Mike Germano on How Childhood Influences Career Choices

In Chapter 1 of 20 in his 2013 Capture Your Flag interview, Carrot Creative social media agency CEO Mike Germano answers "What Childhood Experiences Have Been Most Fundamental in Shaping Who You Are Today?"  Germano shares what he learned from his grandfather's small manufacturing business.  Watching the company contract as foreign competition increased teaches Germano to pursue innovative, creative work that is more price inelastic and offers him an opportunity to create new jobs. 

Mike Germano is co-founder and CEO of DUMBO Brooklyn-based social media agency Carrot Creative.  Previously, Germano ran for and was elected to public office in Connecticut.  He is a graduate of Quinnipiac University. 

Mike Germano on Why Culture Comes Before Community

In Chapter 10 of 20 in his 2013 Capture Your Flag interview, Carrot Creative social media agency CEO Mike Germano answers "What Steps Are You Taking to Maintain a Strong Company Culture in Your Growing Business?" Germano differentiates culture from community.  Culture is about what employees understand the company to be about.  He defines Carrot Creative culture as "hustle, team, adventure".  He promotes an underdog culture set by its founders, built on hard work and fun, and maintained by its employees. 

Mike Germano is co-founder and CEO of DUMBO Brooklyn-based social media agency Carrot Creative.  Previously, Germano ran for and was elected to public office in Connecticut.  He is a graduate of Quinnipiac University. 

Mike Germano on Building a Talent Acquisition Business Strategy

In Chapter 13 of 20 in his 2013 Capture Your Flag interview, Carrot Creative social media agency CEO Mike Germano answers "How Are Your Recruiting Priorities Changing As Your Company Grows?"  Germano discusses the recruiting, interviewing and hiring processes his social media advertising agency has developed over time to recruit top millennial talent and managerial talent.  He shares how initiatives such as online interviewing tests and dedicated college campus recruiting - for example the Rochester Institute of Technology (RIT) - has helped the company find the right Gen Y and millennial talent.  Moreover, he shares how he presents a value proposition around engaging and rewarding work when recruiting managers from larger digital ad agencies. 

Mike Germano is co-founder and CEO of DUMBO Brooklyn-based social media agency Carrot Creative.  Previously, Germano ran for and was elected to public office in Connecticut.  He is a graduate of Quinnipiac University. 

Mike Germano on 3 Criteria for Investing in Entrepreneurs

In Chapter 18 of 20 in his 2013 Capture Your Flag interview, Carrot Creative social media agency CEO Mike Germano answers "What Has Being an Entrepreneur Taught You About Investing in Entrepreneurs?"  Before he even looks at the business idea, Germano looks at three things.  First, he looks at the major personal relationships in an entrepreneur's life, in particularly their life partner.  Second, he looks at how they handle money.  Thirdly, Germano looks at the team. 

Mike Germano is co-founder and CEO of DUMBO Brooklyn-based social media agency Carrot Creative.  Previously, Germano ran for and was elected to public office in Connecticut.  He is a graduate of Quinnipiac University. 

Phil McKenzie on Learning Work Ethic in an American Immigrant Family

In Chapter 3 of 18 in his 2013 Capture Your Flag interview, entrepreneur Phil McKenzie answers "Where Did You Learn Your Work Ethic?"  McKenzie learns his work ethic from his parents.  With both parents first generation American immigrants, McKenzie learns from his Mom, from Barbados, and his Dad, from Guyana, as they make sacrifices and do what it takes to raise a family in a new country.  This informs McKenzie's hard work ethic to outwork and outhustle competition and find internal motivation to compete against himself. 

Philip L. McKenzie is the Founder and Global Curator of Influencer Conference, a global content platform that brings together tastemakers in the arts, entrepreneurship, philanthropy and technology to discuss the current and future state of influencer culture. Prior to that, he was Managing Partner of influencer marketing agency FREE DMC and an equities trader at Goldman, Sachs & Co.  He earned an MBA from Duke University and a BBA from Howard University.

Phil McKenzie on Saving Money to Start a Business

In Chapter 8 of 18 in his 2013 Capture Your Flag interview, entrepreneur Phil McKenzie answers "How Has Starting Your Own Business Changed How You Manage Your Personal Finances?"  McKenzie learns to be thrifty and how to save from his parents.  Working a Wall Street job at Goldman Sachs, McKenzie is able to save money that he then uses to start his business. 

Philip L. McKenzie is the Founder and Global Curator of Influencer Conference, a global content platform that brings together tastemakers in the arts, entrepreneurship, philanthropy and technology to discuss the current and future state of influencer culture. Prior to that, he was Managing Partner of influencer marketing agency FREE DMC and an equities trader at Goldman, Sachs & Co.  He earned an MBA from Duke University and a BBA from Howard University.

Phil McKenzie on How Life and Career Goals Can Support Each Other

In Chapter 10 of 18 in his 2013 Capture Your Flag interview, entrepreneur Phil McKenzie answers "How Are Your Personal Experiences Shaping Your Professional Aspirations?"  To McKenzie, his personal and professional lives inform one another and thrive off one another.  He brings personal well-being approaches, such as mindfulness and presence, into his work and finds ways for life and career goals to support each other. 

Philip L. McKenzie is the Founder and Global Curator of Influencer Conference, a global content platform that brings together tastemakers in the arts, entrepreneurship, philanthropy and technology to discuss the current and future state of influencer culture. Prior to that, he was Managing Partner of influencer marketing agency FREE DMC and an equities trader at Goldman, Sachs & Co.  He earned an MBA from Duke University and a BBA from Howard University.

Managing Multicultural Diversity for a Virtual Workforce

In Chapter 14 of 18 in his 2013 Capture Your Flag interview, entrepreneur Phil McKenzie answers "How Are You Learning to Work More Effectively With Different Personality Types?"  For McKenzie, managing diversity is more about managing cultural diversity than it is personality diversity.  He finds understanding cultural differences, for example how a Sao Paolo team differs from a Detroit or Mumbai team, helps him better lead and manage teams. 

Philip L. McKenzie is the Founder and Global Curator of Influencer Conference, a global content platform that brings together tastemakers in the arts, entrepreneurship, philanthropy and technology to discuss the current and future state of influencer culture. Prior to that, he was Managing Partner of influencer marketing agency FREE DMC and an equities trader at Goldman, Sachs & Co.  He earned an MBA from Duke University and a BBA from Howard University.

Cathy Erway on the Benefits of Having Supportive Parents

In Chapter 1 of 17 in her 2013 Capture Your Flag interview, writer and healthy food advocate Cathy Erway answers "Where Has Your Family Been Most Supportive in Your Career Development?"  Raised in a strict home and taught to be studious and diligent, Erway finds her parents support style transitions from "iron-fisted parents" to more of a peer support.  They push Erway to learn from trying new things, teaching her a work ethic in the process. 

Cathy Erway is a Brooklyn-based author, part-time cook, freelance writer, radio host and teacher focused on healthy food advocacy.  Her first book, "The Art of Eating In" developed from her blog "Not Eating Out in New York".  She earned a BA in creative writing from Emerson College.

How Childhood Experiences Shape Work Ethic - Jullien Gordon

In Chapter 2 of 21 in his 2012 Capture Your Flag interview, business coach Jullien Gordon answers "Where Did You Learn Your Work Ethic?"  Gordon learns his work ethic from both his parents, two practicing physicians.  He takes inspiration from a Jamaican immigrant father - one of seventeen kids - who comes from little, studies hard, and earns professional success.  Gordon takes his first job working as a Little League umpire and goes on to work at a batting cage before going off to college.  Jullien Gordon is a high performance coach and consultant to organizations, individuals and teams who want to increase employee performance, motivation, engagement and retention.  He earned a BA from UCLA, an MBA from the Stanford Graduate School of Business, and a Masters of Education from Stanford University.

Transcript:

Erik Michielsen: Where did you learn your work ethic?

Jullien Gordon: My work ethic came from my parents. I mean they were grinding, they’re both doctors. And to be a doctor, you go through medical school and you work harder than anybody else I know. It doesn’t necessarily afford you the best lifestyle, maybe an income later on once you retire, but that’s where I really learned my work ethic. My dad is from Jamaica, he was one of 16 or 17. And I saw him work his way out of that particular environment of having no shoes playing soccer, to going to boarding school, to going to McGill to University of Chicago, to the University of California San Francisco where he ended up running the dental school there. And my mom as well. So I just saw two people working extremely hard, not necessarily getting the full rewards for themselves of working so hard but I definitely get my work ethic from looking at their lives and the way that they navigate it.

Erik Michielsen: What was your first job?

Jullien Gordon: Working as an umpire in the Little League, and I loved it. My little brother was playing in the Little League at the time and sometimes I would have to umpire his games, but I was fair, I was fair. And I remember one time he got so mad ‘cause I called him out at second base when he thought he was safe, and he was mad at me for like a week. After that, I went on to work at a batting cage. You know, too many rain delays for the baseball games, so I said I’m gonna take this indoors, and I ended up working at a batting cage before going off to college.

Hattie Elliot on What You Learn Producing a Reality TV Show Pilot

In Chapter 2 of 19 in her 2012 Capture Your Flag interview, female entrepreneur Hattie Grace Elliot answers "What Happened With Your TV Show Pilot and What Were the Takeaways from the Experience?"  Elliot talks about what she learned producing a docusoap reality television series called "The Grace List" based on her life and her business.  The experience gives her a firsthand view of how television is made and how a show concept and characters can change after a network buys the show. 

Hattie Grace Elliot is the founder and CEO of The Grace List, a social networking company that creates destination events and experiences to forge lasting personal and professional connections across its young professional members. Elliot graduated from the University of Cape Town in South Africa, where she studied economics, philosophy, and politics.

Transcript: 

Erik Michielsen: What happened with your TV show pilot and what were the takeaways from the experience?

Hattie Elliot:  Wowsers, that was an incredible whirlwind. So last year, I was producing a pilot for a TV show on my business called The Grace List. And it was really kind of a pseudo—they called it a docu-soap, it profiled my personal life and my search for love along with, you know, “the daters,” you know, members of The Grace List. And it was a great concept. It was an incredible, incredibly unbelievable, unbelievably frustrating, chaotic, ridiculous experience, but at the same time, really extraordinary, and like I wouldn’t change it for anything in the world, but I just now understand why Lindsay Lohan and all these celebrities are so dysfunctional, ‘cause I feel like I’ve got a very good head on my shoulders and I’ve worked very hard for years, but even I was like, wow, to keep—be level-headed in this industry, it’s tough. 

It was a huge undertaking. I was very, very proud of the initial pilot, which the network bought, they then decided to re-tweak it and reshoot it, and change the premise quite a bit, and cast the characters, and I was really devastated, to be honest, about the final product, I was absolutely—I really worked so hard and was very actively involved, but the final edit, I was just didn’t feel—I didn’t wanna put my name on. I wouldn’t. It was very upsetting especially after putting all that time in. Do I have regrets about doing it? Never. It’s like I would rather have loved and lost, you know, I would have rather had that whirlwind experience, I learned so much. I don’t regret it. 

But would I do a show again? I might with caution, but now I understand why reality shows are never around real businesses, you know? Because when you have a real company, it’s your baby, like I take great, great pride in this company that I built, and what I do, and I’m very protective of my friends and family, and so I’ve never just been willing to sell out, you know, for 5 minutes of fame, and, you know, crouch shot on the cover of Us Weekly or something, like, it’s just not my thing. 

So at this point, the project, the second round went actually to an offsite which is basically like where all the network execs meet and see if it’s gonna go to season, made it through the offsite, went to focus group testing, and I think about halfway through focus group testing was dropped, and it was a real blessing, actually. And there’s definitely some other show concepts in the works, but they’re very different. And they are concepts that I really believe in and that I feel like I can really do justice to now that I realize what goes into a show and what—what’s negotiable and what’s not negotiable, and what the actual process is, time-wise, commitment-wise and, you know, what you have authority to have edits on and stuff, so I’m excited. It really has—it was a—it really led to a lot of opportunity for me, a lot of opportunities, so—Yeah, it was a trip. Albeit an entertaining one.

Ken Rona on Shifting Parenting Style When Kids Start Grade School

In Chapter 5 of 15 in his 2012 Capture Your Flag interview, digital media executive Ken Rona answers "How Has Your Parenting Approach Changed as Your Children Have Entered Elementary School?"  When kids start going to school, Rona realizes as a parent the need to share his children with the world.  He finds teaching his kids sharing and empathy are key grammar school skills and finds setting expectations a powerful motivator for his 7-year old daughter. 

Ken Rona is a Vice President at Turner Broadcasting, where he leads teams across advertising sales, big data software development and business strategy.  Rona earned a BA and MA in Political Science from Stony Brook University and a PhD in Behavioral Economics from Duke University. 

Transcript: 

Erik Michielsen: How has your parenting approach changed as your children have entered elementary school?

Ken Rona: The insight that you have when your kids start going to school is that they’re not yours any more. They’re not solely yours. You share them. You know, the children need to be not just an effective--within the family, right? Not just be part of our family unit. But now they need to be kind of—they need to be in the world. 

So I think that there is—there is more kind of thinking about helping pointing out moments of where you can share, where you can empathize, right? And Charlotte actually does it quite naturally for the most part, except with her mother. But, you know, at school I think pretty naturally. So I think the other thing I think we’ve done is we’ve—we’re on Charlotte because she is actually in grammar school and Doyle is still in pre-K. 

For Charlotte, the expectations go up a bit. So—we expect her to do her homework. We expect her—she has opportunities to make money. Right? Both by doing schoolwork and by doing some other stuff. So she gets less for free. Right, so there’s a little more—there’s more expectation. She I think thinks it’s probably—if she was here, you’d say, Charlotte, how do you think about that? How do you feel about that? And she would say, it is not fair that I have to do something and Doyle doesn’t. And I think that’s exactly, when you talk about what’s the difference and Doyle is not in that stage. 

Doyle, I’m happy to—I’m happy to, you know, make good on the same things that—like if he’s willing to spend time doing math, which he does on the computer. I’m happy to pay him out at the same rate I pay Charlotte out but there are things that we will do for Doyle that we won’t do for Charlotte because like I said there needs to be expectations, like she’s—She’s 7 years old and I think it’s reasonable to ask her to do certain things. And in fact, l think we can probably ask her to do more than we are because she’s quite capable. I think she probably—she probably is coasting a little bit. But she gets asked to do enough stuff where she understands our expectations on her. And she treats my requests and her mother’s requests a bit differently. She’s probably more responsive to me initially, and now she’s become responsive to my wife—for my wife’s requests. 

Doyle is still a work in progress. Try to get him to brush—Try to get that boy to brush his teeth like you think you were—I mean—you know, I don’t really even have a parallel like you know you thought you were asking him to rip out his own toe nails, I mean it’s just—But, you know, we expect people—so for Charlotte, we expect her to take care of herself, we expect her to take care of her body, and she rises to that occasion. Doyle—Doyle still needs some help on it.

Anatole Faykin: How Oracle Silicon Valley Job Teaches Work Ethic

In Chapter 11 of 12 in his 2012 Capture Your Flag interview, entrepreneur Anatole Faykin answers "Where Did You Learn Your Work Ethic?"  Starting his career in Silicon Valley teaches Faykin it is not about set working hours or face time and more about getting projects done by deadlines.  His entry-level experience working at Oracle influences his later career choices as an entrepreneur to create flexible workplace cultures. 

Anatole Faykin is an entrepreneur currently working on a new startup as part of the Startup Chile incubator program in Santiago, Chile.  Previously, Faykin founded Tuanpin, a Shanghai, China-based daily deals site he grew to 25 employees and sold in the fall of 2011. He has worked for British Telecom in London, Intel in Shanghai, American Express in New York, and Oracle in San Francisco as well as several startups. He holds an MBA from the NYU Stern School of Business and a BS in computer science and biology from the California Institute of Technology.

Garren Katz: Why to Invest Savings in Friends and Not Stocks

In Chapter 14 of 15 in his 2012 Capture Your Flag interview, business and personal coach Garren Katz answers "How Has Being Open to New Opportunities Shaped Your Investing Experience?"  Katz shares his progression from traditional investing - Roth IRA, SEP IRA, securities - in his 20s to investing in friends in his 30s.  He notes how more and more of his friends have been starting businesses and why he is choosing more and more to invest in these people rather than those traditional outlets. 

Garren Katz is a business and personal coach based in State College, PA and advises his national client base on small business management, entrepreneurship, relationships, and personal finances.  He is also an active angel investor in several business ventures.  He earned his BA from Western Michigan University. 

Transcript: 

Erik Michielsen: How has being open to new opportunities shaped your investing experience?

Garren Katz: Wow, I would say when I was in my 20s, I invested very traditionally, Roth IRA, SEP-IRA, in securities and that type of thing. You know, we live in a time now where more than likely somebody you know, or a buddy or a friend or a family member, they’re up to something. And they’re up to a neat idea. And they probably could use some money to help them along.  

So I’ve really shifted some of my money that goes towards investments into a pool where I want to invest in people, especially friends, folks you know. It’s so much more rewarding on so many different levels, if I invest in a stock and that stock does well, that feeds my ego a bit, and it’s kind of a one-dimensional satisfaction, whereas putting money into a project that a friend’s working on is rewarding on a multitude of levels, and honestly, I would have to say I get more satisfaction out of investing in a friend or a friend’s project that might not float than I do out of a successful stock transaction because it’s—it creates a new element to our relationship. So I really, really enjoy investing in other people’s passions, what other people are up to, what other people are taking on, I love being a part of it.

Stacie Bloom on How Increasing Diversity Improves Communities

In Chapter 15 of 18 in her 2012 Capture Your Flag interview, Neuroscience Institute Executive Director Stacie Grossman Bloom answers "What Have You Found to Be the Keys to Build More Effective Communities?"  Bloom feels more effective communities can be built with multi-sector stakeholders.  The background diversity helps the community learn from each other from its different backgrounds, experiences and problem solving approaches. 

Stacie Grossman Bloom is Executive Director for the Neuroscience Institute at the NYU Langone Medical Center.  Previously, she was VP and Scientific Director at the New York Academy of Sciences (NYAS) and, before that, held editorial roles at the Journal of Clinical Investigation and Nature Medicine.  She earned her BA in chemistry and psychology from the University of Delaware, her PhD in Neurobiology and Cell Biology at Georgetown University and did post-doctoral training in Paul Greengard's Nobel Laboratory of Molecular & Cellular Neuroscience at Rockefeller University. 

Transcript: 

Erik Michielsen:  What have you found to be the keys to building more effective communities?

Stacie Grossman Bloom:  I think more effective communities are built when you bring multi-sector stakeholders to the table. I think an effective community is one that comprises individuals with all sorts of backgrounds who can bring their own experiences and their own perspectives to the table. I think usually that’s a community who can really learn from each other, who really represent a broad spectrum of ideas and experiences and problem solving techniques, so those multi-sector communities, I think are really the most effective.

Simon Sinek on How Growing Up All Over World Shapes Family Values

In Chapter 3 of 16 in his 2012 Capture Your Flag interview, author and public speaker Simon Sinek answers "What Childhood Experiences Have Been Most Fundamental in Shaping Who You Are Today?"  By the age of 10, Sinek had lived on four continents - North America, Europe, Africa, and Asia.  Moving frequently, Simon and his sister do not develop traditional roots and friendships.  Instead, Simon and his family become very close and learn to rely on and support one another.  Simon Sinek teaches leaders and organizations how to inspire people.  His goal is to "inspire people to do the things that inspire them" and help others find fulfillment in their work.  Sinek is the author of "Start With Why: How Great Leaders Inspire Everyone to Take Action".  He works regularly with the United States Military, United States Congress, and many organizations, agencies and entrepreneurs.  Sinek is an adjunct professor at Columbia University and an adjunct staff member at the think tank RAND Corporation.  Sinek earned a BA in Cultural Anthropology from Brandeis University.

Transcript

Erik Michielsen:  How are your family relationships changing as you get older?

Simon Sinek:  My sister and I are adults now. And so we have adult conversations, we will ask each other all kinds of advice that we used to ask our parents about, career advice, relationship advice, things that we used to go to our parents, you know, we go to each other now. And also you know on some level, there’s a click when you grow up at home, you’re at home, from you know, zero to 18, and then whether you go to college or go on to do something else. You leave.

And the problem is, is you keep growing up, or at least I can speak for myself, I kept growing up, but my parents knew me from when I left the house at 18, and so they would still treat me very much like the 18-year-old even though I was still growing up. And they would give me some credit as I sort of entered the workforce, you know, but they still treated me like the person they knew very, very well, even though things had changed, I’ve matured in some ways and—less mature in other ways but the point is that for a good chunk of time most of my 20’s I would say they kind of had a little warped vision of who I was because they’re treating me like the thing they knew, right?

And so I think what has happened now is it’s evened out, which is my parents are still my parents, and there’s that wonderful dynamic but we’re peers much more now. And we treat each other as peers, which is nice. It’s an amazing experience when your parents come to you for advice about something that they’re dealing with, or that my dad and I will have a business conversation, it’s just not me asking him for advice, it’s now him asking me for advice, and that’s been sort of incredible to be able to have that kind of dynamic with my parents. Yeah, huge respect, huge mutual respect. And not sort of the traditional sort of parental respect, oh, you’re my parents. But respect for each other for who we are, not just for the role we play.

Simon Sinek on How to Make Better Choices and Live More Fully

In Chapter 11 of 16 in his 2012 Capture Your Flag interview, author and public speaker Simon Sinek answers "How Are You Learning to Make Better Decisions?"  To Sinek, decision making comes down to using personalized filters that help him achieve outcomes in line with his purpose.  He shares an example from choosing classes in college and how the outcome - good class vs. bad class, engaged learning vs. boredom - helped him start to shape his approach.  Simon Sinek teaches leaders and organizations how to inspire people.  His goal is to "inspire people to do the things that inspire them" and help others find fulfillment in their work.  Sinek is the author of "Start With Why: How Great Leaders Inspire Everyone to Take Action".  He works regularly with the United States Military, United States Congress, and many organizations, agencies and entrepreneurs.  Sinek is an adjunct professor at Columbia University and an adjunct staff member at the think tank RAND Corporation.  Sinek earned a BA in Cultural Anthropology from Brandeis University.

Transcript

Erik Michielsen:  How are you learning to make better decisions?

Simon Sinek:  Decision-making is a process. The question is what filters are you using to make decisions? Are you making decisions based on the financial rewards? Are you making decisions based on how easy the work will be? I remember in college, they would give you this book where they –all the students would rate the classes and they would rate things like how easy the class was and how much they liked the professor. And, you know, the first year, I picked all my classes based on workload, and I picked everything a low workload, you know? And pretty bored, didn’t work very hard, which was fine, but nothing was dynamic, and nothing really excited me, and I, thank goodness, learned that. And so the second year, I picked all my classes by professor rating, regardless of the workload, so every class I had, I had these dynamic amazing incredible human beings passing on their knowledge and you were excited to work hard for them.

And so again, the question is what are the filters we’re using, and so if you’re only chasing the mighty dollar, then you’ll have jobs that’ll pay you a little more than the last but are you enjoying yourself? And I talked to a guy recently who was in a—he’s in bad shape like he really hates his life and he’s really depressed, and he doesn’t know what to do. And so we’re going through all his old jobs, you know, and I said, give me a job that you’ve loved, and he hadn’t, every single job he’s chosen out of college, he picked because of the money, and if something offered him more somewhere else, he took it. You know? Regardless. And the amazing thing is he plateaued because if you’re only chasing the result, if you’re only chasing the thing that makes it easy, right? Then eventually you will get bored, or they’ll get bored of you, right? And you plateau. In other words, chasing the almighty dollar, if that’s your only thing, it eventually flattens out, whereas if you’re chasing the thing that excites you, the human beings to be around, the work that excites you, the stuff that you know, you can get passionate about, the irony is, is you’ll actually make way, way more, right?

Because you’re excited and they appreciate your excitement and they reward your excitement, and you’re better at your work because you wanna work harder and all of that stuff. You don’t have the strain to work harder. So decision-making is simply a matter of filters. And so I’ve made decisions in my life that I would rather be happy than right, I’d rather do good than get rich. And so the decisions I make put me in positions where when I leave any engagement, when I leave any meeting, I feel that I’ve contributed, right? Rare are the times any more where you walk around going, just think of the money, just think of the money, think of the money, because it doesn’t feel nice. And the experience I have I don’t enjoy traveling to them and I don’t enjoy traveling home, where if I have an amazing experience, I’m looking forward to getting there and I’m excited when I leave. So it’s just decision—decision-making is just a matter of what filters you use, and if you’re good about keeping those filters up and clear then make your decision. I don’t judge anybody by how—if they choose to use different filters, these are just the filters I choose to live my life. Not right or wrong, just those are my decisions. That’s my filter.

Planning Hiring Strategy at a 100-Employee Firm - Richard Moross

In Chapter 17 of 17 in his 2012 interview, London entrepreneur and Moo.com CEO Richard Moross answers "What New Challenges Are You Facing as Your Company Grows?"  Moross notes his company has reached 100 employees and is now hiring a person a week.  He emphasizes 1) the importance of aligning new hires with the existing team; 2) telling the story of the company; 3) finding adaptable new hires and 4) ensuring he finds time to meet with an increasingly distributed and international team.  Moross is founder and CEO of Moo.com and a leader in the London startup scene.  Before starting Moo.com, an award-winning online print business, Moross was a strategist at Imagination, the world's largest independent design company.  He graduated from the University of Sussex, where he majored in philosophy and politics.