Brian Chesky

You know, the only reason I believe a company should divisionalize is so that they could do truly disparate things that have disparate functional expertise. So like if we had like a jet engine business, like that's a different functional expertise. So now let's go to the business organization. At most companies, there is no function called business. Maybe we can also say call it revenue.

Business, revenue, commercial. There's different names. Chief commercial officer, chief business officer, chief revenue officer. They all kind of mean the same thing. And the reason most companies don't have this is because they have general managers. And the general managers play that role. The general managers are ostensibly both the mini-CEO. And they own the business.

Business, revenue, commercial. There's different names. Chief commercial officer, chief business officer, chief revenue officer. They all kind of mean the same thing. And the reason most companies don't have this is because they have general managers. And the general managers play that role. The general managers are ostensibly both the mini-CEO. And they own the business.

Business, revenue, commercial. There's different names. Chief commercial officer, chief business officer, chief revenue officer. They all kind of mean the same thing. And the reason most companies don't have this is because they have general managers. And the general managers play that role. The general managers are ostensibly both the mini-CEO. And they own the business.

And they usually partner with a finance person. So somewhere between the general manager and the finance person, or maybe a data scientist, they're the business function. And we found that the problem with that is none of them are really experts in, quote, business. When I mean business, I mean kind of revenue.

And they usually partner with a finance person. So somewhere between the general manager and the finance person, or maybe a data scientist, they're the business function. And we found that the problem with that is none of them are really experts in, quote, business. When I mean business, I mean kind of revenue.

And they usually partner with a finance person. So somewhere between the general manager and the finance person, or maybe a data scientist, they're the business function. And we found that the problem with that is none of them are really experts in, quote, business. When I mean business, I mean kind of revenue.

The business model, the market size, you know, what are the kind of dynamics of this market, you know, like co-hosts. Like, what should we charge? Should this be a free service? Do we take a commission? You know, how does this compare to the third-party property management services? Which countries do we roll out? What are the economics by country? Is it a standard rate?

The business model, the market size, you know, what are the kind of dynamics of this market, you know, like co-hosts. Like, what should we charge? Should this be a free service? Do we take a commission? You know, how does this compare to the third-party property management services? Which countries do we roll out? What are the economics by country? Is it a standard rate?

The business model, the market size, you know, what are the kind of dynamics of this market, you know, like co-hosts. Like, what should we charge? Should this be a free service? Do we take a commission? You know, how does this compare to the third-party property management services? Which countries do we roll out? What are the economics by country? Is it a standard rate?

Like, there's just a lot of detailed questions one's meant to answer. So we... decided to create a chief business organization. It has three functions. One is supply. Supply was always a function of Airbnb, but it was kind of conflated with international and general managers. So we said... No, no. There are experts in getting supply of homes, experiences, and other things.

Like, there's just a lot of detailed questions one's meant to answer. So we... decided to create a chief business organization. It has three functions. One is supply. Supply was always a function of Airbnb, but it was kind of conflated with international and general managers. So we said... No, no. There are experts in getting supply of homes, experiences, and other things.

Like, there's just a lot of detailed questions one's meant to answer. So we... decided to create a chief business organization. It has three functions. One is supply. Supply was always a function of Airbnb, but it was kind of conflated with international and general managers. So we said... No, no. There are experts in getting supply of homes, experiences, and other things.

Then we have a business function. The business function is quite literally the counterpart, the business counterpart to product marketing. So if product marketing is basically nouveau product management, product marketing is basically product management minus program management plus some outbound marketing. And it's fewer people. That's all it is. And it's outbound, inbound in one role.

Then we have a business function. The business function is quite literally the counterpart, the business counterpart to product marketing. So if product marketing is basically nouveau product management, product marketing is basically product management minus program management plus some outbound marketing. And it's fewer people. That's all it is. And it's outbound, inbound in one role.

Then we have a business function. The business function is quite literally the counterpart, the business counterpart to product marketing. So if product marketing is basically nouveau product management, product marketing is basically product management minus program management plus some outbound marketing. And it's fewer people. That's all it is. And it's outbound, inbound in one role.

They are really thinking about what the customer wants, what the experience should be like, but they're not in spreadsheets. They're not business model people. So they have a counterpart called the business function. And so with co-host network, for example, we had a business person looking at the business model for co-host.

They are really thinking about what the customer wants, what the experience should be like, but they're not in spreadsheets. They're not business model people. So they have a counterpart called the business function. And so with co-host network, for example, we had a business person looking at the business model for co-host.

They are really thinking about what the customer wants, what the experience should be like, but they're not in spreadsheets. They're not business model people. So they have a counterpart called the business function. And so with co-host network, for example, we had a business person looking at the business model for co-host.

We had a product marketing person that's understanding what's the product, how are we gonna market this, why do people actually want this? Those two people have to go together. One reports to Hiroki, it's product marketing, it's more creative. One reports to Dave Stevenson, the former CFO, now Chief Business Officer, and they're really the two parts of the continuum. Then you have a supply person.