2015 advice culture sustainability 
Both Sides of the Table
DECEMBER 11, 2022
During this era, from 2009–2015, most founders I knew were in it for building great & sustainable companies. By 2015 it had come to signify by the market a new era where business fundamentals had changed, companies could easily and quickly be worth $10 billion or MORE so why worry about the “entry price!”
Young Leaders of the Americas Initiative
AUGUST 19, 2020
In celebration of Rosario’s hard work empowering a community of young changemakers, the YLAI Network team spoke with her to highlight the key factors of her non-profit volunteerism movement and get her essential advice on how to respond to the challenges of COVID-19. It was a culture shock,” she states.
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TechCrunch
MAY 3, 2021
Co-founders Luis von Ahn and Severin Hacker never wanted to charge consumers for access to Duolingo content, a purpose imbued throughout the company’s culture. In June 2015, Duolingo raised a $45 million Series D round led by Laela Sturdy of Google Capital ( later rebranded CapitalG ), valuing the company at $470 million.
TechCrunch
MARCH 13, 2021
Stephen Harper, the country’s prime minister from 2006 to 2015, famously quipped that the region suffered from “ a culture of defeatism.” Once lone rangers, Q1 Labs and Radian6 are now surrounded by thriving copycats in a self-sustaining ecosystem. Soon, the region’s hard-luck narrative stuck.
Both Sides of the Table
JANUARY 1, 2016
We chose the word “upfront” to represent our culture. A great leader has a strong sense for when the troops can do a big push and work hard for a sustained period of time and when the team needs a break. This got him more power and with that power he executed on his belief system and had a lousy 2015 season.
TechCrunch
MAY 21, 2021
In order to determine one, you should ask fundamental questions: What’s the long-term, sustainable reason that the company will stay in business? The influence of a founder on their company’s culture cannot be overstated. Every early-stage startup must identify and evaluate a strategic advantage. Image Credits: Nigel Sussman.
Unvalidated Learnings
OCTOBER 5, 2016
Such is the company’s current scale and standing in popular culture that it’s hard to imagine it once was nothing more than a scrappy upstart with chronic cash shortages. Their growth naturally slowed down with scale but maintained a remarkable consistency over time: $3bn of revenues in 91, $9.5bn in 2001, $21bn in 2010 and $32bn in 2015.
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