Michael Margolis on Growing into an Entrepreneurial CEO Job Role

In Chapter 16 of 17 in his 2013 Capture Your Flag interview, educator and entrepreneur Michael Margolis answers "Are You Feeling That As Your Business Grows and You Add More Employees and You Have Greater Responsibilities to Your Clients You Are Starting to Understand Some of the Management Boundaries That Will Appear Over Time as You Build Capacity?" Margolis understands this at a high level, sharing notes from Union Square Ventures venture capitalist Fred Wilson on keeping money in the bank, articulating vision and executing a strategy to achieve it, and recruiting the right people for the team. As a teacher honing a storytelling philosophy for business, Margolis finds it harder to find balance between developing concepts and leading as a CEO. Michael Margolis is founder and president of Get Storied, an education and publishing platform dedicated to teaching the world how to think in narrative. He earned a B.A. in Cultural Anthropology from Tufts University.

Michael Margolis on Using Structure Frameworks to Grow a Business

In Chapter 17 of 17 in his 2013 Capture Your Flag interview, educator and entrepreneur Michael Margolis answers "What Procedures and Processes Are You Putting in Place to Manage Company Growth?" Margolis builds a business operations strategy around a four element model. Water is used to create regular meetings to gauge employee emotion and to get feedback. Fire is addresses problems and projects. Earth focuses on operations procedures, namely recruiting, retention, and routines. Lastly, air addresses the future. Michael Margolis is founder and president of Get Storied, an education and publishing platform dedicated to teaching the world how to think in narrative. He earned a B.A. in Cultural Anthropology from Tufts University.

Tricia Regan on Why Confidence is Everything When You Make Films

In Chapter 7 of 15 in her 2013 Capture Your Flag interview, filmmaker Tricia Regan answers "What Role Does Confidence Play in the Work That You Do?" To Regan, confidence is everything in her work as a filmmaker.  Confidence helps her lead other people, make decisions and move projects forward toward completion. Tricia Regan is an Emmy Award-winning filmmaker known for writing, directing and producing documentary films, including the Emmy-winning "Autism: The Musical". She also has worked extensively in non-fiction television for A&E, ABC, FOX, Lifetime, MTV Networks and NBC. Regan earned a bachelors from Binghamton University and masters from New York University. 

Richard Moross on When to Buy a Company and Enter a New Market

In Chapter 6 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "What Experiences in the Past Year Have Most Influenced the Direction of Your Company?" Leading a growing business, Moross shares how acquiring flavors.me helped accelerate his company's expansion beyond physical products into digital products. The company acquisition leads to Moross hiring a chief product officer to translate the company investment into a committed digital product team. He notes how the digital market-entry strategy was shaped by internal discussions and why it is important to long-term company growth. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Richard Moross on How to Be a More Approachable Company Leader

In Chapter 8 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "What Does It Mean to Perform Under Pressure in the Work That You Do?" Moross notes how he faces a daily pressure of feeling like he needs to be everywhere at once. This is compounded by the business growing both in headcount as well as geographically. He realizes these facts mean he no longer can engage with employees as frequently as in the past and works to make sure he makes himself available and approachable to compensate. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Richard Moross on Managing Growth as Company Nears 200 Employees

In Chapter 9 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "In Growing Moo, What Have Been the Headcount Milestones Where Things Changed the Most?" Moross reflects on how staff level milestones evolved the look and feel of his company. He notes important early milestones - 10, 20, 50, 100 - and what nearing 200 employees means for his company. At a technical level, it means more hierarchy and structure. At a personal level, it means Moross recognizes the reality that a progressively large global business will lose some of the intimacy you have in a small local business. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Richard Moross on When to Make Management Skills a Hiring Priority

In Chapter 10 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "What Has It Been Like to Transition From Managing Specialists to Managing Managers?" Moross notes how growing a business to nearly 200 employees has necessitated hiring staff with management skillsets to manage day-to-day decisions and support employee development. Adding a management layer to his company allows him to transition into a role of setting standards, values, morals, ethics and aspirations while empowering his managers via process and goal setting structures. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Richard Moross on What Time Horizon to Focus on in a CEO Role

In Chapter 11 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "As a CEO, How Do You Decide What Time Horizon to Focus on in Your Work?" As the company has grown in size, budgeting timeframes have moved from month-to-month to several years out. This takes into account managing cash flow, accounting for growth, and making strategic investments. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Richard Moross on Lessons Learned as a Public Company Board Member

In Chapter 14 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "What Have You Found Most Educational About Participating on a Large Company Board of Directors?" Moross shares what he is learning about business, leadership, and management as a board member for publicly traded company Ladbrokes PLC. He gets to participate in a group effort to solve problems and plan for the future while also infusing the team with his knowledge of digital media and Internet innovation. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Doug Jaeger on Managing and Motivating Creative Project Teams

In Chapter 13 of 14 in his 2013 Capture Your Flag interview, creative director and brand marketer Doug Jaeger answers "How Are You Learning to Better Manage and Motivate Teams?" Jaeger finds how he works best in spurts and builds his management style around this on and off approach. He makes sure to check in with his team when taking breaks from his own work and make sure there are no obstacles in their way. He favors this more casual approach over planning regular meetings. Doug Jaeger is co-founder and creative director at JaegerSloan Inc. where he focuses on brand and experimental marketing for clients such as Squarespace, Samsung and PwC. He is an adjunct professor at New York's School of Visual Arts (SVA) and co-curator of JnrlStr. He graduated from Syracuse University.

Doug Jaeger on What Makes Some Collaborations Better Than Others

In Chapter 14 of 14 in his 2013 Capture Your Flag interview, creative director and brand marketer Doug Jaeger answers "What Have You Found to Be the Keys to Creating Successful Project Collaborations?" Jaeger shares what he has learned about collaboration building film teams for production and post-production. He finds ways to build working relationships with people that have different skills and to bring the right mix of skills together when hiring production crews and project teams. Working in a creative director role, he shares the challenge of getting the skills mix right on a project and how he and his business partner have learned to assess fit take people off teams with the fit is not right. Doug Jaeger is co-founder and creative director at JaegerSloan Inc. where he focuses on brand and experimental marketing for clients such as Squarespace, Samsung and PwC. He is an adjunct professor at New York's School of Visual Arts (SVA) and co-curator of JnrlStr. He graduated from Syracuse University.

Ken Biberaj on How to Distinguish Yourself From Campaign Rivals

In Chapter 14 of 23 in his 2013 Capture Your Flag interview, New York City Council Candidate Ken Biberaj answers "How Do You Distinguish Yourself and Your Positions From Your Rivals in the Primary Campaign?" In a crowded Democratic field, Biberaj, the youngest candidate, shares how he differentiates himself and his campaign platform by focusing on the intersection of non-profits, government, and business and his experience across all three.

Ken Biberaj is currently a 2013 Democratic Candidate for City Council in New York City. He is also a public relations executive for the Russian Tea Room restaurant at One Fifty Fifty Seven Corporation, a family business focused on real estate development, investment sales and retail leasing. Previously Biberaj was Florida Research Director for the Kerry-Edwards for President Campaign. Biberaj holds a JD from New York Law School, a Masters in Public Policy (MPP) from Harvard University Kennedy School of Government, and a BA in Political Science from American University. 

Ken Biberaj on Learning Community Service From President Bill Clinton

In Chapter 18 of 23 in his 2013 Capture Your Flag interview, New York City Council Candidate Ken Biberaj answers "What Has Bill Clinton Taught You About How to Run a Better Political Campaign?" Biberaj shares why President Bill Clinton inspired his public service career and how learning from him before, during and after serving as an intern in his office has motivated him to do work that improves his community.

Ken Biberaj is currently a 2013 Democratic Candidate for City Council in New York City. He is also a public relations executive for the Russian Tea Room restaurant at One Fifty Fifty Seven Corporation, a family business focused on real estate development, investment sales and retail leasing. Previously Biberaj was Florida Research Director for the Kerry-Edwards for President Campaign. Biberaj holds a JD from New York Law School, a Masters in Public Policy (MPP) from Harvard University Kennedy School of Government, and a BA in Political Science from American University. 

Ken Biberaj on How to Motivate a Team of Campaign Volunteers

In Chapter 19 of 23 in his 2013 Capture Your Flag interview, New York City Council Candidate Ken Biberaj answers "How Are You Learning to Better Manage and Motivate Teams?" Biberaj finds managing campaign volunteers requires a different approach than managing employees. He learns to give interns and volunteers greater responsibility and holds them accountable for the results. Ken Biberaj is currently a 2013 Democratic Candidate for City Council in New York City. He is also a public relations executive for the Russian Tea Room restaurant at One Fifty Fifty Seven Corporation, a family business focused on real estate development, investment sales and retail leasing. Previously Biberaj was Florida Research Director for the Kerry-Edwards for President Campaign. Biberaj holds a JD from New York Law School, a Masters in Public Policy (MPP) from Harvard University Kennedy School of Government, and a BA in Political Science from American University.

Slava Rubin on How to Translate Confidence into Effective Leadership

In Chapter 3 of 15 in his 2013 Capture Your Flag interview, Indiegogo CEO Slava Rubin answers "What Role Does Confidence Play in the Work That You Do?" To Rubin, a confident approach is fundamental to his leadership style. He learns early in life things are unpredictable and finds being decisive yet flexible a combination that helps translate his confidence into team confidence. Slava Rubin is CEO and co-founder of Indiegogo, the world's largest crowdfunding platform. Indiegogo empowers anyone, anywhere, anytime to raise funds for any idea—creative, cause-related or entrepreneurial. Prior to Indiegogo, Rubin worked as a management consultant. He earned his BSE degree from The Wharton School, University of Pennsylvania.

Transcript: 

Erik Michielsen: What role does confidence play in the work that you do?

Slava Rubin: I think confidence is really important. It’s very easy to not be confident ‘cause there’s a lot of things that go wrong. And when you have employees, and when you have a team, they really rely on leadership, and a lot of leadership has to do with confidence. Often, one of the most important things you can do when deciding between two things is not pick one or the other, but rather make the decision, ‘cause the lack of decision is a decision in itself, usually associated with lack of confidence and can just create a stumble for the whole entire team. So it’s important to take action and deal with the consequences.

Erik Michielsen: Is that something that you’ve learned over time? Are you getting better at or is that something as a core skill you’ve kind of always had?

Slava Rubin: I think the idea of taking action without regret and dealing with the next step associated with it and constant iterating based on feedback is something quite core to, you know, the way I grew up.

Erik Michielsen: Yeah? Tell me more about that.

Slava Rubin: I would say that it has to do with you can’t always project what the future will look like. You know, my dad died when I was a kid, so you can’t just say, “Oh, this is what’s gonna happen in the future and that’s what I rely on.” You gotta be able to be a bit more nimble. And I think that feedback loops are tightening so much that you can get so much more information so much quicker that you don’t have to rely on having long projected answers or predictions, that you can just, you know, have a step forward, get some feedback, and then pivot or move around. Yeah, the idea of standing in place is a decision in itself, so just by moving in one direction or the other, you constantly get more feedback.

Slava Rubin on How a 5 to 5 Policy Improves CEO Productivity

In Chapter 6 of 15 in his 2013 Capture Your Flag interview, Indiegogo CEO Slava Rubin answers "As a CEO, How Do You Decide What Time Horizon to Focus on in Your Work?" Rubin shares how growing from 15 to 60 employees has changed his and his co-founders' job responsibilities. He manages his commitments and priorities by using a "5 to 5" policy of working on things that can get answered in 5 minutes or that relate to 5-year company goals. Slava Rubin is CEO and co-founder of Indiegogo, the world's largest crowdfunding platform. Indiegogo empowers anyone, anywhere, anytime to raise funds for any idea—creative, cause-related or entrepreneurial. Prior to Indiegogo, Rubin worked as a management consultant. He earned his BSE degree from The Wharton School, University of Pennsylvania.

Transcript: 

Erik Michielsen: As a CEO, how do you decide what time horizon to focus on in your work?

Slava Rubin: I think that’s a great question ‘cause it’s probably one of the things that I’ve really evolved in my work. When it was just Eric, Danae, and I, as the three founders, we were constantly just be working on everything all the time, collaborating, whether it’s something that need to be done in the next 5 seconds, or whether that needed to be done in the next week, or whether that needed to be done in the next 3 months, we all work to collaborate mainly on it. I think as we’ve slowly grown, and now that we’re harboring around 60, and we’re really looking to establish the foundation to potentially grow and to even be a bigger company when I talk to you next year, I think I’ve learned—Well, I’ve spoken to the team that my new policy is I work on 5 to 5, and they work on everything in between, and what that means is I work on things that need to be answered in the next 5 minutes or things that we’re working on to figure out in the next 5 years, and everything in between is what my management team should be working on with their team to figure out, because if I as CEO is too much involved in the between, it means I’m stepping on their toes and not empowering them to do the work, right? And if I’m forcing them to work on the things on 5 years without knowing what it is for me, then they’re not working towards a vision, and, similarly, sometimes things need to be escalated appropriately in the next 5 minutes. So that’s usually how I’m working on things.

Erik Michielsen: How does that compare and contrast, say with what Danae and Eric are doing?

Slava Rubin: Yeah, so we all have different roles. Eric, you know, built the site and moved over to be head of insights, and then Danae was the heart of the company and now is really focused on thought leadership and people-recruiting culture, so we all have our distinctive roles and it’s working out really well.

Slava Rubin on Empowering Leaders as Startup Grows to 60 Employees

In Chapter 9 of 15 in his 2013 Capture Your Flag interview, Indiegogo CEO Slava Rubin answers "What Leadership Skills Are Becoming More Relevant to You As Your Career Progresses?" Rubin shares how his startup, Indiegogo, has grown from 15 to 60 employees in the year between his 2012 Year 3 interview and this Year 4 interview. Rubin notes how it no longer is about individual work but rather empowering new leaders to make decisions in a supportive structure that uses relevant business processes. Slava Rubin is CEO and co-founder of Indiegogo, the world's largest crowdfunding platform. Indiegogo empowers anyone, anywhere, anytime to raise funds for any idea—creative, cause-related or entrepreneurial. Prior to Indiegogo, Rubin worked as a management consultant. He earned his BSE degree from The Wharton School, University of Pennsylvania.

Transcript: 

Erik Michielsen: What leadership skills are becoming more relevant to you as your career progresses?

Slava Rubin: As a founder, it was all about just getting the work done, seeing a wall right in front of you and just like putting your head right through it. That was the core skill of being an entrepreneur. I think now we’ve grown in the last year since I last spoke to you, from about 15 employees to 60 employees. I really need to rely on my leadership team to do a lot more than managing and empower them to do a lot of the core decision making. It’s really about empowering my leaders, about listening whether it’s from my leadership team all the way down to the most junior person, and to try to suss out that information as to connecting the trends as to what’s going on, and it’s also about analyzing data in a good way that can make big decisions easier.

Erik Michielsen: And what does that look like when you’re 15 versus 60? 

Slava Rubin: I mean definitely the aura is changing in terms of what the structure looks like, but it’s also you need to set up systems and processes that are just more scalable and just escalation policies in place, so you can’t constantly be running around like a chicken with your head cut off on any decision, and we can’t have every decision go through one individual whether it’s the CEO or not. So we just need to really figure out, you know, how do you escalate decisions? To what level? When and why? How? And who do you empower? For what? How do you manage? And, yeah, just use a lot more data as part of the decision making.

Slava Rubin on Creating Scalable Systems to Grow Your Business

In Chapter 10 of 15 in his 2013 Capture Your Flag interview, Indiegogo CEO Slava Rubin answers "What Procedures and Processes Are You Putting in Place to Manage Company Growth?" Rubin notes why scale matters when you grow a company. He shares scalable systems his team is creating, from publicity, sales and web analytics to project management effectiveness measures to key performance indicators (KPIs) of company success. Collectively, these processes create a structure that helps Rubin and his team manage company growth. Slava Rubin is CEO and co-founder of Indiegogo, the world's largest crowdfunding platform. Indiegogo empowers anyone, anywhere, anytime to raise funds for any idea—creative, cause-related or entrepreneurial. Prior to Indiegogo, Rubin worked as a management consultant. He earned his BSE degree from The Wharton School, University of Pennsylvania.

Transcript: 

Erik Michielsen: What procedures and processes are you putting in place to manage company growth?

Slava Rubin: As you grow a company, and as you try to get bigger, and we now service millions of customers, we’re now distributing millions of dollars, things need to be scalable. You need to not have it as one-off distractions or one-off exceptions. And these need to be scalable systems where the next person can just plug in and do that, and it’s really incredible the challenge of how hard that is to do ‘cause somebody always has that exception, “What about this? What about that?” Sometimes you just need to cut that off for the sake of the process and making it clean, but it’s imperative to create scalable systems.

Procedures and processes have been put in across the board, whether it’s how we analyze the PR, the sales, the analytics, the SEO, the SEM, whatever it is that we’re using as our campaign measures, whether it’s the product team around our [PH] sprints and our product road map, and our velocity of how well things are being implemented, whether it’s our insight team where they’re really helping to develop a lot of the analyses and numbers, whether it’s our KPIs or key performance indicators that we track the [unintelligible] of the entire company, that we review every week, whether it’s our people performance processes like our performance reviews or recruiting on-boarding process, I mean it’s really endless. Obviously, there is a financial rigor, and I’m talking about the quarterly numbers, and the board numbers, and monthly measures, so there’s just a lot of numbers. Those are processes which is just like, “Here are the escalation policies. This is how we treat the customers. Here are the SLAs, service levels agreements, as to how we follow up. Everything always has to be 24 hours that we respond to, how we treat partners, how we deal with refund, no matter what it is, there are things that need to get institutionalized. 

Erik Michielsen: In the last year you’ve grown from 15 to 60 employees, what were some of the steps involved? What were some of the priorities that you set with those processes, as to hit first, second, and third?

Slava Rubin: Customers are always first. For example, I have a 24-hour response time. How do we create product experiences that we can measure, that people like—? Making sure that we invest in our own people would be very important. Making sure that we have a high level of tracking in how well the company is doing with that. We have financial targets and also KPIs. And I don’t wanna make it sound like it was all perfect all the time. The only reason it got better is because we’ve made the mistakes and we saw how bad it was. So because we’ve made the mistakes, we then learned, and we’re like, “Whoa, we gotta improve that,” and we figured out how to improve it.