I always say

0:20:35.560 --> 0:20:37.879
<v Speaker 1>to people, I topped out at my own startups. Like literally,

0:20:37.920 --> 0:20:40.520
<v Speaker 1>I'd had every job I've done, sales at Den Marketing,

0:20:40.520 --> 0:20:43.560
<v Speaker 1>at don PR, I was our spokesperson, I raised money,

0:20:44.080 --> 0:20:46.280
<v Speaker 1>and I in many ways, I was, you know, partnered

0:20:46.359 --> 0:20:49.399
<v Speaker 1>very closely with the CEO and we had a great relationship.

0:20:49.960 --> 0:20:51.879
<v Speaker 1>And in two thousand and four, I was like okay,

0:20:51.880 --> 0:20:54.320
<v Speaker 1>and now like what's my next horizon? Like I've been

0:20:54.359 --> 0:20:57.000
<v Speaker 1>here five years and I've done all of these roles,

0:20:57.000 --> 0:20:58.960
<v Speaker 1>but there was like, the company's not growing fast enough

0:20:59.000 --> 0:21:01.640
<v Speaker 1>to give me an entirely career, you know what set

0:21:01.640 --> 0:21:04.280
<v Speaker 1>of challenges. Um, And so that's I actually, for the

0:21:04.280 --> 0:21:07.239
<v Speaker 1>first time, you know, I did what i'd call, you know,

0:21:07.720 --> 0:21:11.880
<v Speaker 1>a more studied search, thinking I might start another company, um,

0:21:11.880 --> 0:21:14.240
<v Speaker 1>but also thinking you know that I wanted to find

0:21:14.280 --> 0:21:17.480
<v Speaker 1>the right idea. So I was pondering my next new

0:21:17.680 --> 0:21:20.720
<v Speaker 1>presuming I would start a company. When UM, I got

0:21:20.720 --> 0:21:24.720
<v Speaker 1>the opportunity to start a new service at Google, which

0:21:24.960 --> 0:21:27.359
<v Speaker 1>you know today we would call local and maps. And

0:21:27.560 --> 0:21:32.160
<v Speaker 1>and let's talk a little bit about Google Maps. Uh.

0:21:32.200 --> 0:21:35.760
<v Speaker 1>It's funny because it's so ubiquitous today we don't even

0:21:35.760 --> 0:21:39.840
<v Speaker 1>think twice about, um, the miracle that is Google Maps.

0:21:39.880 --> 0:21:44.000
<v Speaker 1>But back in the mid two thousand's, did anybody have

0:21:44.080 --> 0:21:49.159
<v Speaker 1>any idea of what a massive technological breakthrough g maps?

0:21:49.200 --> 0:21:53.120
<v Speaker 1>Where I remember playing with early versions of it and

0:21:53.200 --> 0:21:58.040
<v Speaker 1>just you know, had head exploding. What what was the

0:21:58.119 --> 0:22:04.520
<v Speaker 1>thoughts like within Google about about Google Maps? Well, it's, um,

0:22:04.520 --> 0:22:06.120
<v Speaker 1>it's a couple of things. So first of all. When

0:22:06.119 --> 0:22:08.439
<v Speaker 1>I got to call Google originally called me you come

0:22:08.440 --> 0:22:11.240
<v Speaker 1>to join them, and I actually said no, And I said, gosh,

0:22:11.240 --> 0:22:13.600
<v Speaker 1>you guys are also quite big. Your twelve hundred people.

0:22:13.920 --> 0:22:17.480
<v Speaker 1>Remember in my warped brain, you know Amazon is making

0:22:17.520 --> 0:22:19.480
<v Speaker 1>twelve hundred people. So is Google. And I was like,

0:22:19.520 --> 0:22:23.840
<v Speaker 1>I'm going to start another company. I know. It's so

0:22:23.880 --> 0:22:27.000
<v Speaker 1>funny and and um and Google called me back seven

0:22:27.000 --> 0:22:28.840
<v Speaker 1>months later. They said, you said you wanted to start

0:22:28.880 --> 0:22:32.359
<v Speaker 1>up opportunity. We have it. We have something Greenfield called

0:22:32.400 --> 0:22:34.639
<v Speaker 1>maps and we said They said, Yahoo has a product

0:22:34.640 --> 0:22:36.960
<v Speaker 1>called Yahoo Maps, a well has something called map Quest.

0:22:37.400 --> 0:22:40.119
<v Speaker 1>Google has no products to help you search locally or

0:22:40.200 --> 0:22:43.160
<v Speaker 1>find navigate locally, i e. Both find goods and services

0:22:43.200 --> 0:22:46.520
<v Speaker 1>locally or businesses and navigate right because Google Local is

0:22:46.560 --> 0:22:48.879
<v Speaker 1>like search for business Google maps. Who search for a

0:22:48.960 --> 0:22:51.639
<v Speaker 1>place is back today. They're very merged. Nobody thinks of

0:22:51.680 --> 0:22:55.679
<v Speaker 1>them as different. Um and uh, and I studied. I

0:22:55.760 --> 0:22:58.640
<v Speaker 1>studied the landscape. I went and interviewed Google, and within

0:22:58.680 --> 0:23:00.439
<v Speaker 1>two weeks I said yes to the job because I

0:23:00.480 --> 0:23:03.560
<v Speaker 1>was like, holy smokes. The yellow pages industry, which at

0:23:03.600 --> 0:23:05.760
<v Speaker 1>the time was you know, those thick yellow books that

0:23:05.800 --> 0:23:09.840
<v Speaker 1>everybody got to find places was a twenty three billion

0:23:10.000 --> 0:23:14.160
<v Speaker 1>dollar industry in annual advertising. And I was like, surely

0:23:14.359 --> 0:23:16.800
<v Speaker 1>if Yahoo has some product in a well has a product,

0:23:16.800 --> 0:23:18.879
<v Speaker 1>Google should have a product. And look at all the

0:23:18.960 --> 0:23:21.679
<v Speaker 1>ad dollars available in this category and look at all

0:23:21.680 --> 0:23:24.920
<v Speaker 1>the usage. That's pretty antiquated. Um So I said yes

0:23:25.040 --> 0:23:28.439
<v Speaker 1>very quickly. Um and I have to point out that

0:23:28.520 --> 0:23:34.600
<v Speaker 1>Yellow Books at billion dollars revenue. The obvious answer is

0:23:35.080 --> 0:23:38.640
<v Speaker 1>but not for long. But not for long. I mean, look,

0:23:38.680 --> 0:23:42.560
<v Speaker 1>look digital really white staff business over you know, by

0:23:42.600 --> 0:23:44.560
<v Speaker 1>the way, there were still Yellow Pages around the country

0:23:44.680 --> 0:23:47.399
<v Speaker 1>and that around the globe, but nobody would think of

0:23:47.440 --> 0:23:50.719
<v Speaker 1>that as a juggernaut industry. Um So, yeah, you know

0:23:50.920 --> 0:23:54.639
<v Speaker 1>online really you know, really changed and transformed the face

0:23:54.720 --> 0:23:58.520
<v Speaker 1>of local advertising fundamentally. But um, I would say, I

0:23:58.560 --> 0:24:00.400
<v Speaker 1>knew it would be big. I mean that's what led

0:24:00.400 --> 0:24:02.679
<v Speaker 1>me to move in that direction. I'd say, what was

0:24:02.800 --> 0:24:05.760
<v Speaker 1>unknown about Google service? And you appreciate this even by me.

0:24:06.680 --> 0:24:09.399
<v Speaker 1>You know, I was paired with a product manager. I

0:24:09.440 --> 0:24:11.480
<v Speaker 1>was the business person, meaning I had to go license

0:24:11.560 --> 0:24:15.439
<v Speaker 1>to data for like roads and businesses to put underneath

0:24:15.800 --> 0:24:18.400
<v Speaker 1>inside of that service. Right, all that data was not online.

0:24:18.960 --> 0:24:22.440
<v Speaker 1>I had one product manager, Brett Taylor, um ironically now

0:24:22.480 --> 0:24:25.040
<v Speaker 1>the president of Sales Force. He was my He was

0:24:25.080 --> 0:24:27.480
<v Speaker 1>my product manager, and we had ten engineers and the

0:24:27.680 --> 0:24:30.040
<v Speaker 1>you know, twelve of us built that product effectively. I

0:24:30.080 --> 0:24:33.240
<v Speaker 1>did the business deals. He you know, he guided the engineers.

0:24:33.280 --> 0:24:35.280
<v Speaker 1>So on the one hand, the product could have been

0:24:35.280 --> 0:24:38.160
<v Speaker 1>pretty straightforward like Yahoo A O L. But Google made

0:24:38.160 --> 0:24:40.880
<v Speaker 1>two innovations that I think people will remember to this day.

0:24:41.480 --> 0:24:44.000
<v Speaker 1>Number one, believe it or not, just putting the name

0:24:44.119 --> 0:24:47.040
<v Speaker 1>of the road inside of the road, not on top

0:24:47.080 --> 0:24:49.520
<v Speaker 1>of the road was one innovation. You're like, oh, the

0:24:49.600 --> 0:24:51.399
<v Speaker 1>name of the road is like on the road, and

0:24:51.520 --> 0:24:55.080
<v Speaker 1>visually it's just like a prettier experience, and it's you know,

0:24:55.520 --> 0:24:57.840
<v Speaker 1>it's it's like the map is less crowded that way.

0:24:58.119 --> 0:25:00.199
<v Speaker 1>But the second innovation, and this I give a lot

0:25:00.240 --> 0:25:02.760
<v Speaker 1>of credit to Sergey and Larry. Early on, a guy

0:25:02.840 --> 0:25:05.439
<v Speaker 1>named John Hanky showed Google, once we'd launched local and

0:25:05.440 --> 0:25:09.080
<v Speaker 1>maps his cool technology that had satellite imagery called keyhole,

0:25:09.880 --> 0:25:12.280
<v Speaker 1>and Larry and Sergay were like, we need to buy that.

0:25:12.320 --> 0:25:14.600
<v Speaker 1>We're going to overlay that on maps, and that was

0:25:14.640 --> 0:25:19.440
<v Speaker 1>the innovation, right overlaying satellite technology on top of maps, Like, hey,

0:25:19.560 --> 0:25:21.520
<v Speaker 1>you can't give me any credit as a business person

0:25:21.600 --> 0:25:23.919
<v Speaker 1>for seeing that that was really product vision and in

0:25:23.960 --> 0:25:26.280
<v Speaker 1>that case led by the founders, I mean Brett, Brett

0:25:26.359 --> 0:25:28.800
<v Speaker 1>liked the product too, but from what I recall, Larry

0:25:28.800 --> 0:25:31.280
<v Speaker 1>and Sergay were really gung ho on buying the company

0:25:31.280 --> 0:25:34.080
<v Speaker 1>and overlaying satellite technology on top of maps. And that's

0:25:34.080 --> 0:25:35.399
<v Speaker 1>an example of sord of one of the things I

0:25:35.440 --> 0:25:37.240
<v Speaker 1>admired about Google. They didn't really care about how it

0:25:37.240 --> 0:25:39.879
<v Speaker 1>would make money. It was just a very cool and

0:25:39.960 --> 0:25:43.280
<v Speaker 1>differentiated in you know, it turns out very useful feature

0:25:43.640 --> 0:25:46.480
<v Speaker 1>to have Google Earth on top of Google Maps, but

0:25:46.560 --> 0:25:49.480
<v Speaker 1>like no commercial application, just super cool at least not

0:25:49.560 --> 0:25:54.240
<v Speaker 1>then eventually yes, but not. But like when we laid

0:25:54.280 --> 0:25:56.000
<v Speaker 1>over overlaid it, I was like, Okay, I guess if

0:25:56.000 --> 0:25:58.399
<v Speaker 1>this is cool, I'm going to make if anybody, But

0:25:58.920 --> 0:26:01.560
<v Speaker 1>what a what a great kind of product feature and

0:26:01.800 --> 0:26:04.639
<v Speaker 1>like kind of great vision. So um, those are some

0:26:04.680 --> 0:26:07.399
<v Speaker 1>of the fun or experiences about building maps and you know,

0:26:07.440 --> 0:26:11.119
<v Speaker 1>and then local as well. But you mentioned the integration

0:26:11.440 --> 0:26:15.359
<v Speaker 1>of local with Google Maps. I have a suspicion that

0:26:15.440 --> 0:26:20.879
<v Speaker 1>a lot of people don't realize how tightly integrated it

0:26:21.000 --> 0:26:24.199
<v Speaker 1>actually is what I was in pre pandemic. I was

0:26:24.240 --> 0:26:27.879
<v Speaker 1>in Paris and we were looking for a specific restaurant

0:26:28.359 --> 0:26:32.040
<v Speaker 1>and you just punch restaurant in, and Google Maps knows

0:26:32.040 --> 0:26:35.320
<v Speaker 1>where you are and it just shows you on the maps.

0:26:35.359 --> 0:26:40.719
<v Speaker 1>It populates all the restaurants of that type in that area,

0:26:41.000 --> 0:26:45.679
<v Speaker 1>and it's absolutely seamless. And I've showed that to people

0:26:45.920 --> 0:26:48.560
<v Speaker 1>who are much much younger than me, and they're like, huh,

0:26:48.600 --> 0:26:50.359
<v Speaker 1>I didn't know I could do that with Google Maps.

0:26:50.600 --> 0:26:54.520
<v Speaker 1>It's almost like, uh, you know, it's almost like a

0:26:54.520 --> 0:26:58.120
<v Speaker 1>a a surprise feature when really it's a more part

0:26:58.160 --> 0:27:02.720
<v Speaker 1>of of Google Maps. It's not an easter egg. Yeah. Absolutely,

0:27:02.760 --> 0:27:04.880
<v Speaker 1>And to be honest, when we started the product, local

0:27:04.920 --> 0:27:07.480
<v Speaker 1>and maps were different things. You could type into the

0:27:07.480 --> 0:27:10.480
<v Speaker 1>search box like you know, movie theater near me, and

0:27:10.520 --> 0:27:12.919
<v Speaker 1>you would get literally a listing of results. Today, of

0:27:12.920 --> 0:27:15.520
<v Speaker 1>course I'll show you the results on a Google Map

0:27:15.600 --> 0:27:18.040
<v Speaker 1>as the preferred way for you to see those results. Like, yes,

0:27:18.119 --> 0:27:20.040
<v Speaker 1>you can get a listing if you want, but every

0:27:20.040 --> 0:27:22.640
<v Speaker 1>Google Search result has the map embedded. And like you,

0:27:23.200 --> 0:27:26.320
<v Speaker 1>I actually often do all my local searching on Google Maps.

0:27:26.359 --> 0:27:28.520
<v Speaker 1>I don't even go to the main Google website. I can.

0:27:29.000 --> 0:27:30.720
<v Speaker 1>But I just go to like Google Maps and I

0:27:30.800 --> 0:27:33.840
<v Speaker 1>type in like restaurants near me, and I get all

0:27:33.840 --> 0:27:35.919
<v Speaker 1>of them with the reviews and the results, and so

0:27:36.400 --> 0:27:40.280
<v Speaker 1>look very very very fun product to have launched into.

0:27:40.520 --> 0:27:43.960
<v Speaker 1>What's done? So what led you to leave Google to

0:27:44.119 --> 0:27:47.760
<v Speaker 1>start joyous? Well, remember, I have one more big chapter

0:27:47.800 --> 0:27:52.080
<v Speaker 1>at Google that's probably um that's ironically even bigger than

0:27:52.119 --> 0:27:54.800
<v Speaker 1>my local and map chapter. Because I'm at Google. We've

0:27:54.840 --> 0:27:57.800
<v Speaker 1>launched local maps. And what's happening is people are saying

0:27:57.840 --> 0:28:00.159
<v Speaker 1>to me. We'll saying to my boss, who is the

0:28:00.240 --> 0:28:03.200
<v Speaker 1>cheap business officer of Google, Um, hey, we have all

0:28:03.240 --> 0:28:05.959
<v Speaker 1>these other products that need us to license data, like

0:28:06.040 --> 0:28:08.000
<v Speaker 1>we want to have um we want to have a

0:28:08.000 --> 0:28:10.199
<v Speaker 1>library product. We want to have a scholar product, we

0:28:10.200 --> 0:28:11.680
<v Speaker 1>want to have a shopping product. By the way, we

0:28:11.720 --> 0:28:14.639
<v Speaker 1>wanted a video product. So I end up building a

0:28:14.680 --> 0:28:17.080
<v Speaker 1>team that is all the licensing for all this other

0:28:17.200 --> 0:28:19.800
<v Speaker 1>data types of data that we want to put online.

0:28:20.240 --> 0:28:22.000
<v Speaker 1>And so I'm running that team. You know, my team

0:28:22.000 --> 0:28:24.119
<v Speaker 1>has gone from I've gone from being an individual contributed

0:28:24.119 --> 0:28:26.879
<v Speaker 1>on running about thirty afford the business development executives and

0:28:26.880 --> 0:28:28.399
<v Speaker 1>about in the span of a year. This is how

0:28:28.480 --> 0:28:31.760
<v Speaker 1>fast Google was growing. And then my boss turns to

0:28:31.760 --> 0:28:33.679
<v Speaker 1>me and said, Hey, Larry's or days really have this

0:28:33.760 --> 0:28:36.520
<v Speaker 1>ambition that we should grow our international business much faster.

0:28:37.320 --> 0:28:40.400
<v Speaker 1>Would you move over and run what we call rest

0:28:40.440 --> 0:28:45.400
<v Speaker 1>of world, which is everything from China to Brazil. At

0:28:45.440 --> 0:28:49.080
<v Speaker 1>the time we weren't in China, Um and build that business.

0:28:49.320 --> 0:28:51.880
<v Speaker 1>So so, to be honest, I spent the next five

0:28:52.000 --> 0:28:54.120
<v Speaker 1>years of my time of Google US there for six

0:28:54.200 --> 0:28:57.880
<v Speaker 1>years actually running our international business. I end up giving

0:28:57.920 --> 0:29:00.440
<v Speaker 1>Local one, giving up Local one Maps and all those

0:29:00.480 --> 0:29:03.920
<v Speaker 1>other teams, and I move over and run that business

0:29:04.000 --> 0:29:06.640
<v Speaker 1>for five years and um, and that was the majority

0:29:06.680 --> 0:29:09.680
<v Speaker 1>of my time at Google actually was which building our

0:29:09.720 --> 0:29:13.000
<v Speaker 1>international business, which you know became renamed Asia Pacific in

0:29:13.040 --> 0:29:15.560
<v Speaker 1>Latin America. We entered China, we had at Brazil, we

0:29:15.720 --> 0:29:18.840
<v Speaker 1>entered India, we entered I don't know eighteen different countries

0:29:18.840 --> 0:29:22.400
<v Speaker 1>directly in a hundred nine indirectly, um until I ran

0:29:22.480 --> 0:29:26.640
<v Speaker 1>that business until two thousand nine. And that was probably

0:29:27.160 --> 0:29:30.280
<v Speaker 1>um my what I'm more known for its Google huh

0:29:30.480 --> 0:29:36.400
<v Speaker 1>really really interesting. And then the startup it starts again

0:29:37.520 --> 0:29:41.040
<v Speaker 1>and so oh nine, you head over to tell us

0:29:41.040 --> 0:29:45.360
<v Speaker 1>about the genesis of joyous, Yes, so um, oh nine,

0:29:45.600 --> 0:29:49.040
<v Speaker 1>I am, you know, three months pregnant with my third child.

0:29:49.160 --> 0:29:52.720
<v Speaker 1>I've had, you, got married, had a family. At Google. Um,

0:29:52.760 --> 0:29:55.200
<v Speaker 1>I met the pinnacle of my career. But it's also

0:29:55.280 --> 0:29:57.120
<v Speaker 1>clear that I am not going to be the CEO

0:29:57.160 --> 0:29:59.680
<v Speaker 1>of Google. Like it's not happening. You know. It was

0:29:59.720 --> 0:30:03.920
<v Speaker 1>obviou obviously Google. You know those two guys interest in

0:30:04.000 --> 0:30:06.280
<v Speaker 1>leaving they don't even and it was Eric and Eric

0:30:06.320 --> 0:30:09.000
<v Speaker 1>Schmidt as well. But it's also clear that any successor

0:30:09.040 --> 0:30:11.400
<v Speaker 1>at Google would be from product or engineering. And so

0:30:11.720 --> 0:30:14.040
<v Speaker 1>you know, and by the way, I mean pretty mighty company.

0:30:14.080 --> 0:30:16.600
<v Speaker 1>Sheryl Sandberg's might peer to an Armstrong who went on

0:30:16.680 --> 0:30:19.800
<v Speaker 1>to read a well Nikesh Aurora who today runs power

0:30:19.800 --> 0:30:22.440
<v Speaker 1>walls and networks. I mean, it was a pretty crazy

0:30:22.480 --> 0:30:25.720
<v Speaker 1>talented group. But all of us started peeling off in

0:30:25.760 --> 0:30:27.920
<v Speaker 1>our own time. My colleagues, a lot of them went

0:30:27.960 --> 0:30:31.000
<v Speaker 1>to larger companies. And I actually wanted, to your point,

0:30:31.040 --> 0:30:32.600
<v Speaker 1>I had to start a bitch again. I was thirty

0:30:32.640 --> 0:30:34.960
<v Speaker 1>nine years old, and I thought, if I'm ever going

0:30:35.000 --> 0:30:38.120
<v Speaker 1>to build another company, um, you know, this might be

0:30:38.200 --> 0:30:40.920
<v Speaker 1>my time. I'm you know, I'm older, but I'm not

0:30:40.960 --> 0:30:43.240
<v Speaker 1>so old that I wouldn't not start a company or

0:30:43.360 --> 0:30:45.720
<v Speaker 1>go to something early and I and I wanted to

0:30:45.720 --> 0:30:49.160
<v Speaker 1>be a CEO, and so I combined those ambitions and

0:30:49.280 --> 0:30:51.480
<v Speaker 1>I went to a venture capital firm for nine months.

0:30:51.800 --> 0:30:55.400
<v Speaker 1>I basically parked myself there. I had my third child. Um,

0:30:55.440 --> 0:30:57.320
<v Speaker 1>I said to them, I want to study everything in

0:30:57.360 --> 0:31:00.200
<v Speaker 1>e commerce. Remember I started my careerit e commerce, write

0:31:00.200 --> 0:31:02.720
<v Speaker 1>at Jungle and at Amazon, and it was like start

0:31:02.760 --> 0:31:05.000
<v Speaker 1>to two thousand nine, and I believe that e commerce

0:31:05.040 --> 0:31:07.600
<v Speaker 1>was going to go through another revolution in which people

0:31:07.600 --> 0:31:11.120
<v Speaker 1>were shopping less for things they needed like you're you know,

0:31:11.120 --> 0:31:13.760
<v Speaker 1>were things based on convenience and more based on want.

0:31:14.080 --> 0:31:17.160
<v Speaker 1>So this is the era where fashion, you know, decre

0:31:18.160 --> 0:31:22.800
<v Speaker 1>um experiences all start to rise as sort of marketplaces

0:31:22.840 --> 0:31:24.720
<v Speaker 1>on the Internet, and they're all just getting launched. By

0:31:24.720 --> 0:31:26.560
<v Speaker 1>the way he looked, you know, back ten years, it

0:31:26.600 --> 0:31:28.960
<v Speaker 1>was not obvious that Airbnb would be a big company.

0:31:29.440 --> 0:31:31.440
<v Speaker 1>It was not obvious that fashion would become one of

0:31:31.480 --> 0:31:34.160
<v Speaker 1>the biggest categories. Right, It's just super early to think

0:31:34.160 --> 0:31:37.480
<v Speaker 1>about anything other than price and convenience. So I study

0:31:37.600 --> 0:31:39.680
<v Speaker 1>sort of all the things in the landscape. And one

0:31:39.760 --> 0:31:43.200
<v Speaker 1>company had been pursuing me very actively at something called Polyvore,

0:31:43.760 --> 0:31:46.040
<v Speaker 1>which was sort of like an early version of pinterest

0:31:46.880 --> 0:31:50.440
<v Speaker 1>um subsequently about by Yahoo several years later for three

0:31:50.480 --> 0:31:53.080
<v Speaker 1>hundred million. And I actually, before I start my own company,

0:31:53.120 --> 0:31:56.800
<v Speaker 1>I go to them first as a CEO who's replacing

0:31:56.840 --> 0:31:59.520
<v Speaker 1>a founder. UM, so I go there for I go,

0:31:59.760 --> 0:32:02.760
<v Speaker 1>I study the landscape. They tried to recruit me multiple times.

0:32:02.760 --> 0:32:04.720
<v Speaker 1>I've been at a venture capital firm. I spent like

0:32:04.800 --> 0:32:07.440
<v Speaker 1>really nine months looking for my next thing. And I

0:32:07.520 --> 0:32:10.640
<v Speaker 1>took that job and within six months I was out.

0:32:11.080 --> 0:32:14.080
<v Speaker 1>I mean, the founder and I but it heads. I

0:32:14.120 --> 0:32:16.440
<v Speaker 1>wouldn't even say we, but it had heads overtly. He

0:32:16.600 --> 0:32:18.320
<v Speaker 1>just wanted to run the company again. I came in

0:32:18.360 --> 0:32:20.280
<v Speaker 1>as the CEO and within six months he wanted the

0:32:20.320 --> 0:32:22.640
<v Speaker 1>company back, and that's what he told the board. So

0:32:22.680 --> 0:32:26.200
<v Speaker 1>I actually got you know, I lost my first job

0:32:26.280 --> 0:32:29.360
<v Speaker 1>outside of Google, which was humiliating. So that's how I

0:32:29.480 --> 0:32:31.240
<v Speaker 1>entered e commerce. This is what I mean when people

0:32:31.240 --> 0:32:33.400
<v Speaker 1>are like re entered e commerce. Whop. I was like, wow,

0:32:33.440 --> 0:32:35.080
<v Speaker 1>he started your own next stup and I was like no, no,

0:32:35.440 --> 0:32:38.240
<v Speaker 1>First I was the CEO of a startup where I

0:32:38.320 --> 0:32:40.840
<v Speaker 1>battled with the founder and he wanted the company back

0:32:40.840 --> 0:32:44.040
<v Speaker 1>and I gave up my like two thousand person multibillion

0:32:44.040 --> 0:32:46.080
<v Speaker 1>dollar job at Google to stay all of the ten

0:32:46.120 --> 0:32:48.600
<v Speaker 1>person startup. Like, let's not miss that part of the story,

0:32:48.680 --> 0:32:51.520
<v Speaker 1>because it's a pretty you know, illustrative of the way.

0:32:51.560 --> 0:32:54.440
<v Speaker 1>To your point, it all rolls, it's never all glorious.

0:32:54.760 --> 0:32:56.719
<v Speaker 1>We do talk. By the way, we're going to circle

0:32:56.800 --> 0:33:00.600
<v Speaker 1>back to that because it's relevant with in the book

0:33:01.320 --> 0:33:05.000
<v Speaker 1>of absolutely what happens when you choose risks. What happens

0:33:05.000 --> 0:33:07.320
<v Speaker 1>when they work out kind of takes care of itself.

0:33:07.760 --> 0:33:11.320
<v Speaker 1>But when it doesn't work out, how do you respond

0:33:11.480 --> 0:33:16.200
<v Speaker 1>to what is a disappointment or a failure. Although I

0:33:16.240 --> 0:33:19.520
<v Speaker 1>have to imagine if they hire you a CEO and

0:33:19.560 --> 0:33:23.960
<v Speaker 1>then the founder comes back, that exit was probably made

0:33:24.000 --> 0:33:28.480
<v Speaker 1>a little less painful by whatever the the contract gave

0:33:28.520 --> 0:33:31.280
<v Speaker 1>you on the way at the door. Yeah, absolutely, by

0:33:31.320 --> 0:33:34.280
<v Speaker 1>the way, I heavily negotiated said after constancy, you're right,

0:33:34.320 --> 0:33:37.200
<v Speaker 1>I was very financially protected, but my ego, and we'll

0:33:37.240 --> 0:33:40.440
<v Speaker 1>talk about that later, was just incredibly bruised. And I

0:33:40.440 --> 0:33:43.560
<v Speaker 1>mean I was very humiliated, as you can imagine, have

0:33:43.800 --> 0:33:45.880
<v Speaker 1>lost that battle. And we'll come back to that. But

0:33:46.000 --> 0:33:48.800
<v Speaker 1>to your point, look, I start my next company, not

0:33:48.880 --> 0:33:53.120
<v Speaker 1>wanting to because I just had this very brutal startup experience. Right.

0:33:53.160 --> 0:33:56.560
<v Speaker 1>And remember I'm still pretty relevant because I've been at Google,

0:33:56.720 --> 0:33:58.480
<v Speaker 1>you know, I still have the sheet of Google and

0:33:58.640 --> 0:34:03.120
<v Speaker 1>everythingson before at in Amazon. So I'm getting large company calls.

0:34:03.160 --> 0:34:07.080
<v Speaker 1>In fact, I was at the final rounds of uh,

0:34:07.560 --> 0:34:10.360
<v Speaker 1>the CEO job for you know, a travel brand you

0:34:10.360 --> 0:34:13.480
<v Speaker 1>would well recognize. And at the same time, I had

0:34:13.520 --> 0:34:16.480
<v Speaker 1>this idea for a video shopping startup because I had

0:34:16.520 --> 0:34:19.120
<v Speaker 1>seen that at Google. You know, YouTube was starting and

0:34:19.120 --> 0:34:22.160
<v Speaker 1>having a young women who were like hawking products. They

0:34:22.200 --> 0:34:24.319
<v Speaker 1>were called haulers in the day. They'd go shopping and

0:34:24.320 --> 0:34:28.320
<v Speaker 1>show all their wares on their YouTube videos. YouTube wasn't shoppable,

0:34:28.360 --> 0:34:30.160
<v Speaker 1>but I saw that trend without the Google. And then

0:34:30.200 --> 0:34:32.240
<v Speaker 1>of course I've been a probably where the shopping startup

0:34:32.280 --> 0:34:35.319
<v Speaker 1>in fashion and lifestyle, and all the brands wanted to

0:34:35.320 --> 0:34:37.799
<v Speaker 1>work with us. They all wanted to somehow showcase their

0:34:37.800 --> 0:34:41.040
<v Speaker 1>wears online and they want to do it with like great,

0:34:41.200 --> 0:34:44.680
<v Speaker 1>great content. So, um, while I'm interviewing to these larger

0:34:44.680 --> 0:34:48.799
<v Speaker 1>company CEO roles, I have an idea to like effectively

0:34:48.840 --> 0:34:51.719
<v Speaker 1>create a new version of TVC you know which again

0:34:51.800 --> 0:34:54.279
<v Speaker 1>many people are doing video ship commerce today, think two

0:34:54.320 --> 0:34:57.200
<v Speaker 1>thousand and ten, like eleven years ago, not that many

0:34:57.200 --> 0:35:00.520
<v Speaker 1>people are thinking about this. Um. And ultimately I found

0:35:00.520 --> 0:35:04.160
<v Speaker 1>that idea so compelling that despite myself, I turned down

0:35:04.200 --> 0:35:07.359
<v Speaker 1>the safer CEO jobs and I took another startup risk

0:35:07.440 --> 0:35:11.160
<v Speaker 1>and I started that company, which you know you called Joyous. UM. Yeah,

0:35:11.160 --> 0:35:13.120
<v Speaker 1>that was my video shopping startup. And I ran it

0:35:13.200 --> 0:35:17.400
<v Speaker 1>for six years and we sort of built literally studios,

0:35:18.040 --> 0:35:21.000
<v Speaker 1>had brands, you know, give us products. We had curators

0:35:21.000 --> 0:35:24.440
<v Speaker 1>who told the story. We we created a patented video

0:35:24.480 --> 0:35:28.880
<v Speaker 1>player that had shot a shopping cart in the video player. UM.

0:35:28.920 --> 0:35:32.640
<v Speaker 1>We distributed that video player online multiple places, at multiple

0:35:32.800 --> 0:35:35.520
<v Speaker 1>different third party websites to get people to shop and

0:35:35.560 --> 0:35:38.200
<v Speaker 1>watch at the same time. UM. And that was an

0:35:38.239 --> 0:35:40.799
<v Speaker 1>incredible experience. I mean again sort of like the risk

0:35:40.840 --> 0:35:43.680
<v Speaker 1>of you know, trying to be an innovator. Uh, never

0:35:43.719 --> 0:35:49.160
<v Speaker 1>something I would regret doing. UM. Obviously grinding hard, ultimately

0:35:49.200 --> 0:35:52.839
<v Speaker 1>too early for the market, but nonetheless, like I sort

0:35:52.880 --> 0:35:55.200
<v Speaker 1>of just embraced the idea of the e commerce was

0:35:55.239 --> 0:35:57.319
<v Speaker 1>going to go through another revolution, and I sent all

0:35:57.320 --> 0:35:59.400
<v Speaker 1>my time working on the video side of that equation.

0:35:59.640 --> 0:36:03.239
<v Speaker 1>When you say too early for the market. Joyous was

0:36:03.280 --> 0:36:07.799
<v Speaker 1>still acquired by stack Commerce in why do you Why

0:36:07.800 --> 0:36:10.839
<v Speaker 1>do you believe you were too early to that market? Well,

0:36:10.840 --> 0:36:13.120
<v Speaker 1>first of all, we required for a very small sum.

0:36:13.239 --> 0:36:15.959
<v Speaker 1>Like you know, nobody made anybody My venture capitalist didn't

0:36:15.960 --> 0:36:18.680
<v Speaker 1>make any money. I didn't make any money. Um. But

0:36:18.680 --> 0:36:21.000
<v Speaker 1>why I say we were too early? We raised you know,

0:36:21.000 --> 0:36:23.520
<v Speaker 1>we raised close to fifty million dollars, which in today's

0:36:23.640 --> 0:36:25.440
<v Speaker 1>world is not a lot of money. People raised that

0:36:25.440 --> 0:36:28.200
<v Speaker 1>in one round. We raised that in over six years.

0:36:28.800 --> 0:36:31.800
<v Speaker 1>But when I say too early, if you think about it, today,

0:36:31.840 --> 0:36:33.960
<v Speaker 1>we have Instagram video, where people are used to the

0:36:33.960 --> 0:36:37.080
<v Speaker 1>idea of looking at products in their feed. Half the

0:36:37.160 --> 0:36:41.640
<v Speaker 1>people in my office are their wardrobe is purchased via

0:36:41.719 --> 0:36:45.319
<v Speaker 1>in Instagram, right. And then you have Facebook video where

0:36:45.320 --> 0:36:48.080
<v Speaker 1>there's a lot of shopper blads like today's video. You know,

0:36:48.120 --> 0:36:50.279
<v Speaker 1>there's really a video unit on Facebook that has a

0:36:50.320 --> 0:36:52.319
<v Speaker 1>shopping card in it. You can watch video as an

0:36:52.320 --> 0:36:55.440
<v Speaker 1>ad and buy it. But when I am building this business,

0:36:55.480 --> 0:36:58.879
<v Speaker 1>there is no Facebook video, there is no Instagram video,

0:36:58.880 --> 0:37:01.560
<v Speaker 1>there's no snapshot, there's no a kick talk. So people

0:37:01.600 --> 0:37:04.480
<v Speaker 1>aren't really used to watching video for anything other than content.

0:37:04.640 --> 0:37:07.880
<v Speaker 1>Really like funny videos, short form videos on YouTube and

0:37:08.080 --> 0:37:11.560
<v Speaker 1>really for quite a young audience. And like even Netflix

0:37:11.640 --> 0:37:14.160
<v Speaker 1>is and it's you know, is building and growing, but

0:37:14.200 --> 0:37:17.080
<v Speaker 1>it's as a long form video platform. Like we went

0:37:17.120 --> 0:37:19.120
<v Speaker 1>to Netflix and said, would you like to buy a

0:37:19.160 --> 0:37:21.920
<v Speaker 1>shoppable show? Like we can give you shoppable shows, and like,

0:37:22.480 --> 0:37:26.080
<v Speaker 1>nobody was interested. Nobody was interested in carrying shows that

0:37:26.120 --> 0:37:29.200
<v Speaker 1>were about shopping. So we had neither interest from kind

0:37:29.239 --> 0:37:31.560
<v Speaker 1>of any of the big platforms, and all the platforms

0:37:31.600 --> 0:37:37.080
<v Speaker 1>were really interested in content that was only monetized through advertising. Right, So,

0:37:37.400 --> 0:37:39.759
<v Speaker 1>and the consumer is not used to like being on

0:37:39.840 --> 0:37:42.960
<v Speaker 1>a site like you know, Instagram was just filters and

0:37:43.480 --> 0:37:45.840
<v Speaker 1>products at the time and being honest site where you

0:37:45.840 --> 0:37:49.000
<v Speaker 1>could watch and shop products. So like when you have

0:37:49.080 --> 0:37:51.880
<v Speaker 1>no consumer understanding of that and you put out a

0:37:51.880 --> 0:37:55.399
<v Speaker 1>new innovation, you're hoping they'll adopt it, right, But if

0:37:55.400 --> 0:37:58.040
<v Speaker 1>they don't, if it's not something they recognize, you know,

0:37:58.080 --> 0:38:00.600
<v Speaker 1>what ends up happening is you're searching for cosumers who

0:38:00.600 --> 0:38:02.840
<v Speaker 1>want that experience, and that can be very expective. We

0:38:02.920 --> 0:38:06.120
<v Speaker 1>spent a lot more money on marketing and advertising in

0:38:06.200 --> 0:38:10.040
<v Speaker 1>order to convert people into watchers and shoppers, and that

0:38:10.120 --> 0:38:11.840
<v Speaker 1>was our that was our case. We kept growing, we

0:38:11.920 --> 0:38:14.680
<v Speaker 1>kept doubling every year, but we really needed venture capital

0:38:14.680 --> 0:38:18.719
<v Speaker 1>money um to keep you know, to keep growing the

0:38:18.760 --> 0:38:21.239
<v Speaker 1>size of the customer base. And it was it was

0:38:21.280 --> 0:38:24.239
<v Speaker 1>too expensive ultimately, So that's why we told we didn't

0:38:24.239 --> 0:38:27.239
<v Speaker 1>sole self for some glorious reason. We sold because you know,

0:38:27.320 --> 0:38:29.920
<v Speaker 1>a fifty million dollars in we were growing the revenues,

0:38:29.960 --> 0:38:33.160
<v Speaker 1>but we could not find a path to profitability, so

0:38:33.160 --> 0:38:37.239
<v Speaker 1>sold the technology and platform. Let me ask an obvious

0:38:37.280 --> 0:38:43.160
<v Speaker 1>in hindsight question. You have a background at Google. YouTube

0:38:43.280 --> 0:38:48.840
<v Speaker 1>is the fastest growing video platform. Wouldn't your technology integrate

0:38:48.880 --> 0:38:52.960
<v Speaker 1>with YouTube so that you can and along the same

0:38:53.000 --> 0:38:58.080
<v Speaker 1>way the past decade unboxing videos and all sorts of

0:38:58.760 --> 0:39:02.520
<v Speaker 1>tech and fashion and automotive and go down the list

0:39:02.800 --> 0:39:05.799
<v Speaker 1>of things you could buy that seems like that could

0:39:05.840 --> 0:39:08.479
<v Speaker 1>have been a pretty natural fit. You can ask any

0:39:08.520 --> 0:39:12.120
<v Speaker 1>startup and ask any startup ceo the past they go

0:39:12.200 --> 0:39:14.439
<v Speaker 1>on to sell a company. I spent a year trying

0:39:14.480 --> 0:39:17.040
<v Speaker 1>to sell joy Is. That's the gritty nitty gritty truth.

0:39:17.080 --> 0:39:20.279
<v Speaker 1>And think about my role of dex real pretty darn

0:39:20.360 --> 0:39:23.239
<v Speaker 1>good right at the Amazon it is Google. I mean,

0:39:23.320 --> 0:39:26.080
<v Speaker 1>I'm a known quantity by the way when you're this

0:39:26.120 --> 0:39:27.920
<v Speaker 1>is one of the hard truths when you're running a

0:39:27.920 --> 0:39:30.959
<v Speaker 1>money losing startup. You know, sometimes you can get people

0:39:31.000 --> 0:39:34.240
<v Speaker 1>to bike, but often they think they can build it themselves. YouTube.

0:39:34.280 --> 0:39:36.319
<v Speaker 1>You know, we had a conversation and they certainly thought

0:39:36.320 --> 0:39:38.560
<v Speaker 1>they could build it themselves. I would say, up until today,

0:39:38.920 --> 0:39:41.239
<v Speaker 1>YouTube still doesn't have a shopping cart. Right, I was

0:39:41.239 --> 0:39:46.000
<v Speaker 1>gonna you know that Calculus is always lessly frustrating, Right,

0:39:46.040 --> 0:39:49.080
<v Speaker 1>that Calculus always seems to be, hey do we want

0:39:49.120 --> 0:39:52.040
<v Speaker 1>to wait three years or drop eight hundred million dollars?

0:39:52.040 --> 0:39:56.040
<v Speaker 1>And you know, leaprov the competition that seems to be

0:39:56.800 --> 0:39:58.440
<v Speaker 1>the math that was done, and here it is. It's

0:39:59.239 --> 0:40:03.319
<v Speaker 1>almost too And you still can't just purchase something on

0:40:03.360 --> 0:40:07.560
<v Speaker 1>YouTube with a click the way you can on Instagram.

0:40:07.680 --> 0:40:10.600
<v Speaker 1>Yeah you cannot. Facebook is probably probably the best video

0:40:10.600 --> 0:40:14.440
<v Speaker 1>shopping experience. Instagram has good shop ability, but it's adding

0:40:14.560 --> 0:40:17.279
<v Speaker 1>shop ability because for a long time, Instagram, you know,

0:40:17.480 --> 0:40:19.759
<v Speaker 1>was like kind of more pure. But it's adding it.

0:40:20.080 --> 0:40:22.239
<v Speaker 1>Um But they all want it, right, Everybody talks about

0:40:22.239 --> 0:40:25.040
<v Speaker 1>shop video, I mean everybody, and many people have enabled it.

0:40:25.160 --> 0:40:27.840
<v Speaker 1>So yeah, look, I would tell you I find it

0:40:27.920 --> 0:40:31.120
<v Speaker 1>endlessly frustrating that I couldn't land the company at one

0:40:31.160 --> 0:40:33.400
<v Speaker 1>of the places I think even today could use the technology.

0:40:33.400 --> 0:40:36.440
<v Speaker 1>By the way, h I said QVC. If you were

0:40:36.480 --> 0:40:38.040
<v Speaker 1>to look at the list of the people I talked

0:40:38.040 --> 0:40:39.719
<v Speaker 1>to in the seventeen as time as trying to sell

0:40:39.760 --> 0:40:41.759
<v Speaker 1>my startup, I can only tell you I found it

0:40:41.840 --> 0:40:44.920
<v Speaker 1>fairly shocking. But this tells you also how early it was.

0:40:45.000 --> 0:40:48.040
<v Speaker 1>Like today, video commerce is the hottest thing in one

0:40:48.400 --> 0:40:51.759
<v Speaker 1>in I literally could not get some of the best

0:40:51.800 --> 0:40:54.719
<v Speaker 1>platforms on the Internet to buy this pad technology. Now

0:40:55.120 --> 0:40:57.520
<v Speaker 1>I alsomely sold it to another private company that's doing

0:40:57.600 --> 0:41:00.200
<v Speaker 1>very well and was doing shoppable content and still is

0:41:00.320 --> 0:41:03.399
<v Speaker 1>so you know, enjoyous as a brand still continues. It's

0:41:03.440 --> 0:41:06.719
<v Speaker 1>just it's still painful to me because obviously I was

0:41:06.760 --> 0:41:08.960
<v Speaker 1>early but right, and you know, that's one of the

0:41:09.040 --> 0:41:11.160
<v Speaker 1>risks you have an entrepreneurship when you really do try

0:41:11.200 --> 0:41:13.279
<v Speaker 1>and innovate. Right, Maybe if I had started Joys five

0:41:13.320 --> 0:41:16.200
<v Speaker 1>years later, it would have been an entirely different outcome.

0:41:16.280 --> 0:41:18.960
<v Speaker 1>It probably would have been, but but hey, that's the

0:41:19.000 --> 0:41:23.160
<v Speaker 1>way the internet roles. Huh. Quite quite fascinating. Let's jump

0:41:23.280 --> 0:41:28.840
<v Speaker 1>right into a little background on Choose Possibility. You published

0:41:28.840 --> 0:41:30.839
<v Speaker 1>a letter I don't know. Is that five years ago

0:41:31.360 --> 0:41:35.840
<v Speaker 1>Tech Women Choose Possibility tell us about that? And is

0:41:35.880 --> 0:41:40.359
<v Speaker 1>that what led to uh into the new book? Well,

0:41:40.400 --> 0:41:43.080
<v Speaker 1>Tech Women Choose Possibility was a letter and open up

0:41:43.239 --> 0:41:46.279
<v Speaker 1>ed I wrote on a platform called v code, well

0:41:46.320 --> 0:41:50.279
<v Speaker 1>non digital newsletter really at a time where everybody and

0:41:50.320 --> 0:41:53.120
<v Speaker 1>myself included, which frustrated that the narrative on women in

0:41:53.200 --> 0:41:56.360
<v Speaker 1>tech was incredibly negative. If you think about two thousands fifteen,

0:41:56.840 --> 0:41:59.960
<v Speaker 1>you know many headline articles the Atlantic, the cover of

0:42:00.040 --> 0:42:02.279
<v Speaker 1>many of the New Yorker. I think all of these

0:42:02.320 --> 0:42:04.600
<v Speaker 1>folks have articles about sort of where all the women

0:42:04.640 --> 0:42:06.799
<v Speaker 1>in tech and how terrible it is. And there's also

0:42:06.880 --> 0:42:08.560
<v Speaker 1>like a lot of great, you know, not so great

0:42:08.560 --> 0:42:12.880
<v Speaker 1>stories about bias, discrimination and so on, and so at

0:42:12.880 --> 0:42:15.400
<v Speaker 1>the time I must startup entrepreneur and running joyous. And

0:42:15.440 --> 0:42:18.080
<v Speaker 1>of course I have a multi faceted view of this.

0:42:18.280 --> 0:42:20.560
<v Speaker 1>On the one hand, I think, hey, you know what,

0:42:20.719 --> 0:42:23.880
<v Speaker 1>all things being equal, I was still food Choo, Silicon Valley.

0:42:24.040 --> 0:42:27.160
<v Speaker 1>It is mostly maurocratic. It has been very good to me.

0:42:27.280 --> 0:42:29.520
<v Speaker 1>I found my tribe right, I've been able to thrive.

0:42:29.920 --> 0:42:33.520
<v Speaker 1>Yet at the same time I remembered that early experience

0:42:33.560 --> 0:42:35.440
<v Speaker 1>I had you recall where my boss told me I

0:42:35.520 --> 0:42:38.480
<v Speaker 1>was too aggressive for the secretaries. And I now started

0:42:38.520 --> 0:42:42.640
<v Speaker 1>a entrepreneur, and I hear firsthand stories from other amazing

0:42:42.719 --> 0:42:47.239
<v Speaker 1>female entrepreneurs and how terrible their experience is fundraising and

0:42:47.440 --> 0:42:50.880
<v Speaker 1>you know, and and and just the biased experience. So

0:42:51.000 --> 0:42:53.720
<v Speaker 1>I wrote the op ed by surveying a hundred women

0:42:53.719 --> 0:42:58.240
<v Speaker 1>in tex from CEOs two entrepreneurs um asking for their

0:42:58.600 --> 0:43:01.320
<v Speaker 1>opinions on being an entrepreneur and then their experience of

0:43:01.400 --> 0:43:04.440
<v Speaker 1>bias and discrimination. And in fact, what the you know,

0:43:04.560 --> 0:43:06.480
<v Speaker 1>what the survey shows, which is why I write the letter,

0:43:06.520 --> 0:43:09.080
<v Speaker 1>is what you'd expect, which is, you know, they you know,

0:43:09.080 --> 0:43:11.960
<v Speaker 1>I think the majority had said we have directly experienced

0:43:11.960 --> 0:43:16.600
<v Speaker 1>bias and discrimination, yet like eighties something percent still recommended

0:43:17.120 --> 0:43:20.520
<v Speaker 1>entrepreneurship in tech and even for their daughters. They said

0:43:20.520 --> 0:43:22.320
<v Speaker 1>if they didn't recommend us for their daughters, it wouldn't

0:43:22.320 --> 0:43:24.520
<v Speaker 1>be because of bias, would be because their daughters maybe

0:43:24.719 --> 0:43:27.960
<v Speaker 1>don't want to entrepreneurship. And so you say, well, how

0:43:27.960 --> 0:43:30.759
<v Speaker 1>can this duality exist? And the actuality is sort of

0:43:30.760 --> 0:43:33.279
<v Speaker 1>what the letter says. It's basically says, hey, look, you know,

0:43:33.360 --> 0:43:36.480
<v Speaker 1>by the way every day women get up and choose possibility.

0:43:36.480 --> 0:43:39.200
<v Speaker 1>They choose to sort of make their next active tech

0:43:39.320 --> 0:43:42.160
<v Speaker 1>and you can't be successful. So like, don't walk away

0:43:42.160 --> 0:43:45.279
<v Speaker 1>from this industry, please, because so many women are being

0:43:45.320 --> 0:43:48.440
<v Speaker 1>successful in increasing rate. But if you think it's all great,

0:43:49.120 --> 0:43:51.960
<v Speaker 1>it's not. And honestly, if I were in the tech industry,

0:43:52.000 --> 0:43:54.400
<v Speaker 1>the call to action I was looking you know, to

0:43:54.480 --> 0:43:57.120
<v Speaker 1>have happened is like, hey, you know, we think we

0:43:57.160 --> 0:43:59.480
<v Speaker 1>can solve all the world's problems. We tell everybody else

0:43:59.520 --> 0:44:01.680
<v Speaker 1>we can hear and silicide valley. Why are we not

0:44:01.760 --> 0:44:06.280
<v Speaker 1>applying any technology solutions to the problem of gender and inclusion?

0:44:06.440 --> 0:44:08.600
<v Speaker 1>Like really, like it's shocking to me that we'll talk

0:44:08.600 --> 0:44:13.000
<v Speaker 1>about solving poverty and clean water and climate change, but

0:44:13.440 --> 0:44:15.880
<v Speaker 1>there are no tech platforms to try and solve bias

0:44:15.880 --> 0:44:18.560
<v Speaker 1>and discrimination. And so that was what the letters that

0:44:18.719 --> 0:44:21.160
<v Speaker 1>have positive that you can both have a positive experience

0:44:21.200 --> 0:44:24.360
<v Speaker 1>personally yet still understand this is not what it should

0:44:24.360 --> 0:44:26.600
<v Speaker 1>be and the rest of the tech industry need to

0:44:26.600 --> 0:44:30.240
<v Speaker 1>take some responsibility for trying to equal equalize the playing field.

0:44:30.640 --> 0:44:33.279
<v Speaker 1>So did it lead to the letter or did the

0:44:33.280 --> 0:44:36.560
<v Speaker 1>book a little bit um The title is what I

0:44:36.600 --> 0:44:39.480
<v Speaker 1>mostly took from it. See, I think the notion that

0:44:39.560 --> 0:44:41.759
<v Speaker 1>is a dual path, like there can be risk and

0:44:41.880 --> 0:44:46.279
<v Speaker 1>reward and still danger or all those things can exist

0:44:46.320 --> 0:44:48.560
<v Speaker 1>at the same time, and that's what we're always grappling with.

0:44:49.440 --> 0:44:52.560
<v Speaker 1>What was the feedback to the letter when you published it.

0:44:52.960 --> 0:44:56.560
<v Speaker 1>It's now at Foxy, but recode back then. What sort

0:44:56.600 --> 0:45:00.719
<v Speaker 1>of response did you get? Overwhelmingly positive? Um, a lot

0:45:00.760 --> 0:45:02.440
<v Speaker 1>more than I expected. To Keep in mind, you know,

0:45:02.480 --> 0:45:04.279
<v Speaker 1>we talked about risks we take in our career. Like

0:45:04.360 --> 0:45:07.120
<v Speaker 1>many other people, I spent the majority of my career

0:45:07.200 --> 0:45:11.120
<v Speaker 1>heads down building my own companies or building at larger companies.

0:45:11.160 --> 0:45:14.640
<v Speaker 1>I really didn't try and use my voice actively on

0:45:14.800 --> 0:45:17.640
<v Speaker 1>any like broad topic. So for me, it was a

0:45:17.719 --> 0:45:19.359
<v Speaker 1>risk even write a letter. Right, I'm like, what will

0:45:19.400 --> 0:45:21.360
<v Speaker 1>people think of me? Well, they think I like, you know,

0:45:21.400 --> 0:45:23.440
<v Speaker 1>I'm putting myself out there for the first time as

0:45:23.440 --> 0:45:26.560
<v Speaker 1>a female first and a leader second, which is the

0:45:26.600 --> 0:45:29.160
<v Speaker 1>exact opposite of how I ran my own career. Right.

0:45:29.200 --> 0:45:30.840
<v Speaker 1>I never wanted to be seen in short of like

0:45:30.880 --> 0:45:34.600
<v Speaker 1>for my gender. I wanted to see my capability. Um. So,

0:45:34.640 --> 0:45:37.520
<v Speaker 1>I think the letter was very well received, and I

0:45:37.560 --> 0:45:40.120
<v Speaker 1>think people just said, well, hey, thanks for acknowledging the reality.

0:45:40.280 --> 0:45:43.160
<v Speaker 1>But also being solution oriented, like you know, it was

0:45:43.239 --> 0:45:45.840
<v Speaker 1>just a counter to the narrative that it's also terrible

0:45:46.320 --> 0:45:49.320
<v Speaker 1>and really, until all of our daughters become engineers, nothing

0:45:49.320 --> 0:45:53.160
<v Speaker 1>can be solved. I mean, um, So I think it

0:45:53.280 --> 0:45:55.680
<v Speaker 1>was maybe the first time I'd use my voice in

0:45:55.760 --> 0:45:59.759
<v Speaker 1>any kind of way that offers maybe um a personal perspective,

0:45:59.800 --> 0:46:02.000
<v Speaker 1>and found a little risky to do it. And I

0:46:02.040 --> 0:46:05.000
<v Speaker 1>think I was validated and sort of trying to speak

0:46:05.080 --> 0:46:08.800
<v Speaker 1>up by the response like that. And that was before

0:46:09.640 --> 0:46:13.880
<v Speaker 1>places like Uber. Um, some of the engineers had had

0:46:14.080 --> 0:46:18.720
<v Speaker 1>gone public about what a frat house that was inside you.

0:46:18.719 --> 0:46:23.160
<v Speaker 1>You predated that explosion that we saw elsewhere, right, Uber

0:46:23.239 --> 0:46:25.360
<v Speaker 1>had its me to moment about a year later, and

0:46:25.400 --> 0:46:28.440
<v Speaker 1>in fact, many companies did, and you started to see,

0:46:28.840 --> 0:46:31.279
<v Speaker 1>you know, some of the very very bad behavior far

0:46:31.320 --> 0:46:36.080
<v Speaker 1>beyond the microaggressions that many women talk about that um,

0:46:36.200 --> 0:46:39.960
<v Speaker 1>you know, people of color and women experience, unfortunately to

0:46:40.040 --> 0:46:42.040
<v Speaker 1>a far date greater degree than any of us think.

0:46:42.320 --> 0:46:45.440
<v Speaker 1>So the letter predated it, but um, I think me

0:46:45.520 --> 0:46:49.080
<v Speaker 1>too really expose some of the more flagrant and honestly

0:46:49.160 --> 0:46:52.480
<v Speaker 1>awful things people go through work. Sure, so let's talk

0:46:52.480 --> 0:46:54.279
<v Speaker 1>a little bit about the book I don't. I don't

0:46:54.280 --> 0:46:57.239
<v Speaker 1>want to overlook this. Um. I like the way you

0:46:57.360 --> 0:47:03.200
<v Speaker 1>have this structured in three parts, going get Smarter, Get rewarded.

0:47:03.640 --> 0:47:08.440
<v Speaker 1>Explain why you went with that structure. Sure, so, UM,

0:47:08.440 --> 0:47:12.840
<v Speaker 1>obviously it's uh, it's probably obvious from this conversation that

0:47:12.880 --> 0:47:14.920
<v Speaker 1>I've taken a decent amount of risk in my career.

0:47:15.360 --> 0:47:17.000
<v Speaker 1>And I wrote the book because I think people have

0:47:17.040 --> 0:47:20.840
<v Speaker 1>a very um, unrealistic sense of what risk and reward

0:47:20.880 --> 0:47:24.120
<v Speaker 1>looks like compared to how it really unfold. And so

0:47:24.280 --> 0:47:26.239
<v Speaker 1>I structured the book in a way that really I

0:47:26.520 --> 0:47:29.120
<v Speaker 1>didn't did not want it to be a memoir, but

0:47:29.200 --> 0:47:30.920
<v Speaker 1>I structured in a way that goes from sort of

0:47:30.920 --> 0:47:34.480
<v Speaker 1>basic lessons on risk taking, um, to sort of maybe

0:47:34.560 --> 0:47:38.960
<v Speaker 1>more complex not ideas, but kind of uh, philosophies. And

0:47:39.000 --> 0:47:41.319
<v Speaker 1>it really mirrors maybe the way I learned to take risk.

0:47:41.400 --> 0:47:43.280
<v Speaker 1>You know, for me, it was really simple in the beginning.

0:47:43.360 --> 0:47:45.680
<v Speaker 1>And you know, we talked about those early moves. I

0:47:45.719 --> 0:47:48.800
<v Speaker 1>made five or six moves in the span of seven years, right,

0:47:48.880 --> 0:47:51.319
<v Speaker 1>so whether they worked out or not, I took a

0:47:51.320 --> 0:47:53.680
<v Speaker 1>fair amount of risk, you know, and made a number

0:47:53.680 --> 0:47:56.160
<v Speaker 1>of sequential choices. And then I think the middle is

0:47:56.160 --> 0:47:58.719
<v Speaker 1>about being a smart risk taker. Nobody says, I don't

0:47:58.760 --> 0:48:00.960
<v Speaker 1>say certainly that this book is about just taking risk

0:48:01.000 --> 0:48:03.560
<v Speaker 1>willy nilly. It's about how do you become a calculated

0:48:03.680 --> 0:48:05.920
<v Speaker 1>risk taker? Right? If what we're asked you to lean

0:48:06.000 --> 0:48:08.160
<v Speaker 1>forward and take more risk in your career, the question

0:48:08.200 --> 0:48:10.399
<v Speaker 1>is you want to do it smartly? And then the last,

0:48:10.440 --> 0:48:13.359
<v Speaker 1>of course, really chapter really kind of talks to how like,

0:48:13.760 --> 0:48:16.440
<v Speaker 1>how many of these choices really unfold over time? So

0:48:17.120 --> 0:48:19.800
<v Speaker 1>organized it roughly in the order in which would happened

0:48:19.800 --> 0:48:21.759
<v Speaker 1>in my lifetime, which is also the sort of order

0:48:21.880 --> 0:48:25.440
<v Speaker 1>broadly speaking, which I learned these lessons, and some of

0:48:25.440 --> 0:48:30.120
<v Speaker 1>the chapters really leap out with some real interesting questions

0:48:30.120 --> 0:48:33.920
<v Speaker 1>that I wanted to bounce off of you, um, starting

0:48:33.960 --> 0:48:40.960
<v Speaker 1>with why is the hero's journey the wrong metaphor for entrepreneurs? Well,

0:48:41.120 --> 0:48:42.920
<v Speaker 1>you know, and not just to entrepreneurs, for people at

0:48:43.000 --> 0:48:46.520
<v Speaker 1>larger companies too. We have this idea, you know, when

0:48:46.520 --> 0:48:49.279
<v Speaker 1>we look at the hero's journey, what we what we

0:48:49.400 --> 0:48:51.960
<v Speaker 1>see and remember is just like one mighty choice the

0:48:52.040 --> 0:48:54.080
<v Speaker 1>hero made that we could either lead to sort of

0:48:54.120 --> 0:48:58.920
<v Speaker 1>abject failure or glorious you know, glorious success. And by

0:48:58.920 --> 0:49:01.000
<v Speaker 1>the way, we see that story just in you know,

0:49:01.200 --> 0:49:04.480
<v Speaker 1>in um popular media, but even in the media that

0:49:04.600 --> 0:49:07.560
<v Speaker 1>relates to, you know, the journeys of successful entrepreneurs, Like

0:49:07.600 --> 0:49:10.920
<v Speaker 1>we're all watching what happens when Richard Branson, you know,

0:49:11.040 --> 0:49:13.080
<v Speaker 1>goes to space, Like you know, it's just going to

0:49:13.120 --> 0:49:16.080
<v Speaker 1>be ethically successful or something disastrous gonna happen, right, Like,

0:49:16.160 --> 0:49:20.000
<v Speaker 1>there's all of the binary stories we see about people's

0:49:20.080 --> 0:49:22.920
<v Speaker 1>like big, singular choices, and I think and I call

0:49:22.960 --> 0:49:24.560
<v Speaker 1>that the myth of a single choice in the book.

0:49:24.880 --> 0:49:27.440
<v Speaker 1>The reality is that you know, most people who are

0:49:27.520 --> 0:49:29.960
<v Speaker 1>taking risks, it's not one risk that led them to

0:49:30.000 --> 0:49:33.040
<v Speaker 1>the reward. It is the multitude of risks. And by

0:49:33.080 --> 0:49:39.240
<v Speaker 1>the way, they're not even all big. They may be small, small, small, big, small, small, small, medium, small, small, small, small,

0:49:39.560 --> 0:49:42.040
<v Speaker 1>and they just keep pivoting in small ways until they

0:49:42.760 --> 0:49:45.640
<v Speaker 1>realize the reward they imagined or a different one. So

0:49:45.840 --> 0:49:48.560
<v Speaker 1>we have boiled the hero's journey down to a single choice,

0:49:49.239 --> 0:49:53.040
<v Speaker 1>when you know, really rewards, you know, reward getting is

0:49:53.080 --> 0:49:57.400
<v Speaker 1>about a system of unlocking multiple choices, and it's never

0:49:57.560 --> 0:50:00.480
<v Speaker 1>just one choice. It's about be committing to the process,

0:50:00.640 --> 0:50:04.880
<v Speaker 1>is continually choosing your way and your path. I like

0:50:05.040 --> 0:50:11.160
<v Speaker 1>that description. It's less cinematic but far more realistic. Another

0:50:11.239 --> 0:50:13.880
<v Speaker 1>one that that jumped out that was kind of interesting

0:50:13.960 --> 0:50:18.320
<v Speaker 1>and obviously, given how you've moved from New York to

0:50:18.440 --> 0:50:22.640
<v Speaker 1>London to Silicon Valley, makes sense. Tell us why proximity

0:50:23.400 --> 0:50:26.160
<v Speaker 1>beats planning, Well, it's interesting. I think one of the

0:50:26.239 --> 0:50:29.759
<v Speaker 1>reasons people um see a risk is they like they

0:50:29.880 --> 0:50:32.840
<v Speaker 1>just don't like uncertainty. In fact, it's research that suggests

0:50:32.880 --> 0:50:35.799
<v Speaker 1>that often people choose something not because they're convinced it's

0:50:35.840 --> 0:50:38.360
<v Speaker 1>the best path, but because it simply reduced this uncertainty.

0:50:38.760 --> 0:50:40.839
<v Speaker 1>So it certainty creates a lot of anxiety for people.

0:50:40.880 --> 0:50:43.120
<v Speaker 1>So what's the anecdote to that, Well, for many people,

0:50:43.160 --> 0:50:45.520
<v Speaker 1>it's planning. Well, I'm going to do this, but first

0:50:45.600 --> 0:50:48.160
<v Speaker 1>I'm going to create a plan. So they start planning

0:50:48.200 --> 0:50:50.160
<v Speaker 1>for the thing they don't know, and they plan from

0:50:50.200 --> 0:50:52.920
<v Speaker 1>afar right. So you can create this perfect plan of

0:50:53.040 --> 0:50:54.800
<v Speaker 1>what you imagine the thing is that you want to

0:50:54.840 --> 0:50:57.560
<v Speaker 1>go after, and you can add more and more detail

0:50:57.640 --> 0:50:59.960
<v Speaker 1>to that plan. But the problem is, like you're pretty

0:51:00.160 --> 0:51:03.680
<v Speaker 1>far away from understanding what that new reality looks like.

0:51:03.960 --> 0:51:05.960
<v Speaker 1>And so while you're creating a plan, it's not like

0:51:06.560 --> 0:51:08.319
<v Speaker 1>it's sort of a plan in your head with more

0:51:08.360 --> 0:51:11.280
<v Speaker 1>and more detail that makes you feel you know less uncertain,

0:51:11.760 --> 0:51:13.800
<v Speaker 1>but it's not getting you any closer to the action.

0:51:14.360 --> 0:51:16.120
<v Speaker 1>So often I say to people like, if you if

0:51:16.160 --> 0:51:18.360
<v Speaker 1>you know what you want, or even if you don't,

0:51:19.040 --> 0:51:23.560
<v Speaker 1>get proximate to you know, environments or people that even

0:51:23.800 --> 0:51:26.880
<v Speaker 1>roughly approximate the thing you think you want the thing

0:51:26.960 --> 0:51:30.200
<v Speaker 1>you think you want, and two things happen. Number One,

0:51:30.600 --> 0:51:33.640
<v Speaker 1>you learn a lot more by being proximate than planning

0:51:33.680 --> 0:51:35.759
<v Speaker 1>from afar, Like did you say, hey, I want to

0:51:35.800 --> 0:51:38.239
<v Speaker 1>be a chef and I'm currently a financial analyst. Like,

0:51:38.719 --> 0:51:40.680
<v Speaker 1>let's say, well, how do you get yourself in circumstances

0:51:40.719 --> 0:51:43.640
<v Speaker 1>where you're in an array of chefts and restaurants? You

0:51:43.719 --> 0:51:45.960
<v Speaker 1>know before you ever make a mighty lead to go

0:51:46.040 --> 0:51:48.960
<v Speaker 1>to culinary school because you can learn by being proximate

0:51:49.320 --> 0:51:51.680
<v Speaker 1>whether or not that thing is even what you want. Right,

0:51:51.880 --> 0:51:55.640
<v Speaker 1>So getting close helps you identify the thing you think

0:51:55.680 --> 0:51:57.680
<v Speaker 1>you want is what you really want. Number Two, you

0:51:57.760 --> 0:52:00.040
<v Speaker 1>get knowledge on how to achieve it because you're you know,

0:52:00.120 --> 0:52:02.359
<v Speaker 1>you're approximate to people who've already done what you want

0:52:02.400 --> 0:52:05.319
<v Speaker 1>to do, and simply by studying them or being around them,

0:52:05.360 --> 0:52:07.560
<v Speaker 1>you're going to learn. And the third thing is well,

0:52:07.600 --> 0:52:09.920
<v Speaker 1>if you really know what you already want, when you

0:52:10.040 --> 0:52:14.200
<v Speaker 1>get proximate, you know, you really get the opportunity to

0:52:14.600 --> 0:52:17.719
<v Speaker 1>you know, to I would say apprentice under masters people

0:52:17.719 --> 0:52:20.520
<v Speaker 1>are really good at it, and those people attract new

0:52:20.600 --> 0:52:24.640
<v Speaker 1>opportunity all the time. UM. So those are the reasons

0:52:24.680 --> 0:52:27.080
<v Speaker 1>I think that proximity, getting close to what you want

0:52:27.239 --> 0:52:30.280
<v Speaker 1>even before you know it exactly, has far more value

0:52:30.280 --> 0:52:33.080
<v Speaker 1>than planning in the abstract. So let's talk a little

0:52:33.080 --> 0:52:38.839
<v Speaker 1>bit about a less successful startup in your personal UM

0:52:39.080 --> 0:52:45.280
<v Speaker 1>career polyvore, which is what preceded you joining UM. Joyous

0:52:45.800 --> 0:52:49.280
<v Speaker 1>tell us about what went wrong there and the lessons

0:52:49.360 --> 0:52:52.040
<v Speaker 1>that you learned. Sure well, first of all, I always

0:52:52.040 --> 0:52:54.279
<v Speaker 1>say people, you can take smart risks, or try and

0:52:54.360 --> 0:52:57.600
<v Speaker 1>take smarter risks, but you don't never eliminate risk entirely. Right.

0:52:57.640 --> 0:52:59.879
<v Speaker 1>You can do all the studying you want and set

0:53:00.000 --> 0:53:02.320
<v Speaker 1>yourself up well and still fail. I mean that is

0:53:02.360 --> 0:53:05.000
<v Speaker 1>why it's called risk after all, And certainly a poly

0:53:05.120 --> 0:53:07.360
<v Speaker 1>woar I made a very studied choice. I entered the

0:53:07.440 --> 0:53:10.000
<v Speaker 1>e commerce arena very knowingly. I wanted to be a

0:53:10.080 --> 0:53:13.120
<v Speaker 1>CEO and the company I mean, I've known the company

0:53:13.160 --> 0:53:15.000
<v Speaker 1>for three years, so I felt like I really had

0:53:15.040 --> 0:53:17.960
<v Speaker 1>done my homework. Um. Yea. When I arrived at Polly War,

0:53:18.040 --> 0:53:20.120
<v Speaker 1>I had a game plan that said, look, I'm taking

0:53:20.200 --> 0:53:23.520
<v Speaker 1>over from a founder. You know, Silicon Valley is littered

0:53:23.600 --> 0:53:27.560
<v Speaker 1>with founders CEO pairings that don't work, crumble. It's like

0:53:27.640 --> 0:53:30.520
<v Speaker 1>a marriage, right, I mean, at best, your your odds

0:53:30.560 --> 0:53:32.560
<v Speaker 1>of fifty percent out of marriage, and like I'd say

0:53:32.600 --> 0:53:35.040
<v Speaker 1>they might be even slightly less out of founder CEO

0:53:35.120 --> 0:53:37.839
<v Speaker 1>relationship because you have two people who have authority over

0:53:37.880 --> 0:53:42.040
<v Speaker 1>a company. Right. Um. On the one hand, you have,

0:53:42.360 --> 0:53:44.440
<v Speaker 1>you know, a founder who has been used to running

0:53:44.440 --> 0:53:47.960
<v Speaker 1>a company and obviously have control over it, including you know,

0:53:48.040 --> 0:53:50.640
<v Speaker 1>financially through equity ownership, and then you have a CEO

0:53:50.680 --> 0:53:53.520
<v Speaker 1>who's sort of theoretically bought into sort of be the adult.

0:53:54.200 --> 0:53:58.680
<v Speaker 1>So um So my point overall is that, uh, when

0:53:58.719 --> 0:54:01.879
<v Speaker 1>you think about any start the founder CEO journey, you're

0:54:01.920 --> 0:54:05.000
<v Speaker 1>like carrying somebody's with financial ownership of a company that's

0:54:05.000 --> 0:54:07.719
<v Speaker 1>pretty large and moral authority with some of the theoretically

0:54:07.760 --> 0:54:11.440
<v Speaker 1>has professional management skills, but also wants to set vision um.

0:54:11.520 --> 0:54:13.440
<v Speaker 1>And that's what I entered to Polly bar and I

0:54:13.480 --> 0:54:15.640
<v Speaker 1>think if I were to characterize in a nutshell, white

0:54:15.680 --> 0:54:19.360
<v Speaker 1>didn't work out. I think that, you know, at to

0:54:19.560 --> 0:54:21.840
<v Speaker 1>the first three months, I was listening to what the

0:54:21.880 --> 0:54:25.080
<v Speaker 1>founder had to say and didn't really wanna did not

0:54:25.239 --> 0:54:27.319
<v Speaker 1>really want to disrupt the apple cart. I really want

0:54:27.400 --> 0:54:30.160
<v Speaker 1>to listen and be a fossful partner. At month three

0:54:30.239 --> 0:54:32.279
<v Speaker 1>to six, I started to sort of voice some of

0:54:32.360 --> 0:54:34.200
<v Speaker 1>what I believe we should do with the company. And

0:54:34.280 --> 0:54:36.160
<v Speaker 1>by the way, I said to the board, you know,

0:54:36.280 --> 0:54:38.319
<v Speaker 1>this is going to go one of two ways. Either,

0:54:38.560 --> 0:54:40.680
<v Speaker 1>you know, my partner and I kind of share the

0:54:40.719 --> 0:54:43.400
<v Speaker 1>same values and want this to work, or you know,

0:54:44.120 --> 0:54:47.359
<v Speaker 1>there's a possibility that this person feels very threatened by

0:54:47.520 --> 0:54:49.839
<v Speaker 1>you know, me voicing my own opinions. And I think

0:54:49.880 --> 0:54:52.759
<v Speaker 1>the latter ended up happening. And at month six, you know,

0:54:52.880 --> 0:54:55.839
<v Speaker 1>the founder basically said I want the company back. It's

0:54:55.880 --> 0:54:58.560
<v Speaker 1>either to Kinder or me, and the board shows him

0:54:59.080 --> 0:55:01.200
<v Speaker 1>and it was an INCREDI off we painful experience. And

0:55:01.360 --> 0:55:03.239
<v Speaker 1>so what did I learn from it? I think I

0:55:03.400 --> 0:55:05.880
<v Speaker 1>learned one seminal lesson, which is, you can do all

0:55:05.920 --> 0:55:08.480
<v Speaker 1>the studying you want, you know, whenever you make a

0:55:08.520 --> 0:55:12.480
<v Speaker 1>new choice like the who that you're partnering with, the

0:55:12.600 --> 0:55:15.719
<v Speaker 1>who of the equation is even more important than the

0:55:15.800 --> 0:55:17.319
<v Speaker 1>what I would say that to people like, we make

0:55:17.360 --> 0:55:20.080
<v Speaker 1>new choices based on the industry, based on the company,

0:55:20.120 --> 0:55:23.239
<v Speaker 1>based on the company's track record, based on our passions.

0:55:23.840 --> 0:55:27.439
<v Speaker 1>Yet intrinsically, when we enter any new situation at work,

0:55:27.880 --> 0:55:31.359
<v Speaker 1>we are, you know, inextricably tied to whoever we're working

0:55:31.480 --> 0:55:34.480
<v Speaker 1>for or with most closely right and our experience working

0:55:34.560 --> 0:55:37.239
<v Speaker 1>with them. Do we share the same values? Do we

0:55:37.360 --> 0:55:41.040
<v Speaker 1>have different strengths? Do we have complementary strengths? And I

0:55:41.120 --> 0:55:42.719
<v Speaker 1>think I ended up in the boat with somebody who,

0:55:42.719 --> 0:55:44.880
<v Speaker 1>at the end of the day didn't share my values.

0:55:45.000 --> 0:55:46.960
<v Speaker 1>Like we really wanted to run the company, not just

0:55:47.520 --> 0:55:49.440
<v Speaker 1>I wouldn't even say with different ideas of how we

0:55:49.480 --> 0:55:51.480
<v Speaker 1>could get there. It was like we wanted to run

0:55:51.560 --> 0:55:55.320
<v Speaker 1>the company differently, what we valued in leadership was different.

0:55:55.880 --> 0:55:58.320
<v Speaker 1>And so when that then I went that situation transpired,

0:55:58.360 --> 0:55:59.960
<v Speaker 1>I went to my mentors and I said, oh, my god,

0:56:00.239 --> 0:56:03.080
<v Speaker 1>like the founder wants the company back, should I fight

0:56:03.200 --> 0:56:05.120
<v Speaker 1>for it? And the very first thing my mentor said

0:56:05.239 --> 0:56:07.279
<v Speaker 1>was no, They said, why would you ever want to

0:56:07.360 --> 0:56:10.759
<v Speaker 1>fight for a company? That's ten ten people big where

0:56:10.880 --> 0:56:13.120
<v Speaker 1>quite frankly, what you're telling me about this story and

0:56:13.200 --> 0:56:14.960
<v Speaker 1>what's transpired. And by the way, I'm not going into

0:56:15.000 --> 0:56:17.919
<v Speaker 1>the nity grade of how it transpired, which was thank

0:56:18.080 --> 0:56:21.000
<v Speaker 1>not in keeping with my values. They're like, from all

0:56:21.040 --> 0:56:23.719
<v Speaker 1>of the behaviors that have gone on, like, what makes

0:56:23.760 --> 0:56:25.800
<v Speaker 1>you think that this would be a group of people

0:56:26.480 --> 0:56:30.200
<v Speaker 1>that you want to tie yourself to going forward? And

0:56:30.280 --> 0:56:33.400
<v Speaker 1>I said, you're right, and so I actually like didn't

0:56:33.400 --> 0:56:34.880
<v Speaker 1>fight for it. I was like, okay, you want to,

0:56:35.040 --> 0:56:37.120
<v Speaker 1>you can have it back. I'm out. You're right, this

0:56:37.280 --> 0:56:39.640
<v Speaker 1>is not the right place for me, which was against

0:56:39.719 --> 0:56:41.960
<v Speaker 1>every instinct I have. Is like somebody who wants to

0:56:42.080 --> 0:56:45.239
<v Speaker 1>drive and control right just to give up. And they're like, yeah,

0:56:45.440 --> 0:56:48.520
<v Speaker 1>you're right. And I look back on that situation and say,

0:56:48.680 --> 0:56:51.239
<v Speaker 1>my mentors were right. One of the hardest things in

0:56:51.360 --> 0:56:56.600
<v Speaker 1>business is knowing when to cut losses, when to say, hey, whatever,

0:56:56.719 --> 0:56:59.800
<v Speaker 1>this decision that led us to this point was wrong,

0:57:00.480 --> 0:57:04.160
<v Speaker 1>and now let me just reverse engines and head out

0:57:04.200 --> 0:57:06.719
<v Speaker 1>of here as fast as I can. But it it

0:57:06.880 --> 0:57:10.040
<v Speaker 1>feels challenging because it's an admission of failure, even though

0:57:10.200 --> 0:57:12.640
<v Speaker 1>that's not what this was. Yeah, well, well, by the

0:57:12.680 --> 0:57:14.680
<v Speaker 1>way I would say to people, it depends over what

0:57:14.760 --> 0:57:17.400
<v Speaker 1>time frame you characterize that decision on a six month

0:57:17.480 --> 0:57:19.560
<v Speaker 1>time frame or year time frame. That was a failed decision.

0:57:19.640 --> 0:57:21.640
<v Speaker 1>And I call it a failure because I failed to

0:57:21.680 --> 0:57:24.040
<v Speaker 1>have the impact. You know, It's different than Joyous, Right,

0:57:24.080 --> 0:57:26.280
<v Speaker 1>we talked about why Joyce did or did not. We

0:57:26.480 --> 0:57:29.440
<v Speaker 1>just culmination as a video platform. But I can look

0:57:29.480 --> 0:57:32.360
<v Speaker 1>back on those six years and see every innovation we achieved,

0:57:32.440 --> 0:57:34.800
<v Speaker 1>see everything we've built, See the team we assembled and

0:57:34.880 --> 0:57:37.120
<v Speaker 1>what they've gone on to do. See the fact that

0:57:37.240 --> 0:57:39.160
<v Speaker 1>like we were the pioneer, and I can feel very

0:57:39.240 --> 0:57:41.520
<v Speaker 1>proud because I know I had impact. It's probably where

0:57:41.520 --> 0:57:43.560
<v Speaker 1>I had no impact. I was just six months. You know.

0:57:43.720 --> 0:57:47.680
<v Speaker 1>It was painful and like and honestly like a waste

0:57:47.720 --> 0:57:50.480
<v Speaker 1>of my time and their time because nothing transpired that

0:57:50.600 --> 0:57:53.600
<v Speaker 1>was positive. Right. We just I just exited. Um So

0:57:53.720 --> 0:57:56.200
<v Speaker 1>I consider it a failure, but I also consider it

0:57:56.320 --> 0:57:59.440
<v Speaker 1>a success. In the decision to join the commerce, you know,

0:57:59.680 --> 0:58:02.600
<v Speaker 1>to leave Google and become a CEO. You know, I

0:58:02.720 --> 0:58:05.360
<v Speaker 1>got to run my own company. I got to run

0:58:05.440 --> 0:58:08.280
<v Speaker 1>stub Hub, like I mean, you know, I began a journey.

0:58:08.280 --> 0:58:09.960
<v Speaker 1>I got to become an e commerce investor, an e

0:58:10.040 --> 0:58:12.520
<v Speaker 1>commerce board member like I have loved being in the

0:58:12.560 --> 0:58:14.800
<v Speaker 1>Business e E Conference for the last ten years, and

0:58:14.920 --> 0:58:17.480
<v Speaker 1>that would only have been possible because of my decision

0:58:17.520 --> 0:58:21.640
<v Speaker 1>to join Pollymore however painful. So so anyway, I I

0:58:21.720 --> 0:58:23.480
<v Speaker 1>think it was a personal failure, but I think in

0:58:23.560 --> 0:58:26.640
<v Speaker 1>many ways, you know, the choices I made, some of

0:58:26.720 --> 0:58:29.120
<v Speaker 1>them stuck, and those ones, you know, not all of them,

0:58:29.160 --> 0:58:32.840
<v Speaker 1>but several of them were successful. Hey, sometimes due diligence

0:58:33.080 --> 0:58:38.440
<v Speaker 1>just doesn't identify every less cockroach that might that might

0:58:38.520 --> 0:58:42.840
<v Speaker 1>come out. Absolutely absolutely true. You can't. You can't just

0:58:43.320 --> 0:58:46.320
<v Speaker 1>research away all the inherent risk in the situation. You

0:58:46.440 --> 0:58:48.720
<v Speaker 1>just make the best choice you can and then you

0:58:48.840 --> 0:58:51.720
<v Speaker 1>need to have confidence in your ability to respond. So

0:58:52.000 --> 0:58:54.520
<v Speaker 1>I have dozens more questions about the book, but I

0:58:54.800 --> 0:58:56.600
<v Speaker 1>want to get to some other stuff. Let me ask

0:58:56.760 --> 0:59:02.040
<v Speaker 1>one last question. I really like the title to succeed

0:59:02.440 --> 0:59:07.200
<v Speaker 1>forget success. Tell us a little bit about that. Sure, Well,

0:59:07.280 --> 0:59:08.720
<v Speaker 1>what I always say to people is when we make

0:59:08.760 --> 0:59:10.920
<v Speaker 1>a big choice, particually a big career choice, you know,

0:59:11.560 --> 0:59:15.000
<v Speaker 1>most big choices unfold to sort of a meaningful reward

0:59:15.040 --> 0:59:16.720
<v Speaker 1>and call it three to five years. It's hard to

0:59:16.720 --> 0:59:18.640
<v Speaker 1>think about a work ambition that you couldggest that it

0:59:18.720 --> 0:59:21.680
<v Speaker 1>is big enough to be exciting, yet so small that

0:59:21.720 --> 0:59:23.680
<v Speaker 1>you could achieve it in six months. Right, it almost

0:59:23.720 --> 0:59:26.720
<v Speaker 1>doesn't happen. Um, So let's presume you make a big

0:59:26.800 --> 0:59:28.920
<v Speaker 1>choice and you're like, hey, I want to ascend to

0:59:29.000 --> 0:59:30.200
<v Speaker 1>this law. I want to be a CEO in the

0:59:30.240 --> 0:59:32.400
<v Speaker 1>next three to five years, or I want to get

0:59:32.440 --> 0:59:34.240
<v Speaker 1>at my current company, or I want to be the

0:59:34.320 --> 0:59:36.720
<v Speaker 1>head of this division, whatever it might be. At the

0:59:36.800 --> 0:59:38.240
<v Speaker 1>end of the day, we make a big choice and

0:59:38.280 --> 0:59:40.960
<v Speaker 1>we're not done right. Like, once we've made a big choice,

0:59:41.000 --> 0:59:43.080
<v Speaker 1>we're like, oh, yeah, now I need to execute my

0:59:43.160 --> 0:59:45.760
<v Speaker 1>way to that reward. I didn't just choose that. Now

0:59:45.760 --> 0:59:48.000
<v Speaker 1>I need to execute my way to that reward. And

0:59:48.160 --> 0:59:51.000
<v Speaker 1>so to the process of execution. Every day we're making

0:59:51.120 --> 0:59:53.960
<v Speaker 1>littlar choices to find success. We need say like, okay,

0:59:54.040 --> 0:59:55.880
<v Speaker 1>now we need to build the revenues of this you know,

0:59:56.080 --> 0:59:58.760
<v Speaker 1>of this division. Oh my god, we need to restructure,

0:59:58.800 --> 1:00:00.439
<v Speaker 1>Oh my god, we need to find in new ways

1:00:00.520 --> 1:00:03.600
<v Speaker 1>to grow, and so on your way to your larger ambition.

1:00:03.720 --> 1:00:06.920
<v Speaker 1>Every day you're making choices and producing outcomes you know

1:00:07.080 --> 1:00:10.680
<v Speaker 1>in this and you're just doing that picklically. So between

1:00:10.720 --> 1:00:13.439
<v Speaker 1>you and that big reward is you know, a dozen, ten,

1:00:13.560 --> 1:00:15.800
<v Speaker 1>a hundred more choices, And every time you make a choice,

1:00:15.840 --> 1:00:18.760
<v Speaker 1>you're trying to produce a success, a learning, but some

1:00:18.920 --> 1:00:21.600
<v Speaker 1>kind of outcome. So let's say that you know you

1:00:21.720 --> 1:00:24.640
<v Speaker 1>don't achieve that, you know that ultimate success, you don't

1:00:24.680 --> 1:00:27.080
<v Speaker 1>get the promotion. But along the way, you built a

1:00:27.120 --> 1:00:31.120
<v Speaker 1>great division, you doubled revenues, you launched new services. I

1:00:31.280 --> 1:00:33.680
<v Speaker 1>call all of those outcomes. You know, by the way

1:00:33.680 --> 1:00:35.120
<v Speaker 1>you built a team that you know gave you a

1:00:35.200 --> 1:00:38.520
<v Speaker 1>high satisfaction rating as a leader. All of those outcomes

1:00:38.560 --> 1:00:41.080
<v Speaker 1>are still positive. There's still what I call your career capital.

1:00:41.560 --> 1:00:45.840
<v Speaker 1>And in that process of just continuing to pursue results

1:00:45.920 --> 1:00:49.520
<v Speaker 1>and impact, you've not only accumulated career capital, you've likely

1:00:49.600 --> 1:00:53.440
<v Speaker 1>become more agile and more confident. So aren't those all

1:00:53.960 --> 1:00:56.080
<v Speaker 1>things that are going to contribute to your future success,

1:00:56.120 --> 1:00:58.400
<v Speaker 1>whether or not you've got the reward you want. They are,

1:00:58.960 --> 1:01:01.520
<v Speaker 1>But we often only focus on the end goal when

1:01:01.600 --> 1:01:03.440
<v Speaker 1>really I think what we should be focusing on is

1:01:03.480 --> 1:01:06.800
<v Speaker 1>creating impact. Every time we create impact, we create an

1:01:06.840 --> 1:01:10.000
<v Speaker 1>indelible results or outcome that is the result of our

1:01:10.040 --> 1:01:13.920
<v Speaker 1>own efforts and learning and agility. And that's really like

1:01:14.440 --> 1:01:16.400
<v Speaker 1>the reward for risk taking. Because I can't tell you

1:01:16.440 --> 1:01:18.360
<v Speaker 1>if you're going to get the riginal reward. I can't

1:01:18.360 --> 1:01:19.960
<v Speaker 1>tell you if you're going to get the original success

1:01:20.040 --> 1:01:22.720
<v Speaker 1>you imagine or something different. But I can tell you

1:01:22.880 --> 1:01:26.360
<v Speaker 1>that if you pursue impact in every choice that between

1:01:26.400 --> 1:01:28.320
<v Speaker 1>you and that big reward, you're going to create a

1:01:28.360 --> 1:01:31.400
<v Speaker 1>lot of outcomes. And those outcomes, you know, will become

1:01:31.400 --> 1:01:35.120
<v Speaker 1>the basis for your reputation, your confidence, your skills, and

1:01:35.280 --> 1:01:38.560
<v Speaker 1>any future success you acquire. That is the reward for

1:01:38.680 --> 1:01:41.640
<v Speaker 1>risk taking. And that's why I say they'll focus on success,

1:01:41.720 --> 1:01:46.320
<v Speaker 1>focused on impact. Very interesting. Let's talk a little bit

1:01:46.800 --> 1:01:50.960
<v Speaker 1>starting with your role as president of stub Hub. What

1:01:51.240 --> 1:01:55.400
<v Speaker 1>was that like? Did you have any surprising challenges you

1:01:55.520 --> 1:01:59.040
<v Speaker 1>had to deal with in that role? I feel like

1:01:59.120 --> 1:02:04.360
<v Speaker 1>that's the leading questions to tell you about just suseuch,

1:02:04.640 --> 1:02:08.360
<v Speaker 1>but certainly I'm happy to share. So um I ran

1:02:08.520 --> 1:02:14.200
<v Speaker 1>stub Hub from in that time. There's a lot of

1:02:15.720 --> 1:02:18.480
<v Speaker 1>a lot of surprises, some I could have anticipated and

1:02:18.560 --> 1:02:21.360
<v Speaker 1>some I couldn't. First of all, just a phenomenal and

1:02:21.520 --> 1:02:23.880
<v Speaker 1>fun experience. If you've ever been in a business of

1:02:23.960 --> 1:02:27.320
<v Speaker 1>live experiences and giving that gift to people of lives.

1:02:27.400 --> 1:02:29.680
<v Speaker 1>There's just really nothing like it. So and I'm also

1:02:29.720 --> 1:02:32.120
<v Speaker 1>happy to be a big sports and entertainment fans, so

1:02:32.360 --> 1:02:35.200
<v Speaker 1>that doesn't hurt UM. But when I think about the

1:02:35.240 --> 1:02:39.680
<v Speaker 1>things that were surprises, Number one, UM StubHub. If you know,

1:02:39.840 --> 1:02:42.320
<v Speaker 1>the history was bought by eBay over ten years ago,

1:02:42.520 --> 1:02:46.200
<v Speaker 1>and so was an EBA SIB sidiary, and UM I

1:02:46.400 --> 1:02:49.440
<v Speaker 1>could have anticipated that eBay would continue to face, you know,

1:02:49.520 --> 1:02:52.040
<v Speaker 1>shareholder pressure because it wasn't growing at the same rate

1:02:52.080 --> 1:02:56.120
<v Speaker 1>as Amazon and its margins were declining. UM and in fact,

1:02:56.440 --> 1:03:00.640
<v Speaker 1>that shareholder pressure came to task and an active Elliott.

1:03:00.720 --> 1:03:06.200
<v Speaker 1>Two activists joined the board Starboard and Elliott in yeah

1:03:06.280 --> 1:03:09.240
<v Speaker 1>and no no in nineteen my goodness in January two

1:03:09.920 --> 1:03:12.560
<v Speaker 1>and put pressure on the CEO, the then CEO to

1:03:12.640 --> 1:03:16.560
<v Speaker 1>self stub hub as opposed to whole bit so Midway,

1:03:16.640 --> 1:03:18.440
<v Speaker 1>I was only a year into my tenure when an

1:03:18.480 --> 1:03:22.280
<v Speaker 1>activist joined the eBay board, and UH quickly became apparent

1:03:22.360 --> 1:03:24.440
<v Speaker 1>that we were gonna end up selling the company and

1:03:24.480 --> 1:03:26.480
<v Speaker 1>I was gonna be leading a sale process, which is

1:03:26.520 --> 1:03:29.520
<v Speaker 1>not necessarily what I personally wanted, but UM, so that

1:03:29.640 --> 1:03:31.760
<v Speaker 1>I could have anticipated in the sense that they had

1:03:31.800 --> 1:03:34.720
<v Speaker 1>had an activist once before, and certainly when I took

1:03:34.760 --> 1:03:37.520
<v Speaker 1>the stub Hub job, it did occur to me that, um,

1:03:38.000 --> 1:03:41.560
<v Speaker 1>that would be uh one potential risk that eBay itself,

1:03:41.680 --> 1:03:45.000
<v Speaker 1>my parent company, would face pressure. UM. I expected more

1:03:45.080 --> 1:03:47.680
<v Speaker 1>sort of earnings pressure, you know, pressure to deliver our

1:03:47.760 --> 1:03:50.840
<v Speaker 1>numbers every quarter. Uh. There was an outside possibility of

1:03:50.840 --> 1:03:52.840
<v Speaker 1>an activists, but that came to pass, and that led

1:03:52.960 --> 1:03:55.880
<v Speaker 1>to the sale of the company to StubHub. Sale. UM

1:03:56.040 --> 1:04:00.760
<v Speaker 1>the honest the other unexpected event with Covid, and you know, ironically,

1:04:00.880 --> 1:04:03.960
<v Speaker 1>stub hub sold for a record stub you know, four

1:04:04.040 --> 1:04:06.800
<v Speaker 1>billion dollars. We led a process that led to a

1:04:06.840 --> 1:04:13.000
<v Speaker 1>successful transaction that closed on February, and I thought, as

1:04:13.120 --> 1:04:15.840
<v Speaker 1>much as I was personally disappointed, you know, I recognized

1:04:15.840 --> 1:04:18.400
<v Speaker 1>it as a very successful business outcome and I was

1:04:18.440 --> 1:04:19.959
<v Speaker 1>going to go have to find a new job because

1:04:20.120 --> 1:04:22.600
<v Speaker 1>very rarely there's the acquired company, you know, get to

1:04:22.640 --> 1:04:25.760
<v Speaker 1>have its CEO run the combined company, and I certainly

1:04:25.920 --> 1:04:29.480
<v Speaker 1>was not getting that job. Um. The original founder of

1:04:29.520 --> 1:04:31.720
<v Speaker 1>StubHub bought back the company and he wanted to run

1:04:31.760 --> 1:04:34.720
<v Speaker 1>the combined company. H there's a thing with you and

1:04:34.840 --> 1:04:38.200
<v Speaker 1>founders coming back to run companies. That's keep in mind.

1:04:38.600 --> 1:04:40.880
<v Speaker 1>I've also been a founder three you know, three times,

1:04:41.600 --> 1:04:44.880
<v Speaker 1>so um so I do understand that founder CEO dynamic

1:04:44.960 --> 1:04:47.040
<v Speaker 1>And as I said, any founders have an affinity for

1:04:47.080 --> 1:04:50.480
<v Speaker 1>their companies that is really hard to you can I

1:04:50.520 --> 1:04:53.000
<v Speaker 1>don't know, it's just hard to put any price tag

1:04:53.280 --> 1:04:56.640
<v Speaker 1>or any sure it's one part you go, one part

1:04:56.680 --> 1:04:59.280
<v Speaker 1>of their baby. I get that, Yeah, you got it.

1:04:59.400 --> 1:05:00.880
<v Speaker 1>So and by the way, and in this case looks

1:05:00.920 --> 1:05:03.080
<v Speaker 1>completely professional, like you have a founder who's been out

1:05:03.120 --> 1:05:04.880
<v Speaker 1>of the company for twenty years and has nothing to

1:05:04.920 --> 1:05:06.800
<v Speaker 1>do with me. A fifty years he had started a

1:05:06.840 --> 1:05:09.280
<v Speaker 1>competitive ticketing company and now you want to come back.

1:05:09.320 --> 1:05:10.880
<v Speaker 1>And by the way, he had been pushed out of

1:05:10.880 --> 1:05:12.880
<v Speaker 1>the company. So if there was an ego involved here,

1:05:12.920 --> 1:05:14.840
<v Speaker 1>it's that the original founders pushed him out of the

1:05:14.880 --> 1:05:18.720
<v Speaker 1>company in twenty five And so yeah, there's a lot

1:05:18.920 --> 1:05:21.680
<v Speaker 1>involved in one being able to come back and buy

1:05:21.800 --> 1:05:25.040
<v Speaker 1>the company that you were once pushed out of. So anyway,

1:05:25.160 --> 1:05:26.760
<v Speaker 1>I have nothing to do with that, Dynamics. I just

1:05:26.840 --> 1:05:29.280
<v Speaker 1>want to be clear, and let's put let's put some

1:05:29.440 --> 1:05:34.160
<v Speaker 1>numbers on this, because really, so you oversee the spin out,

1:05:34.240 --> 1:05:36.760
<v Speaker 1>the sale of stub Hub to a third party, and

1:05:37.040 --> 1:05:40.360
<v Speaker 1>to put some numbers, eBay buy stub Hub for like

1:05:40.560 --> 1:05:44.200
<v Speaker 1>three hundred million dollars in oh seven. It's barely a

1:05:44.360 --> 1:05:48.680
<v Speaker 1>decade later, it's now late and you managed to sell

1:05:48.760 --> 1:05:52.440
<v Speaker 1>stub Hub for over four billion dollars to via Go Go,

1:05:52.880 --> 1:05:55.800
<v Speaker 1>which I think was smaller than StubHub at the time.

1:05:56.800 --> 1:06:01.240
<v Speaker 1>And ps, this is four months before the world is

1:06:01.280 --> 1:06:04.480
<v Speaker 1>going to shut down thanks to COVID. That turned out

1:06:04.520 --> 1:06:08.959
<v Speaker 1>to be a spectacularly time sale. Yes, I know, people

1:06:09.000 --> 1:06:10.920
<v Speaker 1>give us a lot of credit in hindsight for that

1:06:11.000 --> 1:06:13.840
<v Speaker 1>sale period. And I think and um and I and

1:06:13.920 --> 1:06:16.600
<v Speaker 1>for eBay, just a tremendous outcome because to your point,

1:06:17.040 --> 1:06:19.640
<v Speaker 1>we announced the sale in the fall of nineteen and

1:06:19.720 --> 1:06:22.720
<v Speaker 1>the and the transaction closed like money in the bank

1:06:22.800 --> 1:06:28.120
<v Speaker 1>for eBay on February. Wow. That's yeah, I know, people

1:06:28.160 --> 1:06:31.040
<v Speaker 1>say unbelievable timing. One thing to note is, you know

1:06:31.240 --> 1:06:34.040
<v Speaker 1>everybody who was bidding to buy us in the strategic

1:06:34.120 --> 1:06:36.520
<v Speaker 1>category was smarter than StubHub, because you know, we were

1:06:36.560 --> 1:06:39.160
<v Speaker 1>the largest player in in in C two C ticketing right,

1:06:39.200 --> 1:06:41.520
<v Speaker 1>Ticketmaster the other big player, and much bigger than us,

1:06:41.560 --> 1:06:45.520
<v Speaker 1>but not the same category. So um So ironically, all

1:06:45.600 --> 1:06:47.280
<v Speaker 1>of the people bidding to buy us were people that

1:06:47.680 --> 1:06:50.840
<v Speaker 1>honestly I would have wanted to buy UM, but they

1:06:50.880 --> 1:06:52.920
<v Speaker 1>were all smaller than us, but with big checks and

1:06:53.080 --> 1:06:56.240
<v Speaker 1>often you know, pe dollars behind them. So uh so

1:06:56.400 --> 1:06:59.480
<v Speaker 1>look um successful as some for stub Hub. And then

1:06:59.720 --> 1:07:01.720
<v Speaker 1>you know, I think I'm going to sail off into

1:07:01.760 --> 1:07:05.840
<v Speaker 1>the sunset after you know, a reasonable but short transition period,

1:07:06.520 --> 1:07:08.720
<v Speaker 1>and I do not expect to still be in the seat.

1:07:08.920 --> 1:07:10.800
<v Speaker 1>You know, on March their teams, well, I think I

1:07:10.920 --> 1:07:12.240
<v Speaker 1>think I'll be there, but it will be part of

1:07:12.320 --> 1:07:16.240
<v Speaker 1>my transition um and on marched their team. The COVID

1:07:16.480 --> 1:07:19.919
<v Speaker 1>hits the US sports and entertainment industry in a massive way.

1:07:20.360 --> 1:07:22.240
<v Speaker 1>At the beginning of the week, we are forecasting that,

1:07:22.360 --> 1:07:24.360
<v Speaker 1>you know, we need to start to plan for closures,

1:07:24.440 --> 1:07:27.040
<v Speaker 1>and I remember saying to our finance team, we're forecasting

1:07:27.120 --> 1:07:30.080
<v Speaker 1>to be fifty percent down. Maybe we need to have down.

1:07:30.320 --> 1:07:32.080
<v Speaker 1>No one should need to have a fifty percent case,

1:07:32.280 --> 1:07:34.120
<v Speaker 1>you know, this is what's trying to think about. How

1:07:37.560 --> 1:07:39.880
<v Speaker 1>no way. And by the end of the week, every

1:07:39.960 --> 1:07:43.320
<v Speaker 1>sports league has suspended its season like literally something like

1:07:43.440 --> 1:07:46.480
<v Speaker 1>twenty thousand events canceled in like a week span. I

1:07:46.560 --> 1:07:48.920
<v Speaker 1>mean when I say, you go from sort of you know,

1:07:49.160 --> 1:07:52.240
<v Speaker 1>having a record sale to like an existential crisis that

1:07:52.440 --> 1:07:54.200
<v Speaker 1>was us, you know, we were because we were no

1:07:54.280 --> 1:07:56.520
<v Speaker 1>longer owned by eBay. We didn't have ebase balance sheet.

1:07:56.560 --> 1:07:59.000
<v Speaker 1>We were owned by another private company who itself had

1:07:59.040 --> 1:08:02.120
<v Speaker 1>to manage it because guess what, it's ben't ticketing to right,

1:08:02.440 --> 1:08:05.720
<v Speaker 1>So it's being affected internationally. We're being affected internationally and

1:08:05.880 --> 1:08:07.920
<v Speaker 1>more importantly in the US, which is the majority of

1:08:07.960 --> 1:08:10.920
<v Speaker 1>our business. And so we went from you know, record

1:08:11.000 --> 1:08:14.160
<v Speaker 1>sale to cash crunch um. And it was on my watch,

1:08:14.280 --> 1:08:17.000
<v Speaker 1>and so you can imagine I'm might feel responsibility for

1:08:17.120 --> 1:08:20.280
<v Speaker 1>our business. I feel responsibility for employees. I feel responsibility

1:08:20.360 --> 1:08:23.960
<v Speaker 1>that we do not go bankrupt um. And we rapidly

1:08:24.040 --> 1:08:27.519
<v Speaker 1>restructed the company over sixty days. I will say to people,

1:08:27.520 --> 1:08:28.840
<v Speaker 1>if you want to know what that period, would like

1:08:28.960 --> 1:08:31.479
<v Speaker 1>to look at my Twitter feed the amount of hatred

1:08:32.040 --> 1:08:34.360
<v Speaker 1>I got from people. I mean, I understand that customers

1:08:34.400 --> 1:08:37.280
<v Speaker 1>were very upset. We had to change policies on refunds.

1:08:38.080 --> 1:08:39.920
<v Speaker 1>I didn't have the money on the floor. I didn't

1:08:39.920 --> 1:08:41.920
<v Speaker 1>have you know, hundreds of millions of dollars to give

1:08:41.960 --> 1:08:44.120
<v Speaker 1>everybody their money back. The best I could do would

1:08:44.160 --> 1:08:46.240
<v Speaker 1>give people credit, like I mean like literally, as like

1:08:46.320 --> 1:08:53.799
<v Speaker 1>I'm trying to choose between the company not going under literally,

1:08:53.880 --> 1:08:56.000
<v Speaker 1>which was yeah, how do you explain that to people?

1:08:56.000 --> 1:08:57.920
<v Speaker 1>I did my best. I wrote a transparent note to

1:08:58.000 --> 1:09:01.280
<v Speaker 1>our customers. I got tons of hate triad and it's fine.

1:09:01.400 --> 1:09:03.920
<v Speaker 1>Like people were very frustrated. You remember the levels of

1:09:04.040 --> 1:09:08.320
<v Speaker 1>everyone's frustration and people's money, so anyways, very intense. But

1:09:08.400 --> 1:09:10.880
<v Speaker 1>I'm very proud of the team. We we structured in

1:09:11.000 --> 1:09:13.920
<v Speaker 1>a sixty day span and only once we finished the

1:09:13.960 --> 1:09:16.439
<v Speaker 1>restructuring that I depart because I knew that Step Up

1:09:16.520 --> 1:09:20.880
<v Speaker 1>could survive for an indefinite period until live events started

1:09:20.880 --> 1:09:23.080
<v Speaker 1>to come back. And so you know, it turns out

1:09:23.120 --> 1:09:26.200
<v Speaker 1>that the definite period has been over a year. Obviously, um,

1:09:26.640 --> 1:09:31.600
<v Speaker 1>I can't share any confidential numbers, but you know, the company, no, no,

1:09:31.640 --> 1:09:34.639
<v Speaker 1>I'm proud of account of the fact that the company survived, right,

1:09:34.800 --> 1:09:37.400
<v Speaker 1>And you know, I mean it looked dire for everybody,

1:09:37.520 --> 1:09:41.840
<v Speaker 1>anybody in the in the live entertainment business. There was

1:09:41.920 --> 1:09:44.840
<v Speaker 1>a genuine question mark, Hey, if you're going to close

1:09:44.920 --> 1:09:47.760
<v Speaker 1>for six months or a year and have zero revenue,

1:09:48.439 --> 1:09:51.400
<v Speaker 1>will you be able to survive? It was nice of

1:09:51.760 --> 1:09:54.360
<v Speaker 1>you could have easily said, Hey, my job was to

1:09:54.400 --> 1:09:57.200
<v Speaker 1>sell the company. I'm att here. The fact that you

1:09:57.360 --> 1:10:01.800
<v Speaker 1>start stuck around, help them restructure and put them on

1:10:01.960 --> 1:10:07.320
<v Speaker 1>better footing. Um, not everybody would have taken that choice.

1:10:07.360 --> 1:10:09.400
<v Speaker 1>I think a few people would have said, Hey, my

1:10:09.560 --> 1:10:11.720
<v Speaker 1>job was to sell and it's sold and we're out

1:10:11.800 --> 1:10:15.120
<v Speaker 1>of here. Well, yeah, I don't know. Most leaders I

1:10:15.200 --> 1:10:17.400
<v Speaker 1>know would know that that's really not a choice. I mean,

1:10:17.479 --> 1:10:19.680
<v Speaker 1>once you're there, you're there. But I appreciate your saying it.

1:10:19.800 --> 1:10:22.040
<v Speaker 1>Mostly as I said, I'm super proud of the team,

1:10:22.160 --> 1:10:24.240
<v Speaker 1>because this is what I will say about risk. Right,

1:10:24.400 --> 1:10:27.160
<v Speaker 1>Risks come upon us that we never can anticipate, versus

1:10:27.240 --> 1:10:29.559
<v Speaker 1>ones that we can. And in those moments, you see

1:10:29.560 --> 1:10:31.960
<v Speaker 1>people's agility. And let me tell you, the Subhub team,

1:10:32.080 --> 1:10:34.479
<v Speaker 1>like that is a team of people who share my values.

1:10:35.040 --> 1:10:37.040
<v Speaker 1>And I was very proud to be leading a team that,

1:10:37.479 --> 1:10:39.800
<v Speaker 1>you know, really made hard choices in a rapid period

1:10:39.800 --> 1:10:42.639
<v Speaker 1>into including choices that affected each of them. Think about

1:10:42.680 --> 1:10:45.920
<v Speaker 1>that like people making choices about their own jobs, you know,

1:10:46.120 --> 1:10:48.320
<v Speaker 1>to try and make sure Subhub survived and like, you know,

1:10:48.439 --> 1:10:51.840
<v Speaker 1>as a leader, like a very painful period but also

1:10:51.880 --> 1:10:54.400
<v Speaker 1>one of the most rewarding to be with that group

1:10:54.439 --> 1:10:57.719
<v Speaker 1>of people. So let's talk about something else that reflects

1:10:57.800 --> 1:11:01.320
<v Speaker 1>your values. Tell us a little bit about the board list,

1:11:02.200 --> 1:11:05.080
<v Speaker 1>what it is and how it seems to be helping

1:11:05.160 --> 1:11:09.600
<v Speaker 1>women advance their careers. Sure well, if you recall I

1:11:09.640 --> 1:11:13.080
<v Speaker 1>wrote that open letter tech Women Choose Possibilities, and you said,

1:11:13.120 --> 1:11:15.080
<v Speaker 1>how what was the reception? I said, it was very positive,

1:11:15.120 --> 1:11:16.600
<v Speaker 1>and people kept saying to me, like, what are you

1:11:16.640 --> 1:11:18.080
<v Speaker 1>going to do that? And of course I thought I

1:11:18.160 --> 1:11:19.800
<v Speaker 1>was just writing a letter, right, I was like, well,

1:11:19.840 --> 1:11:21.759
<v Speaker 1>did might just do it? I put out this opinion,

1:11:21.840 --> 1:11:24.519
<v Speaker 1>and you know, but it became clear to me that

1:11:24.600 --> 1:11:26.360
<v Speaker 1>maybe there was something more to be done. And I

1:11:26.479 --> 1:11:28.960
<v Speaker 1>had been kicking around the idea actually with a number

1:11:28.960 --> 1:11:32.840
<v Speaker 1>of dcs of them starting to put more women on

1:11:33.000 --> 1:11:34.880
<v Speaker 1>tech boards. You know, they would come to me and say,

1:11:34.960 --> 1:11:37.040
<v Speaker 1>like the Kinder, what should we do about women in chests?

1:11:37.200 --> 1:11:39.280
<v Speaker 1>And they have all these solutions for putting girls in

1:11:39.360 --> 1:11:42.200
<v Speaker 1>stems into which i'd bespont and like, you can do that,

1:11:42.320 --> 1:11:44.720
<v Speaker 1>but that will take generations. You realize that there meant

1:11:44.760 --> 1:11:48.080
<v Speaker 1>plenty of amazing women leaders in the valley. I know them,

1:11:48.120 --> 1:11:50.200
<v Speaker 1>I see them every day, Like, why don't you just

1:11:50.280 --> 1:11:52.360
<v Speaker 1>put them on your boards? Because you have all these

1:11:52.400 --> 1:11:55.960
<v Speaker 1>early stage companies that could really benefit from this experience.

1:11:56.560 --> 1:12:01.160
<v Speaker 1>And ironically, you know, at that point were like oh oh,

1:12:01.479 --> 1:12:04.160
<v Speaker 1>like yeah, you're you're, you're right, but they didn't do

1:12:04.200 --> 1:12:06.920
<v Speaker 1>anything about it. So when I started the Boardlist, a

1:12:07.000 --> 1:12:11.920
<v Speaker 1>basically crowdsourced six names from thirty executives and entrepreneurs in

1:12:11.960 --> 1:12:13.400
<v Speaker 1>the valley and I said, would you give me the

1:12:13.479 --> 1:12:15.360
<v Speaker 1>names of women you think should serve on board? I'm

1:12:15.360 --> 1:12:17.800
<v Speaker 1>gonna put them on a website and then people can

1:12:17.880 --> 1:12:20.040
<v Speaker 1>come and look for great women leaders for their boards

1:12:20.080 --> 1:12:22.240
<v Speaker 1>and they can no longer say where are all the

1:12:22.320 --> 1:12:25.240
<v Speaker 1>great women? We can't find any um, So we launched

1:12:25.280 --> 1:12:28.600
<v Speaker 1>a free service called the board List UM. It's not

1:12:28.720 --> 1:12:31.000
<v Speaker 1>a nonprofit, but it is a mission driven kind of

1:12:31.080 --> 1:12:33.160
<v Speaker 1>It was a mission driven startup. I started it at

1:12:33.200 --> 1:12:36.800
<v Speaker 1>my side Hustle and twent and today the Boardlist is

1:12:36.960 --> 1:12:41.439
<v Speaker 1>twenty thousand members, over ten thousand women and diverse leaders

1:12:41.600 --> 1:12:44.479
<v Speaker 1>that you could go to the site today and look

1:12:44.560 --> 1:12:47.479
<v Speaker 1>for for your board. You can also recommend people to

1:12:47.560 --> 1:12:50.880
<v Speaker 1>the board list. UM and so it's a marketplace for talent,

1:12:51.280 --> 1:12:53.640
<v Speaker 1>um for diverse talent, and today it serves not just

1:12:53.720 --> 1:12:56.200
<v Speaker 1>women to people's color. And about a year ago we

1:12:56.360 --> 1:12:59.120
<v Speaker 1>raised our first institutional rand, so I bootstrapped it for

1:12:59.320 --> 1:13:02.000
<v Speaker 1>four years. I knew that you know, it was working,

1:13:02.439 --> 1:13:05.559
<v Speaker 1>which it is quite well, UM, and it's needed more

1:13:05.640 --> 1:13:09.320
<v Speaker 1>than ever. So the Boardlist is my my my own

1:13:09.439 --> 1:13:12.040
<v Speaker 1>startup baby as the founder, but I'm not the full

1:13:12.080 --> 1:13:16.400
<v Speaker 1>time CEO. I haven't what's the what's the track record

1:13:16.479 --> 1:13:19.240
<v Speaker 1>of the board List in actually getting women and people

1:13:19.280 --> 1:13:23.400
<v Speaker 1>of color placed on the boards of startups? Um, the

1:13:23.479 --> 1:13:25.920
<v Speaker 1>track record is quite good. Now I would characterize the

1:13:25.960 --> 1:13:28.360
<v Speaker 1>track crack track track record two ways. Remember, we're not

1:13:28.479 --> 1:13:31.360
<v Speaker 1>a search firm, We're a discussed platform, which means our

1:13:31.400 --> 1:13:33.439
<v Speaker 1>core metric is like how many people come to the

1:13:33.479 --> 1:13:36.840
<v Speaker 1>board List and search and then ultimately, you know, find

1:13:36.960 --> 1:13:39.240
<v Speaker 1>a board member, whether it's through us or whether we

1:13:39.320 --> 1:13:41.479
<v Speaker 1>were just part of their journey. And to date we've

1:13:41.520 --> 1:13:45.280
<v Speaker 1>helped over two thousand women, two thousand companies from early

1:13:45.400 --> 1:13:48.120
<v Speaker 1>stage to public have come to the board List searching

1:13:48.240 --> 1:13:50.960
<v Speaker 1>for board members. UM. And as they said, the way

1:13:50.960 --> 1:13:52.760
<v Speaker 1>I think about the board List is sometimes we are

1:13:52.800 --> 1:13:55.280
<v Speaker 1>the accelerated of the journey. Sometimes you find the exact

1:13:55.320 --> 1:13:58.280
<v Speaker 1>person you want on our platform. We are, you know,

1:13:58.400 --> 1:14:00.679
<v Speaker 1>we consider our role to be a sore of talent

1:14:01.360 --> 1:14:03.160
<v Speaker 1>um and to make sure that that board teak gets

1:14:03.200 --> 1:14:06.920
<v Speaker 1>successfully filled. So um. Yeah, and the companies run from

1:14:07.000 --> 1:14:10.559
<v Speaker 1>Series A all the way to public public global companies.

1:14:10.600 --> 1:14:12.720
<v Speaker 1>I think a few years ago when an activist put

1:14:12.800 --> 1:14:14.920
<v Speaker 1>up to a United slate for the board, he used

1:14:14.920 --> 1:14:17.920
<v Speaker 1>the boardlist entirely to put up an alternate slate through

1:14:17.960 --> 1:14:19.960
<v Speaker 1>the board. Um, and we didn't even know if he

1:14:20.040 --> 1:14:22.000
<v Speaker 1>just gave us credit. Afterwards he's like, oh, I used

1:14:22.000 --> 1:14:27.160
<v Speaker 1>the boardlist for example. How how optimistic are you that

1:14:27.400 --> 1:14:32.280
<v Speaker 1>technology is at least starting to head in the right

1:14:32.560 --> 1:14:38.000
<v Speaker 1>direction when it comes to both inclusion and diversity. Well,

1:14:38.080 --> 1:14:39.920
<v Speaker 1>first of all, I think there are two or three

1:14:39.960 --> 1:14:42.240
<v Speaker 1>different ways into that question. Number one, there are lots

1:14:42.320 --> 1:14:45.240
<v Speaker 1>of platforms now that try and solve bias and discrimination

1:14:45.800 --> 1:14:50.320
<v Speaker 1>and everything from the hiring process to sourcing diverse talent um.

1:14:50.360 --> 1:14:52.360
<v Speaker 1>We're pretty unique and that we kind of you know,

1:14:52.520 --> 1:14:55.479
<v Speaker 1>are focused on the boardroom. Um. But to sort of

1:14:55.520 --> 1:14:59.160
<v Speaker 1>take away by some discriminations from the hiring practice. Hiring process,

1:14:59.280 --> 1:15:01.439
<v Speaker 1>by the way, there's a whole other set of companies. Yeah,

1:15:01.439 --> 1:15:03.800
<v Speaker 1>I'm an investor in several that do things like, you know,

1:15:04.080 --> 1:15:06.720
<v Speaker 1>help you confidentially report issues at the company in a

1:15:06.800 --> 1:15:09.040
<v Speaker 1>productive way before it ends ever ends up in the press,

1:15:09.439 --> 1:15:12.479
<v Speaker 1>and give companies the chance to arbitrate and to solve

1:15:12.560 --> 1:15:15.280
<v Speaker 1>your problems right as an employee. So I think that

1:15:15.360 --> 1:15:18.759
<v Speaker 1>we're seeing all sorts of platforms that run from bison

1:15:18.880 --> 1:15:24.160
<v Speaker 1>discrimination to you know, anti harassment, to you know, proactive

1:15:24.600 --> 1:15:28.160
<v Speaker 1>consultation between companies and their employees to find solutions. So

1:15:28.320 --> 1:15:30.639
<v Speaker 1>I'd say that is a positive to see that much

1:15:30.720 --> 1:15:34.479
<v Speaker 1>technology kind of solution ng you know, try and tackle

1:15:34.560 --> 1:15:37.720
<v Speaker 1>this problem in equality. That's great. Number two and I

1:15:37.800 --> 1:15:40.360
<v Speaker 1>think this is important. People often say, like if you

1:15:40.439 --> 1:15:42.200
<v Speaker 1>want to be it, you need to see it. The

1:15:42.400 --> 1:15:46.200
<v Speaker 1>number on absolute levels of women who are founding companies,

1:15:46.880 --> 1:15:49.640
<v Speaker 1>you know, compared to any prior period in my lifetime,

1:15:49.880 --> 1:15:52.480
<v Speaker 1>is up into the right. People may say the percentages

1:15:52.520 --> 1:15:55.360
<v Speaker 1>are still small, and that's true, but women are getting

1:15:55.439 --> 1:15:58.120
<v Speaker 1>more venture capital. There's more pressure obviously not just put

1:15:58.160 --> 1:16:00.800
<v Speaker 1>women on boards, but to provide funding is for women

1:16:00.880 --> 1:16:03.439
<v Speaker 1>and diverse people of color to start companies. And look

1:16:03.479 --> 1:16:05.960
<v Speaker 1>at the number of female unicorns that exists, the female

1:16:05.960 --> 1:16:08.680
<v Speaker 1>founded unicorns that exist today. I was lucky enough to

1:16:08.720 --> 1:16:11.000
<v Speaker 1>fund one of the first, Katrina Lake at stitch Fix.

1:16:11.320 --> 1:16:13.719
<v Speaker 1>You know, I was her early investor and she worked

1:16:13.760 --> 1:16:15.840
<v Speaker 1>with me at poly Bore. But since then, you have

1:16:15.920 --> 1:16:19.120
<v Speaker 1>Whitney at Bubble, you have Rachel Carlson at Guild, you

1:16:19.280 --> 1:16:21.840
<v Speaker 1>have um the founder of every Well, everywhere you look,

1:16:21.920 --> 1:16:25.400
<v Speaker 1>there are women starting not just great companies, but very

1:16:25.520 --> 1:16:29.599
<v Speaker 1>valuable companies. Audi at House houses the Unicorn several times over,

1:16:29.680 --> 1:16:32.720
<v Speaker 1>I'm sure. And and so there's lots of examples of

1:16:32.800 --> 1:16:36.000
<v Speaker 1>women who are building really valuable companies. So Canada, Canada

1:16:36.120 --> 1:16:39.000
<v Speaker 1>just got funded at forty billion. It's got a Australians

1:16:39.000 --> 1:16:43.560
<v Speaker 1>emile founder. So I love seeing kind of these examples

1:16:44.200 --> 1:16:47.160
<v Speaker 1>because I think it really, you know, a it inspires

1:16:47.200 --> 1:16:49.680
<v Speaker 1>a whole generation of other diverse leaders to feel like

1:16:49.760 --> 1:16:52.240
<v Speaker 1>they can do it. But more importantly, for all of

1:16:52.320 --> 1:16:55.200
<v Speaker 1>those VC dollars that you know had, you know, I

1:16:55.200 --> 1:16:57.800
<v Speaker 1>would just say unconscious fives going out and like under

1:16:57.920 --> 1:17:01.280
<v Speaker 1>funding companies, they will be fomo about the companies they missed.

1:17:01.840 --> 1:17:04.000
<v Speaker 1>Maybe they need to look at their own funding practices

1:17:04.479 --> 1:17:07.080
<v Speaker 1>and figure out why they missed. Some of these great deals,

1:17:07.160 --> 1:17:09.880
<v Speaker 1>and often it comes back to you unconscious biased when

1:17:09.920 --> 1:17:12.800
<v Speaker 1>these women and diverse leaders are early on looking for money.

1:17:13.479 --> 1:17:16.040
<v Speaker 1>So so let's talk a little bit about um. You

1:17:16.120 --> 1:17:19.920
<v Speaker 1>mentioned venture capital. I work in finance where there's clearly

1:17:20.000 --> 1:17:23.200
<v Speaker 1>a diversity issue with both women and people of color.

1:17:23.920 --> 1:17:26.439
<v Speaker 1>It's very much been an old boys network for many,

1:17:26.520 --> 1:17:31.679
<v Speaker 1>many decades. Lots of signs that it's changing. Venture capital

1:17:32.080 --> 1:17:36.320
<v Speaker 1>is actually worse than traditional Wall Street tell us about

1:17:37.120 --> 1:17:40.200
<v Speaker 1>what has to happen for that to change, and are

1:17:40.280 --> 1:17:42.920
<v Speaker 1>you seeing signs that they too are moving in the

1:17:43.040 --> 1:17:46.040
<v Speaker 1>right direction. Well, I think there are two types of

1:17:46.120 --> 1:17:48.719
<v Speaker 1>pressure that BC firms are under. First is from the LPs.

1:17:48.760 --> 1:17:50.400
<v Speaker 1>So the first thing that needs to change and is

1:17:50.520 --> 1:17:54.080
<v Speaker 1>changing is LPs. You know, the people who provide venture

1:17:54.200 --> 1:17:57.479
<v Speaker 1>you know, money to venture capitalists, demanding to see staff

1:17:57.720 --> 1:18:00.639
<v Speaker 1>on the rate at which they fund you know, people

1:18:00.680 --> 1:18:04.519
<v Speaker 1>of color and women like how you know how equality

1:18:04.600 --> 1:18:07.680
<v Speaker 1>driven as their own funding profile? LPs tablets all day

1:18:07.680 --> 1:18:09.519
<v Speaker 1>after that, and number two, what does the profile look

1:18:09.560 --> 1:18:12.439
<v Speaker 1>as the venture capital firm itself, like where their female partners?

1:18:12.800 --> 1:18:15.080
<v Speaker 1>You know, what's their own pipeline for development? Because we

1:18:15.160 --> 1:18:17.920
<v Speaker 1>know that when you're diverse, you fund more diversely as well,

1:18:18.160 --> 1:18:20.519
<v Speaker 1>right I E. Um, when you have more you know,

1:18:20.640 --> 1:18:24.080
<v Speaker 1>women as partners, more women get funded. UM. So I

1:18:24.160 --> 1:18:26.639
<v Speaker 1>think LP pressure is starting and it needs to continue.

1:18:26.680 --> 1:18:30.360
<v Speaker 1>An LPs, I think need transparency on how your dollars

1:18:30.400 --> 1:18:33.240
<v Speaker 1>are distributed and need to ask for that how in

1:18:33.360 --> 1:18:36.439
<v Speaker 1>terms of pipeline versus deal bigger closed? And then number

1:18:36.479 --> 1:18:40.719
<v Speaker 1>two pressure to keep these PC firms getting more diverse.

1:18:41.160 --> 1:18:44.360
<v Speaker 1>The second thing is it's what identified is like the

1:18:44.520 --> 1:18:47.599
<v Speaker 1>inflicted pressure of performance as we start to see more

1:18:47.800 --> 1:18:50.679
<v Speaker 1>kind of companies that don't look like the average Valley company.

1:18:50.720 --> 1:18:52.840
<v Speaker 1>And I don't just mean it's a woman or person

1:18:52.920 --> 1:18:55.599
<v Speaker 1>of color. It could be a company that started in Canada,

1:18:55.600 --> 1:18:57.800
<v Speaker 1>It could be a company that started in Kansas, It

1:18:57.840 --> 1:19:00.720
<v Speaker 1>could be a company that started in India. Like like,

1:19:00.920 --> 1:19:04.400
<v Speaker 1>that doesn't fit the normal pattern. You know, dollars slow

1:19:04.520 --> 1:19:07.040
<v Speaker 1>to where there's money. And so I think the other

1:19:07.080 --> 1:19:09.200
<v Speaker 1>type of pressure is actually just performance pressure as you

1:19:09.280 --> 1:19:11.639
<v Speaker 1>see you know, companies that don't come from your traditional

1:19:11.680 --> 1:19:15.560
<v Speaker 1>backgrounds and founders either that perform. There's nothing like that

1:19:15.720 --> 1:19:17.439
<v Speaker 1>kind of pressure, which is like, wow, what am I

1:19:17.520 --> 1:19:19.120
<v Speaker 1>missing out on that? I need to be a part

1:19:19.160 --> 1:19:21.639
<v Speaker 1>of so I think both kinds of pressure need to happen,

1:19:21.680 --> 1:19:25.400
<v Speaker 1>performance pressure as well as LP pressure. So I know

1:19:25.479 --> 1:19:28.200
<v Speaker 1>I only have you for a few minutes. Let's jump

1:19:28.280 --> 1:19:32.160
<v Speaker 1>to our favorite questions that we ask all of our guests,

1:19:32.360 --> 1:19:35.479
<v Speaker 1>starting with tell us what you've been streaming these days?

1:19:35.520 --> 1:19:39.519
<v Speaker 1>Give us your favorite Netflix or Amazon Prime or podcast,

1:19:39.600 --> 1:19:45.760
<v Speaker 1>whatever is keeping you entertained during the pandemic. Sure, well,

1:19:45.800 --> 1:19:47.600
<v Speaker 1>I probably have three that are at the top of

1:19:47.680 --> 1:19:49.479
<v Speaker 1>my list these days. First of all, Ted laugh Tho,

1:19:49.840 --> 1:19:52.519
<v Speaker 1>I know about you, but my family's loves Ted Lasso.

1:19:53.040 --> 1:19:57.439
<v Speaker 1>Such a feel good, funny, um funny show, so well done.

1:19:57.600 --> 1:19:59.560
<v Speaker 1>Season two not so good as season one, but I

1:19:59.600 --> 1:20:02.439
<v Speaker 1>will just we're still tad laughs of die Hard Um

1:20:02.600 --> 1:20:06.519
<v Speaker 1>On Amazon. A girlfriend of mine recommended mc mafia, which

1:20:06.640 --> 1:20:10.400
<v Speaker 1>is actually a pretty um interesting for those of you

1:20:10.439 --> 1:20:14.360
<v Speaker 1>who like uh, I would say finance or financial services

1:20:14.400 --> 1:20:19.439
<v Speaker 1>and the Mob. It's a fictional series on a British

1:20:19.560 --> 1:20:23.479
<v Speaker 1>Russian financier who gets involved with the wrong folks. That's

1:20:23.520 --> 1:20:26.160
<v Speaker 1>a really um niche one and an interesting one. It's

1:20:26.200 --> 1:20:29.040
<v Speaker 1>been a great series to watch. Succession. I'm waiting for

1:20:29.360 --> 1:20:31.720
<v Speaker 1>you know season two. I mean we all watched Succession

1:20:32.400 --> 1:20:35.200
<v Speaker 1>and then I would say on the podcast side right now, actually,

1:20:35.400 --> 1:20:40.680
<v Speaker 1>I am listening to do separate podcasts about um Elizabeth

1:20:40.720 --> 1:20:43.840
<v Speaker 1>Holmes trial wants to drop out from ABC, and the

1:20:43.920 --> 1:20:47.400
<v Speaker 1>other one is Out for Bad Blood from John Kerry,

1:20:47.439 --> 1:20:49.240
<v Speaker 1>you who, as you know, is the original kind of

1:20:50.200 --> 1:20:53.760
<v Speaker 1>journalist on this story. So I like listening to smart

1:20:53.800 --> 1:20:57.080
<v Speaker 1>people that have just keep me abreast on on the trial,

1:20:57.560 --> 1:20:59.960
<v Speaker 1>really interesting stuff. Tell us about some of your mentors

1:21:00.000 --> 1:21:04.720
<v Speaker 1>who helped shape your career. Well. First of all, my dad.

1:21:04.720 --> 1:21:06.920
<v Speaker 1>I always talked about the fact that he was a doctor,

1:21:07.040 --> 1:21:09.360
<v Speaker 1>but he was also an entrepreneur and he really loved

1:21:09.439 --> 1:21:11.960
<v Speaker 1>working for himself, and I think he made the idea

1:21:11.960 --> 1:21:15.560
<v Speaker 1>of entrepreneurship so accessible for me. Remember he's also the

1:21:15.560 --> 1:21:17.479
<v Speaker 1>guy who told me to take that trade trip down

1:21:17.600 --> 1:21:20.439
<v Speaker 1>to New York that led to the job with Mary Lynch.

1:21:20.520 --> 1:21:23.400
<v Speaker 1>Like if there was ever a champion of possibilities, even

1:21:23.479 --> 1:21:25.840
<v Speaker 1>small ones all the time, it was my father. So

1:21:26.439 --> 1:21:29.240
<v Speaker 1>he is my pre eminent mentor for sure. And then

1:21:29.240 --> 1:21:30.920
<v Speaker 1>I think the other group I had point to is,

1:21:31.160 --> 1:21:32.920
<v Speaker 1>you know, I've been lucky to have a lot of

1:21:33.120 --> 1:21:35.439
<v Speaker 1>kind of great people I worked for. They often are

1:21:35.560 --> 1:21:37.519
<v Speaker 1>my best mentors because they know me well, and I

1:21:37.600 --> 1:21:40.600
<v Speaker 1>know them well. Um, all the tribe a jungie. We

1:21:40.640 --> 1:21:43.719
<v Speaker 1>talked about those four Indian entrepreneurs who started that company

1:21:43.800 --> 1:21:46.200
<v Speaker 1>that I joined. I mean, my god. They became an

1:21:46.280 --> 1:21:49.400
<v Speaker 1>angel investors in Yodeli, my next company. They introduced me

1:21:49.520 --> 1:21:53.040
<v Speaker 1>that opportunity. UM. One of them, Rom Scherry Ram was

1:21:53.160 --> 1:21:56.280
<v Speaker 1>the first investor in Google. So when I made the

1:21:56.320 --> 1:21:58.280
<v Speaker 1>decision to go to go to Google, and they called

1:21:58.320 --> 1:22:00.679
<v Speaker 1>me because Rob pushed both of us us. He pushed

1:22:00.720 --> 1:22:03.080
<v Speaker 1>them to call me and need to consider it. Um.

1:22:03.520 --> 1:22:06.800
<v Speaker 1>And you know when the situation went awry at Polly War,

1:22:07.200 --> 1:22:09.160
<v Speaker 1>the number one person I called was a guy named

1:22:09.160 --> 1:22:12.160
<v Speaker 1>Bankey Harry and Ryan, one of those Juggli founders and

1:22:12.200 --> 1:22:14.840
<v Speaker 1>the one I was closest to who continue to know

1:22:15.000 --> 1:22:17.400
<v Speaker 1>me and invest in all the companies I founded. And

1:22:17.479 --> 1:22:18.920
<v Speaker 1>I just said, what do I do here? And he

1:22:19.040 --> 1:22:20.720
<v Speaker 1>was the one who could have gave me the like,

1:22:20.960 --> 1:22:23.439
<v Speaker 1>look me straight in the eye. Are these people you're tribe?

1:22:23.520 --> 1:22:26.040
<v Speaker 1>Do they have your values? Advice? And tell me to

1:22:26.280 --> 1:22:29.439
<v Speaker 1>get the hell out. So, UM, I really considered bank

1:22:29.479 --> 1:22:31.559
<v Speaker 1>you probably the closest among that group, but all four

1:22:31.680 --> 1:22:34.519
<v Speaker 1>have been very instrumental in my career. Let's talk a

1:22:34.560 --> 1:22:37.200
<v Speaker 1>little bit about books. What are some of your favorites

1:22:37.479 --> 1:22:40.960
<v Speaker 1>and what are you reading right now. Well, one of

1:22:41.040 --> 1:22:44.000
<v Speaker 1>my favorites, I'm like a very kind of speeky business person.

1:22:44.120 --> 1:22:46.000
<v Speaker 1>Sometimes I don't like to read all business books, but

1:22:46.040 --> 1:22:48.360
<v Speaker 1>there's something I really love. One of my favorites is

1:22:48.479 --> 1:22:51.240
<v Speaker 1>McKenzie's Growth Beyond the hockey Stick. So, if you're a

1:22:51.360 --> 1:22:53.840
<v Speaker 1>leader or CEO, who's always you ever grappling with how

1:22:53.880 --> 1:22:56.040
<v Speaker 1>to get your company to grow faster? And obviously it's

1:22:56.040 --> 1:22:58.720
<v Speaker 1>stub hub. I was trying to accelerate growth um and

1:22:58.840 --> 1:23:01.200
<v Speaker 1>just paradigms for what works. It's like the new good

1:23:01.240 --> 1:23:03.400
<v Speaker 1>to Great. I always love Jim Collins Good to Great,

1:23:03.680 --> 1:23:06.799
<v Speaker 1>but great. Growth Beyond the hockey Stick is McKinsey's analysis

1:23:06.880 --> 1:23:09.479
<v Speaker 1>of that of what makes top performing companies over a

1:23:09.560 --> 1:23:12.360
<v Speaker 1>thirty year period, and it's just got lots of kind

1:23:12.400 --> 1:23:15.080
<v Speaker 1>of anecdotes I love. So that's the favorite business one

1:23:15.080 --> 1:23:17.559
<v Speaker 1>that I always recommend. And then right now I'm reading

1:23:17.560 --> 1:23:20.200
<v Speaker 1>Automic Habitts. You know, Automic Habits has long been on

1:23:20.280 --> 1:23:23.439
<v Speaker 1>the best seller list, UM, and I wanted to know why.

1:23:23.600 --> 1:23:25.120
<v Speaker 1>So I'm in the midst of reading it and so

1:23:25.280 --> 1:23:27.400
<v Speaker 1>far it lives up to its billing. Is just being

1:23:27.760 --> 1:23:32.880
<v Speaker 1>refreshing simple, um surprisingly intuitive, Yet we don't do it enough.

1:23:33.400 --> 1:23:37.040
<v Speaker 1>M quite quite interesting. What sort of advice would you

1:23:37.160 --> 1:23:40.040
<v Speaker 1>give to a recent college grad who was interested in

1:23:40.120 --> 1:23:46.160
<v Speaker 1>a career in either entrepreneurship, technology venture capital? What what

1:23:46.280 --> 1:23:49.880
<v Speaker 1>would you tell someone like that? UM, I would say, Well,

1:23:49.920 --> 1:23:52.879
<v Speaker 1>on the entrepreneurship and technology side, I would say, get proximate.

1:23:53.040 --> 1:23:56.799
<v Speaker 1>You know I And today, luckily for us, getting proximate

1:23:56.880 --> 1:23:58.840
<v Speaker 1>doesn't mean you need to move to Silicon Valley. We

1:23:58.920 --> 1:24:00.880
<v Speaker 1>all live in a hybrid world. Old, But if you're

1:24:00.920 --> 1:24:03.120
<v Speaker 1>contemplating to move into one of those areas and you

1:24:03.200 --> 1:24:06.080
<v Speaker 1>don't know what it looks like like literally, maybe as

1:24:06.120 --> 1:24:09.000
<v Speaker 1>simple as you know, doing a couple of informational interviews

1:24:09.040 --> 1:24:11.200
<v Speaker 1>with people you find on linked In and maybe tapping

1:24:11.280 --> 1:24:14.040
<v Speaker 1>your closing network and you know, figuring out who's doing

1:24:14.080 --> 1:24:16.720
<v Speaker 1>something entrepreneurial and going to shadow them, and maybe like

1:24:16.880 --> 1:24:19.360
<v Speaker 1>finding a side hustle, where's your new day you're at

1:24:19.360 --> 1:24:22.640
<v Speaker 1>a large company in the evening, you're moonlighting. These are

1:24:22.720 --> 1:24:25.000
<v Speaker 1>always to get proximate to what you know. And I'd

1:24:25.000 --> 1:24:27.880
<v Speaker 1>say that's far more the case for entrepreneurship and technology,

1:24:28.920 --> 1:24:31.400
<v Speaker 1>because there are so many sort of gig economy hustles

1:24:31.439 --> 1:24:33.920
<v Speaker 1>that you could do to learn before you ever make

1:24:33.960 --> 1:24:36.720
<v Speaker 1>a bigger move. UM venture capital is a much more

1:24:36.800 --> 1:24:39.200
<v Speaker 1>kind of traditional path. I would say, like, you can

1:24:39.200 --> 1:24:41.640
<v Speaker 1>get there from technology um, but then they want to

1:24:41.680 --> 1:24:44.240
<v Speaker 1>see that you've accomplished something inside of technology company, so

1:24:44.360 --> 1:24:47.040
<v Speaker 1>that's possible. The other path is obviously a more traditional

1:24:47.120 --> 1:24:50.680
<v Speaker 1>finance path through like you know business school and you

1:24:50.760 --> 1:24:55.639
<v Speaker 1>know classic financial training or consulting training. And our final question,

1:24:56.320 --> 1:24:59.120
<v Speaker 1>what do you know about the world of g I

1:24:59.200 --> 1:25:05.840
<v Speaker 1>could say finance, entrepreneurship, technology, venture capital today that you

1:25:05.920 --> 1:25:08.519
<v Speaker 1>wish you knew thirty years or so ago when you

1:25:08.560 --> 1:25:13.320
<v Speaker 1>were first getting started. What do I would know today

1:25:13.360 --> 1:25:15.120
<v Speaker 1>that I wish I knew that I always say to people,

1:25:15.280 --> 1:25:17.640
<v Speaker 1>like I think what I wish I knew then is

1:25:17.680 --> 1:25:19.560
<v Speaker 1>that it doesn't need to be a mighty choice to

1:25:19.720 --> 1:25:22.360
<v Speaker 1>enter these areas. You can enter in a small way.

1:25:22.960 --> 1:25:24.720
<v Speaker 1>And like I said, I made, I made what I

1:25:24.760 --> 1:25:27.200
<v Speaker 1>would consider now a relatively small move. Yes, I quit

1:25:27.280 --> 1:25:29.200
<v Speaker 1>my job, but I was like in my mid twenties

1:25:29.200 --> 1:25:31.320
<v Speaker 1>and I moved to Silicon Valley, Like I would just

1:25:31.400 --> 1:25:33.760
<v Speaker 1>say this idea that you don't have to have the

1:25:33.840 --> 1:25:36.760
<v Speaker 1>big idea to get started. The big idea can come later.

1:25:37.400 --> 1:25:40.640
<v Speaker 1>Just get close and start with something small. For me,

1:25:40.760 --> 1:25:42.680
<v Speaker 1>that was a move to this area. For other is

1:25:42.720 --> 1:25:44.519
<v Speaker 1>as I said, it might be tapping into a side

1:25:44.600 --> 1:25:47.960
<v Speaker 1>hustle or opening an st store like you can learn

1:25:48.000 --> 1:25:51.559
<v Speaker 1>everything you need to know about these areas in small acts,

1:25:52.000 --> 1:25:56.200
<v Speaker 1>not waiting for one big, perfect idea to show up

1:25:56.280 --> 1:26:01.519
<v Speaker 1>and galvanize you really really, really int rereaking uh Sekenda.

1:26:01.600 --> 1:26:05.479
<v Speaker 1>Thank you for being so generous with your time. We

1:26:05.640 --> 1:26:09.640
<v Speaker 1>have been speaking with Kindersin Cassidy, author of the new

1:26:09.720 --> 1:26:13.320
<v Speaker 1>book which I have right here, Choose Possibility, take risks,

1:26:13.400 --> 1:26:17.560
<v Speaker 1>and thrive even when you fail. If you enjoy this conversation,

1:26:17.680 --> 1:26:21.280
<v Speaker 1>be sure and check out all our previous interviews we've

1:26:21.320 --> 1:26:24.160
<v Speaker 1>conducted over the past seven years. There are about three

1:26:24.240 --> 1:26:27.120
<v Speaker 1>hundred and eighty two of them. You can find those

1:26:27.240 --> 1:26:32.120
<v Speaker 1>at iTunes, Spotify, wherever you feed your podcast fix. We

1:26:32.240 --> 1:26:35.519
<v Speaker 1>love your comments, feedback and suggestions right to us at

1:26:36.240 --> 1:26:39.880
<v Speaker 1>m IB podcast at Bloomberg dot net. You can sign

1:26:40.000 --> 1:26:43.240
<v Speaker 1>up for my daily reading list at Rid Halts dot com.

1:26:43.880 --> 1:26:47.719
<v Speaker 1>Check out my weekly column at Bloomberg dot com. Slash opinion.

1:26:48.240 --> 1:26:51.320
<v Speaker 1>Follow me on Twitter at rid Halts. I would be

1:26:51.439 --> 1:26:53.560
<v Speaker 1>remiss if I did not thank the correct team that

1:26:53.680 --> 1:26:57.240
<v Speaker 1>helps us put these conversations together each week. Mohammed is

1:26:57.320 --> 1:27:01.000
<v Speaker 1>my audio engineer, Artika val Bron is my project manager.

1:27:01.600 --> 1:27:06.600
<v Speaker 1>Michael Batnick is my head of research. Paris Wald is

1:27:06.680 --> 1:27:11.439
<v Speaker 1>my producer. I'm barried, Halts. You've been listening to Master's

1:27:11.479 --> 1:27:13.720
<v Speaker 1>in Business on Bloomberg RADI