Sean Rad

I actually think great founders put the company before themselves and are intellectually honest and self-aware enough to say, hey, you know what? Maybe I've taken it to this point and there's someone else better than me to take it to the next point. I don't believe that a founder is forever. I think the founder energy is required for success. And I think over time you can have different founders.

I actually think great founders put the company before themselves and are intellectually honest and self-aware enough to say, hey, you know what? Maybe I've taken it to this point and there's someone else better than me to take it to the next point. I don't believe that a founder is forever. I think the founder energy is required for success. And I think over time you can have different founders.

You have people who can come into an organization with a new vision, a better vision, and I think you would call them a founder.

You have people who can come into an organization with a new vision, a better vision, and I think you would call them a founder.

You have people who can come into an organization with a new vision, a better vision, and I think you would call them a founder.

What happened? So there was a moment in time where I think Tinder was growing so fast.

What happened? So there was a moment in time where I think Tinder was growing so fast.

What happened? So there was a moment in time where I think Tinder was growing so fast.

Users, revenue. We used to play this game where we would chart the growth rate and figure out how fast we would get to a billion users if we held the growth rate. If you charted the growth rate we experienced at a certain moment in the first year, we would have reached a billion users in three months. That's how fast we were growing.

Users, revenue. We used to play this game where we would chart the growth rate and figure out how fast we would get to a billion users if we held the growth rate. If you charted the growth rate we experienced at a certain moment in the first year, we would have reached a billion users in three months. That's how fast we were growing.

Users, revenue. We used to play this game where we would chart the growth rate and figure out how fast we would get to a billion users if we held the growth rate. If you charted the growth rate we experienced at a certain moment in the first year, we would have reached a billion users in three months. That's how fast we were growing.

Now, obviously we didn't sustain that growth rate, but the product was growing fast. The organization was growing fast. Revenue was growing fast. We were growing so fast that we couldn't even solve problems with humans because we couldn't hire humans fast enough. We had to get creative at solving problems. But at a certain point, I felt like I need help. I felt like I wanted my Sheryl Sandberg.

Now, obviously we didn't sustain that growth rate, but the product was growing fast. The organization was growing fast. Revenue was growing fast. We were growing so fast that we couldn't even solve problems with humans because we couldn't hire humans fast enough. We had to get creative at solving problems. But at a certain point, I felt like I need help. I felt like I wanted my Sheryl Sandberg.

Now, obviously we didn't sustain that growth rate, but the product was growing fast. The organization was growing fast. Revenue was growing fast. We were growing so fast that we couldn't even solve problems with humans because we couldn't hire humans fast enough. We had to get creative at solving problems. But at a certain point, I felt like I need help. I felt like I wanted my Sheryl Sandberg.

I wanted my partner who can help me scale the organization while I focus on product and technology. So we brought in very, very experienced people person. And I think the board sort of, he was ran a public company, very experienced. And I think the board sort of felt like, well, Sean, you know, maybe we should give that person the CEO title because they would carry more authority.

I wanted my partner who can help me scale the organization while I focus on product and technology. So we brought in very, very experienced people person. And I think the board sort of, he was ran a public company, very experienced. And I think the board sort of felt like, well, Sean, you know, maybe we should give that person the CEO title because they would carry more authority.

I wanted my partner who can help me scale the organization while I focus on product and technology. So we brought in very, very experienced people person. And I think the board sort of, he was ran a public company, very experienced. And I think the board sort of felt like, well, Sean, you know, maybe we should give that person the CEO title because they would carry more authority.

And then you do the same thing you're doing, but take president title. And I was like, okay, fine with me. But when I stepped out of those other functions where I kind of stopped being in the room for a lot of those other functions, it created a lot of issues in the Yeah, I don't know if this is about me or maybe the other person wasn't that good. But at one point there was like mutiny.

And then you do the same thing you're doing, but take president title. And I was like, okay, fine with me. But when I stepped out of those other functions where I kind of stopped being in the room for a lot of those other functions, it created a lot of issues in the Yeah, I don't know if this is about me or maybe the other person wasn't that good. But at one point there was like mutiny.

And then you do the same thing you're doing, but take president title. And I was like, okay, fine with me. But when I stepped out of those other functions where I kind of stopped being in the room for a lot of those other functions, it created a lot of issues in the Yeah, I don't know if this is about me or maybe the other person wasn't that good. But at one point there was like mutiny.