AvePoint, a Jersey City-based tech company that helps migrate, manage, and protect Office 365 data, has a classic two-people-in-a-garage backstory. The founders, Tianyi Jiang and Kai Gong, built their first product in a local public library, and the company has now grown to about 1,500 employees.
“The way we see it is, you can break your life up into four pieces,” says CEO Brendan King. “Family, sleep, tasks, and work. If I want my employees to focus on work, I don’t want to take away from their time with their families or from their sleep, but I would like to take away some of those tasks.
“It’s all about personal development,” says Qiigo CEO Rick Batchelor of his approach to cultural management. “What works for them, what do they want, where do they see themselves in 12, 24, 36 months, and then help them make a plan to grow toward that.”
Adcellerant has been on Inc.’s Best Workplaces list for the last two years and ranked as the No. 2 best place to work in Colorado for a medium-sized company this year by the Denver Business Journal. The company was founded in 2013 and currently employs about 40 people.
Kevin Clark is pulled in a lot of different directions these days: having joined digital knowledge SaaS company Synup less than a year ago, he’s trying to hire lots of new employees, he’s in charge of business logistics on which he’s not necessarily an expert, and his boss might call him at any moment.
Channel marketing automation company SproutLoud had a circular problem: the turnover was bad, which was bad for employee morale, which was causing more turnover. The company’s internal culture was deteriorating—a point at which many startups have struggled to reset their environments, and a point at which SproutLoud’s leadership team took responsibility.
CEO Robert Blatt says the company culture is changing, focusing more on what it means for MomentFeed to be the best place for employees to work. Anticipating change in culture is essential, he says, because what your company is doing well in one period of evolution can prevent it from doing well in the next.
“Younger employees are increasingly looking for mission-driven approaches in their work,” says Bryan Leach, founder and CEO of Ibotta. “They want to go someplace where they will get better and have someone to help them become the best version of themselves.”
A new report from ad firm Adthena, based on data from January 2017 to May 2018, shows evidence that paid search is a valuable beacon of light in the darkness that is consumer “banner blindness, ad fatigue, and near saturation of consumers’ digital ad experiences.”
In one year, digital search company Pointy has grown from 13 to about 30 employees, moved into a new office, and seen significant growth in its product, which allows retailers to publishes their inventories online, attracting potential customers nearby. What hasn’t changed much is the company’s culture, says co-founder Mark Cummins.
“I think that culture is one of the few problems that you have to address before they’re problems,” says TechStars co-founder and co-CEO David Brown. “If you’re struggling to figure out how to grow sales, you can wait until sales are in trouble and still turn it around. But if you wait until you’re in trouble with culture, it’s really hard to turn that boat.”
Audience targeting is getting smarter, and reaching new customers ideal for a given brand’s campaign is getting more feasible thanks to a partnership between location-based digital video network Captivate and marketing intelligence firm Dstillery.
There’s a phrase dataPlor CEO and founder Geoff Michener uses so frequently and quickly that it almost sounds rehearsed: open, direct, transparent communication.
“How we view mistakes is you admit it, you learn very quickly, and then turn it around,” says Sitter.me CEO and co-founder Kristen Stiles. After quoting a client a wrong price, Stiles owned up to the error, and the company develop a new procedure to ensure similar stakes would not be made again.
After three years reporting on “Street Culture,” Street Fight looks back on five ways that company leaders are making their company culture stand out—and some of the best pieces of advice for doing the same at your business.
Justin Angsuwat, Thumbtack’s vice president of people, says the Thumbtack team describes its company culture as the “Midwest of cultures.”
A new report from search intelligence company Adthena shows how consumers are interacting differently with new advertising formats and points to ad innovation as an essential brand investment.
Based a mile from the beach in Santa Barbara, Invoca aims to maintain a culture in which employees know their ideas are important. The company sponsors softball games and ocean-side volleyball and boasts its own band.
For local marketers, dating apps are prized for their location-reliable data. In a report released last week by mobile app marketing and targeting company Liftoff, the best time to register a dating app user is in August.
“Introducing [new employees] to the culture has been very important; it’s important that the people we hire are growth-oriented,” PacketZoom co-founder Chetan Ahuja says. “We want them to already be useful to the business, but their main goal is to grow and to grow with the company. They’re much more valuable that way.”