Steven Galanis

And like we're lifting that red velvet rope up and introducing them to everyone they ever wanted to meet. Like that is us to a T. And you know, when we think about that from an employer employee perspective, you know, we always talk about like your first day at Cameo should be the best day of work you've ever had in your life. And then your second day should be better than the first.

And like we're lifting that red velvet rope up and introducing them to everyone they ever wanted to meet. Like that is us to a T. And you know, when we think about that from an employer employee perspective, you know, we always talk about like your first day at Cameo should be the best day of work you've ever had in your life. And then your second day should be better than the first.

And like, that's such a ingrained part of our ethos. And when we think about things like roll up, like the return to office policy that we just did. You know, we're giving a $10,000 raise to all of our Chicagoland employees to come do that. We lived up to our value of roll out the red carpet there, right? Like, I don't know of another company on the planet that's doing that.

And like, that's such a ingrained part of our ethos. And when we think about things like roll up, like the return to office policy that we just did. You know, we're giving a $10,000 raise to all of our Chicagoland employees to come do that. We lived up to our value of roll out the red carpet there, right? Like, I don't know of another company on the planet that's doing that.

I totally think that people were asking more out of them if they have to come in and their peers don't. So like, why should we not compensate them for that and do that in a really generous way? So roll out the red carpet, number one. Number two, act like an owner is actually one that was a LinkedIn value link. I worked at LinkedIn right before, so did Arthur.

I totally think that people were asking more out of them if they have to come in and their peers don't. So like, why should we not compensate them for that and do that in a really generous way? So roll out the red carpet, number one. Number two, act like an owner is actually one that was a LinkedIn value link. I worked at LinkedIn right before, so did Arthur.

And this was one that we stole, but we really liked, you know, it's this idea that like every single person, like you mentioned earlier, you know, being in that role, but you don't really love it. So like, you know, you're remembering baseball cards. Like if you act like an owner, like,

And this was one that we stole, but we really liked, you know, it's this idea that like every single person, like you mentioned earlier, you know, being in that role, but you don't really love it. So like, you know, you're remembering baseball cards. Like if you act like an owner, like,

you're the CEO, if you're the janitor or you're the COO of the company, like you're going to act like a CEO for your role. And we really believe in that. And you know, part of the, you know, part of putting our money where our mouth is like every single employee at the company has options in the, in the company. So like literally they are an owner. I've always felt that that was really important.

you're the CEO, if you're the janitor or you're the COO of the company, like you're going to act like a CEO for your role. And we really believe in that. And you know, part of the, you know, part of putting our money where our mouth is like every single employee at the company has options in the, in the company. So like literally they are an owner. I've always felt that that was really important.

And, and on top of that, it's, it's just this whole idea of like, you know, like for the owner, the job's never done, right?

And, and on top of that, it's, it's just this whole idea of like, you know, like for the owner, the job's never done, right?

So it's like, you know, you're never just gonna go say this is good enough, like you should really own your work and feel like you're, like you're named the, you know, Stephen Golanus or the Ryan Hanley, like, you know, money back guarantee is like stamped onto the work that you're doing. Fight for Simplicity is a really interesting one. That came from Devin, our co-founder.

So it's like, you know, you're never just gonna go say this is good enough, like you should really own your work and feel like you're, like you're named the, you know, Stephen Golanus or the Ryan Hanley, like, you know, money back guarantee is like stamped onto the work that you're doing. Fight for Simplicity is a really interesting one. That came from Devin, our co-founder.

Devin ran product and engineering for most of Cameo's history. Today, he kind of oversees all creative and runs design. And the idea with Fight for Simplicity is to build something globally scalable, It is so hard to to do that if you have like all this complexity, like different buttons, different skews, et cetera. So what we're always trying to do is like, you know, how do we delete?

Devin ran product and engineering for most of Cameo's history. Today, he kind of oversees all creative and runs design. And the idea with Fight for Simplicity is to build something globally scalable, It is so hard to to do that if you have like all this complexity, like different buttons, different skews, et cetera. So what we're always trying to do is like, you know, how do we delete?

How do we streamline? How do we make this as easy as possible? Because if you make it as easy as possible, it actually allows it to scale. And, you know, fighting for simplicity

How do we streamline? How do we make this as easy as possible? Because if you make it as easy as possible, it actually allows it to scale. And, you know, fighting for simplicity

often means very difficult trade-offs, but cutting it all the way down, and that's something that I think that we're pretty proud of as far as the core product that we built, what the whole universe of things we could have done was, but focusing for, we're nine years in to this per-size video product.

often means very difficult trade-offs, but cutting it all the way down, and that's something that I think that we're pretty proud of as far as the core product that we built, what the whole universe of things we could have done was, but focusing for, we're nine years in to this per-size video product.