A Quote by Julia Hartz

Each company is different because they get their DNA from the founders. — © Julia Hartz
Each company is different because they get their DNA from the founders.
The reality is the only place a company's culture is going to start and end is at the beginning of that company. And it always starts with the founders. So if you can't create an environment of founders and founding employees who are going to represent the company you want, then you are never going to get there. You have to look at your own network and find what you are missing. So if you don't have a female or someone who has an international perspective or a person with a bio degree, but those perspectives matter to the firm or product you want to create, then it's never going to work out.
Generally, what people tend to underestimate is the cyborg nature of Groupon. We are a company that has the DNA of being both a technology company and a heavily operational company.
Textbooks describe DNA as a blueprint for a body. It's better seen as a recipe for making a body, because it is irreversible. But today I want to present it as something different again, and even more intriguing. The DNA in you is a coded description of ancient worlds in which your ancestors lived. DNA is the wisdom out of the old days, and I mean very old days indeed.
We pretty much won't fund a company now where the founders don't have vested equity because it's just that hard to do.
I love doing roles and movies that are different from each other. That's kind of why I like to be an actor because I get to play different characters and pretend I'm different people going through different situations.
People are comprised of sets of DNA from each parent. If you looked at just the DNA from your father, it wouldn't tell you who you really are.
Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.
Notional is a production company with the DNA of an Internet company that makes content for everything.
I mean, I think I liked every band I ever played in because each band was different, each band had a different concept, and each band leader was different... different personalities and musical tastes.
We want employees teaching each other what they know. We're tying to build a company so each person can achieve at a very high level - we're not just the engineering company or the design company.
Increase your company's average talent with each hire - founders tend to be pretty smart but willing to take on risk. Employees should be a lot smarter and less risk averse.
I think I probably learned something from almost every gig that I've done, not only because each occurred at a different phase of my development, but because each one had something different to offer. Ideally, you should be able to get something out of everything, positive or negative. And if it's negative, try to turn it into some kind of learning experience.
Each environment is different, each job is different, and each realm of creativity that they give you is different. You try to do the best you can and put as much time into it as you can, but different jobs have different circumstances come about.
For Customer Development to succeed, everyone on the team - from investor or parent company to engineers, marketers and founders - needs to understand and agree that the Customer Development process is different to its core.
I've come to recognize that social purpose must be embedded into the core DNA of a company. The questions 'Why do we exist as a company?' and 'How do we make a difference?' need to have the same answer.
Founding a company is hard. Most of it isn't smooth. You'll have to make very hard decisions. You have to fire a few people. Therefore, if you don't believe in your mission, giving up is easy. The majority of founders give up. But the best founders don't give up.
This site uses cookies to ensure you get the best experience. More info...
Got it!