Kathryn Minshew

Some of our larger clients are sensitive if we don't get their explicit approval to talk about them in the press.

I can also be more candid if I haven't identified the client.

But they are recruiting for really sought-after talent.

They need to build up data science, engineering, of course, a wide variety of sort of technical and product-related positions.

They're having trouble competing with some of these newer and more digitally savvy companies.

And so not only are they recruiting via the Muse and hiring people through our channels, but they have a pre-existing social media presence of tens of thousands.

They have a talent community, but they're not doing a lot with that has, I think, something north of 100,000 members.

So how do we not only help them recruit through the Muse, because we've got a great population, a lot of talent,

a lot of millennials, a lot of digital natives, but how do we also then help them take those lessons and apply it to these existing channels that they may have built up previously as a Fortune 1000 company, but they're not optimizing and fishing from really effectively.

We started with the individual users, the people, although in the sort of span of the company's history, they were both started fairly early.

So when the Muse initially launched 2011, sort of late 2011, September, we just had career-related content, tools, and resources for individuals.

And we didn't roll out our first company profile until we had 100,000 people a month using the site.

No, no, no.

We've never had advertising on the site.

I think banner advertising has no place on the muse.

Yeah, so we actually had 100,000 users a month in about six months.

So it was not all that much time.

The early cash came from my savings account.

So when I started the business, my co-founder and I kind of looked at our bank accounts and we said, all right, based on expenses and things we need to set aside for the business, this is how long we can last.

And, uh, we got really close to the end.