What’s an important guiding principle that informs the way you build and run your business?
One of our core values is experimentation. Rather than get stuck in arguing about what solution may best solve a problem or play to our ego, we focus on the smallest step we could possibly take to learn whether that’s true. It moves our minds away from thinking too big without sweating the small stuff and from getting stuck in discussions rather than actually doing something to understand the possible solutions better.
What motivated you to become a founder?
I never aspired to be a founder or leader. I just had a strong urge to be independent and in control of what I do, not having anyone else tell me what to do. Starting businesses seemed natural, though it did then propel me into leadership roles, unexpectedly and unintentionally so.
What shift in perspective has allowed you to see things differently?
Early in my role as a CEO, I was frustrated that my job seemed to be to make other people happy, whereas I just wanted to get things done and do my own thing. Over time I’ve come to accept and enjoy that there’s value and virtue in nurturing and supporting the people around you, helping them succeed. I also don’t buy into happiness as something you can bring about in other people. Collectively, it’s all about joy to me, both in my work and in that of the people working with me.
What do you do to maintain balance in your life?
I go for walks, I work out, I meditate, I read (actual books!), I write, and I cook. Through stressful and peaceful times, these things have helped me stay grounded and, most importantly, get my mind off work and create breathing and thinking room.
What book do you recommend the most?
Dan Pink’s "Drive" has been the one book that’s shaped me early in my career as a founder. In the book he talks about the two layers of motivation that drive people, extrinsic (money-driven) and intrinsic (value/purpose-driven) and why money is a bad motivator. I think about this framework every time I talk to clients about what they want to do in their role, how they can get the most out of their team, and even the small stuff like bonus schemes, team structures, and investors.
What’s your favorite ritual or meeting in your team?
As much as I’m a fan of efficient meetings, I want there to be a human element. So we start every meeting with a red-yellow-green check-in, so that everyone has a chance to say how they’re doing and (if they’re willing to share) why. It humanizes everyone in that meeting and helps build understanding.
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Here’s More, From Other Founders Around the World
When times are tough, who or what is an anchor for you?
My co-founders are my anchor in work-related topics. Having an environment where failure is welcomed with a helping hand and where weakness is valued as openness, once you are down those people will drag you up.
What's a mistake that you're happy you've made?
When I was 16 (way before the internet) I founded a travel-partner agency to connect people from different backgrounds seeking travel companions. After a year, I had to close the agency due to a lack of customers and the confusion some callers had regarding the nature of the “service.” Despite this setback, I gained invaluable insights into sales, communication and people’s needs, solidifying my desire to run a business that helps people.
What motivated you to become an entrepreneur?
After graduating, I worked for an extremely well-paying automotive company. But I always had the feeling that there was more out there. So I quit and went into research with the aim of becoming a founder.
What should leaders understand about their own role and responsibility?
There are no overnight miracles, it's very hard work: both physically and emotionally. Requires resilience, grit, strategic approach and grind.