Hala Taha

Sometimes they come back.

And that was my favorite, was a Breitling boomerang.

But I thought like, you know, it's not about preserving a culture.

We're not like a bug stuck in ember.

You know, it's about creating something that's more like an amoeba that like can travel through time and space

but sustain itself and grow stronger over time.

And one of the things that I thought was interesting is just that we measure certain parts of a culture to get some sort of finite metric about how we're doing.

Most companies have something like a culture ramp that sends out surveys to their employees and you get these scores and you scrutinize the scores and you could cut the data a million different ways.

Frankly, I always thought that was like a waste of time because...

A, I don't think we were asking the right questions and B, I think those, you know, it's sort of like a snapshot.

I was never afraid of getting bad scores on that because if something was hard was going on at the company, I would have expected the scores to be lower, you know?

And I was also really like mindful of the fact that you can't ever have the happiest culture.

That's not possible.

What I was striving to do was create the most sustainable culture in that our principles would sustain themselves.

We could trust each other.

And that, you know, through hard times and good times, there would be connection.

And I think the most common thing that was said about Eventbrite in the employee experience was that people care for one another.

And that really matters, I think, a lot.

And I have been forever in pursuit of creating a successful business where...

people really cared for one another and where you had like three things, best place to work, best manager and best friend.