Together, they created an extremely tight feedback loop that empowered customers to rapidly influence the service. Diving right in, Julia took charge of marketing, customer service and finance, while Kevin managed product development end-to-end. Eventbrite had to figure out a way to get its flywheel turning from zero, and it all started with customers. Like any organism, a startup will die if it can’t properly identify and leverage nutrients.Īt the beginning, there was nothing. If you look at it this way, they say, you’re much more likely to create something that can adapt to shifting environments and survive without micromanagement. This has defined their approach to growing and nurturing ticketing startup Eventbrite. The chief metaphor Julia and Kevin use to describe building a company is designing an organism. Recently at Stanford’s Entreprneurship Corner, the Hartzes shared what they learned from this experience, the qualities they believe enduring startups must have, and how founders should capitalize on their early days to secure long-term success. And while things have turned around, and the company has seen explosive growth, the founding team came out the other side with a battle-tested commitment to efficiency, a healthy sense of paranoia, and a plan to turn their competitive advantages into sustainable advantages. They could give up, or they could continue to bootstrap and grind as the only three employees - like they already had for the previous two years on less than $250,000. The economic downturn had taken its toll, and Co-founders Julia and Kevin Hartz and Renaud Visage had a choice. By early 2009, Eventbrite had been turned down by practically every venture capital firm in Silicon Valley.
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