Julia has been honored as one of Inc. Casey leads the global product management, design and research teams to drive innovation for event creators around the world.
He has spent the past 15 years scaling technology businesses as a skilled growth and product leader, advising companies including Airbnb, Tinder, reddit, and Thumbtack. As Chief Human Resources Officer, David Hanrahan leads the global human resources team, and plays a key role in leading organizational culture initiatives.
Julia oversees the legal function at Eventbrite including product and privacy compliance, commercial operations, litigation, employment and corporate matters. Senator Dianne Feinstein. Prior to joining Eventbrite, Lanny was the CFO at Yelp where he led corporate finance, accounting, investor relations and workplace functions.
Prior to joining Eventbrite, he served as Chief Technology Officer for RetailMeNot and also held leadership positions at Amazon, first as the chief technology officer of Woot. Her career spans more than two decades of leading communications strategy, building brand engagement, and accelerating business growth for global corporations and start-ups.
Julia Hartz. Casey Winters. David Hanrahan. Julia Taylor. Their paranoia was a forcing function for high efficiency and helped them outlast the financing shortage — but it also helped them feed their business against all odds.
Do-it-yourselfers became a massive trend, and we were really able to understand the enablement market and lean into that opportunity. Big picture when it comes to seasonality: You should always be expecting the worst. When things are going well, capital is flowing, and business is blowing up, you should take advantage of that time.
You need to have options A, B and C, not just A. Kevin cites several attributes Eventbrite acquired in its early days through testing and iteration that helped the business later on. All of these traits represents adaptations to the market as economics shifted and the company learned more about its audience and their interests. We wanted people to have the option to make tickets free for a segment of their audience, but then people started publishing free events in far greater numbers and percentages than the paid events.
But once the tools were out there, the potential to become a major consumer play took hold. When they took a closer look at the content being produced, they saw the benefits immediately. Another metric that stood out was the number of event attendees that automatically went on to become paid organizers, saving the company precious marketing and sales dollars.
We have a motto of relentless evolution because complacency is death. We realized we had built something that was scaling and global. We ticketed events in over countries last year. Observing this pattern of growth, Eventbrite realized it has a massive opportunity ahead of it to create a worldwide marketplace for live experiences. There is no greater satisfaction as an entrepreneur than to disrupt yourself.
We have to become a consumer habit to really achieve this idea of the marketplace and nail liquidity. In just the last couple years, the company has had to sprint to adapt to mobile-first users as well, especially given the global focus. To make this happen, the company dedicated a huge chunk of time and resources to get everything right from the start when it came to responsive web design and quality native apps. There was no scrimping in this arena, with everyone realizing how valuable mobile would be going forward.
Because Eventbrite moves so much money around the world in small amounts, it could have been a real honey pot for hackers and fraud scams, he says, but they were able to catch this early and use it to develop a secret weapon. We were able to create a silver bullet to stop the bad guys but not stop our self-service customers. At the same time, we were watching other tech entrepreneurs go through their own hyper-growth phases and come out with broken cultures, loss of identity.
They had to go back and self-correct some of the hiring mistakes they made. They lost their way in terms of the soul of the company. To dodge this fate, Julia knew that she had to dedicate all of her time and energy to thoughtful growth, and that would start with making people feel great about working at Eventbrite. We put our people before the company and the company before ourselves. We take windy paths.
Hartz and her co-founders envisioned to democratize ticketing when they started Eventbrite 10 years ago. Back in , the ticketing industry did not always bring a warm fuzzy feeling to consumers. High fees, bad experiences when trying to get a ticket, and overall lack of innovation meant that ticketing was ripe for disruption.
With the right technology and platform in place, Eventbrite has successfully created a better experience for both ticket sellers and buyers. Today, the company has gone beyond the life-cycle of ticketing. Eventbrite has also been voted no less than 7 times as the best company to work for in San Francisco. Growing a company is always a challenge because one cannot predict what will happen to the culture.
She admits that role models are very important to keep attracting a balanced talent pool of people. The answer is to tap into the global talent pool while keeping an eye on diversity and using exact metrics in hiring and processes. Profitability and growth rate are both equally important. I am looking out further on the horizon.
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