How many employees does eventbrite have

Ultimately, they chose to stick it out. And while things have turned around, and the company has seen explosive growth, the founding team came out the other side with a battle-tested commitment to efficiency, a healthy sense of paranoia, and a plan to turn their competitive advantages into sustainable advantages.

The chief metaphor Julia and Kevin use to describe building a company is designing an organism. This has defined their approach to growing and nurturing ticketing startup Eventbrite. Your First Customers. At the beginning, there was nothing.

No team. No product. No revenue. Eventbrite had to figure out a way to get its flywheel turning from zero, and it all started with customers. Diving right in, Julia took charge of marketing, customer service and finance, while Kevin managed product development end-to-end.

Together, they created an extremely tight feedback loop that empowered customers to rapidly influence the service. And when it came to finding these customers, they turned first to their own backyard.

I was literally answering customer service emails from the delivery room when we had our first child. They had to take the computer away from me. Your customers are your lifeline. They give you direct feedback to build in real-time and allow you to future-cast what they will need as you grow. Capital and Not Using It. At his prior startup, payment transfer company Xoom , Kevin says that fraud attacks and unforeseen problems meant they were always on their heels when raising much-needed capital.

He knew that his second act, Eventbrite, would need to be so capital efficient that they could lean forward and go after funding when they needed it. It was deflating but not fatal. Julia has been honored as one of Inc. Casey leads the global product management, design and research teams to drive innovation for event creators around the world. He has spent the past 15 years scaling technology businesses as a skilled growth and product leader, advising companies including Airbnb, Tinder, reddit, and Thumbtack.

As Chief Human Resources Officer, David Hanrahan leads the global human resources team, and plays a key role in leading organizational culture initiatives. Julia oversees the legal function at Eventbrite including product and privacy compliance, commercial operations, litigation, employment and corporate matters. Senator Dianne Feinstein.

Prior to joining Eventbrite, Lanny was the CFO at Yelp where he led corporate finance, accounting, investor relations and workplace functions. Prior to joining Eventbrite, he served as Chief Technology Officer for RetailMeNot and also held leadership positions at Amazon, first as the chief technology officer of Woot. Her career spans more than two decades of leading communications strategy, building brand engagement, and accelerating business growth for global corporations and start-ups.

Julia Hartz. The scene internally at the company was chaotic Wednesday morning, as entire teams and employees learned their fate. A spokeswoman for Eventbrite said in a statement provided to Protocol that the company would be "connecting with every employee to provide clarity around what these changes mean specifically for them and their role through video meetings and, in some cases, small group video meetings, since we're all working remotely.

We'll be continuing to communicate with employees to share additional information and address questions over the coming days. Another employee who spoke with Protocol said the call was done over Google Hangouts, and that Hartz appeared to be reading from a prepared statement.

The meeting lasted less than 10 minutes; Hartz did not take questions from employees. There's only so many ways that can go. In addition to deep cuts on the sales team, the field operations team and customer success teams have been gutted, employees at the company said. Eventbrite's online ticketing firm's business is built almost exclusively around live events, and as a result has seen revenue projections fall off a cliff during the COVID outbreak. Even before the pandemic gripped the globe, Eventbrite was struggling, with sagging morale inside its San Francisco headquarters as investors watched executives struggle to integrate Ticketfly, an acquisition meant to help the company double down on live music events.

The pressure to expand its relatively small presence in online events has been amplified in recent days. The company spokeswoman declined to answer questions for this story, including what percentage of Eventbrite's revenue comes from virtual events today.

We are committed to taking care of impacted employees during this already difficult time and in addition to severance, we are providing extended health benefits and dedicated job replacement support," the company said in a written statement. Matt Drange is a former senior reporter at Protocol.

He's received numerous journalism awards and in was named the best young business journalist in the country by the Society for Advancing Business Editing and Writing. Reach Matt at mdrange protocol. As it envisions a new crop of social apps in VR and beyond, Meta has to balance safety and privacy. Andrew Bosworth wants to give developers tools to fight harassment, but not police everything that people do in VR. Janko Roettgers jank0 is a senior reporter at Protocol, reporting on the shifting power dynamics between tech, media, and entertainment, including the impact of new technologies.

Previously, Janko was Variety's first-ever technology writer in San Francisco, where he covered big tech and emerging technologies. He has written three books on consumer cord-cutting and online music and co-edited an anthology on internet subcultures.

He lives with his family in Oakland. How do you keep people safe in the metaverse? That's a question Meta, the company formerly known as Facebook, has been grappling with for some time. And the answer isn't all that simple. The metaverse may be little more than a concept for now, but the safety problem is anything but theoretical: People regularly experience harassment in VR apps and experiences, including those running on Meta's Quest VR headset.

Even the company's own employees are not immune. Earlier this year, an unnamed employee told co-workers in the company's internal Workplace forums that they had been accosted in Rec Room, with other players shouting the N-word at them without an obvious way to identify or stop the harasser. The discussion, which became part of the public record when it was included in leaked Facebook documents supplied to Congress, shows that the problem is not isolated.

One participant noted that similar cases are being brought up internally every few weeks, while another personally experienced harassment as well. Meta's head of consumer hardware and incoming CTO, Andrew Bosworth, told Protocol on Friday that the specific incident discussed in the leaked document could have been mitigated if the employee had made use of existing reporting tools.

However, he also acknowledged that the problem of harassment in VR is real. He laid out ways the company is aiming to solve it, while pointing to trade-offs between making VR spaces safe and not policing people's private conversations. I think the tools that we have in place are a good start.

Blocking in virtual spaces is a very powerful tool, much more powerful than it is in asynchronous spaces. We can have someone not appear to exist to you. In addition, we can do reporting. This is a little bit similar to how you think of reporting in WhatsApp.

Locally, on your device, totally private and secure, [you] have a little rolling buffer of what's the activity that happened.

And you can say, "I want to report it," [and] send it to the platform developer or to us. That kind of continuous recording is something you are only testing in Horizon so far, right? It's a first-party tool that we built. It's the kind of thing that we encourage developers to adopt, or even make it easier for them to adopt over time.

And we feel good about what that represents from a standpoint of a privacy integrity trade-off, because it's keeping the incidents private until somebody chooses of their own volition to say, "This is a situation that I want to raise visibility to. But it's also just recording audio. How much does that have to do with the technical limitations of the Quest? It's audio plus some metadata right now, [including which] users were in the area, for example.

I don't think there is a technical limitation that prevents us from doing more. We're just trying to strike a trade-off between the privacy and the integrity challenges. That's going to be an area [where] we tread lightly, make sure [tools we roll out are] really well understood before we expand them. You've been saying that you want to put privacy first when building new products for Meta. How does that conflict with building safe products?

Safety and privacy are highly related concepts and are both very high on our list of priorities. But, you know, even my friends say mean things to me sometimes. The path to infinite privacy is no product. The path to infinite safety is no social interaction. I don't think anyone's proposing we take these to their extremes. The question is: What are healthy balances that give consumers control? And when you have privacy and safety trade-offs, that's super tough.

The more [social VR spaces] are policed, the less privacy you're fundamentally able to ensure that people have. So it's case by case. There's not a one-size-fits-all solution on how to resolve those priorities when they compete. You are also dealing with a space that's still very new, with a lot of VR games coming from relatively small companies. How can you help those developers fight harassment? We want to build tools that developers can use, at the very least on our platforms.

Identity is a strong example. If developers integrate our identity systems, even behind the scenes, they have a stronger ability to inherit things like blocks that suggest that two people don't want to be exposed to one another. That's going to take time for us to build, but that's the direction we want to go in.

Some of them we could potentially require for our own platform, some we would offer for those who choose to use [them]. As we move toward a metaverse world, what role will platform providers play in enforcing those rules? Right now, there seem to be two blueprints: game consoles, where companies have very strict safety requirements, and mobile platforms, where a company like Apple doesn't tell app developers how to do moderation.

What will this look like for AR and VR devices in the future? Our vision for the metaverse is very interoperable. We very much expect a large number of the social spaces that people occupy in the metaverse to be cross-platform.

To have people in them who are on mobile devices, in VR headsets, on PCs or laptops and on consoles and more. So this is kind of my point: You have to give a lot of the responsibility to the person hosting the social space. Are they informing customers of what the policies are and what the risks are? And if they're informed, are consumers allowed to make that decision for themselves? I don't want to be in a position where we're asserting control over what consumers are allowed to do in third-party applications, and what they're allowed to engage with.

How much does Meta's plan of getting a billion people to use the metaverse within the next decade depend on getting safety right from the get-go? I think it's hugely important. If the mainstream consumer puts a headset on for the first time and ends up having a really bad experience, that's obviously deleterious to our goals of growing the entire ecosystem.

From a windowless phone closet in a warehouse in Potrero Hill in San Francisco, Eventbrite was started in by 3 co-founders. They bootstrapped the company for the first 2 years and didn't even think of hiring until their 4th year. Since then, there has been no looking back. The key lesson learned over the past 10 years? Recently named by Forbes in their 40 under 40 list , Julia Hartz is co-founder and new CEO of Eventbrite, a billion dollar company which has successfully disrupted the ticketing industry.

They built a platform to provide a delightful experience for both ticket sellers and buyers. As of , Eventbrite has ticketed over 2. Hartz and her co-founders envisioned to democratize ticketing when they started Eventbrite 10 years ago.