If you use your old business models to restrict people, they're going to find ways to get that content the way they want it.
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I really like the mission at SurveyMonkey, which is, we help people make better decisions. It's just a great thing.
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In general, you don't want competitors to understand your business outside of telling people your revenue and profitability numbers.
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I go home, I have dinner with my wife and kids, and after my kids go to bed, I'm back online doing stuff.
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'Cosmopolitan' used to publish five covers across the U.S. so that if one was unpopular, it wouldn't tank their entire sales.
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I just find that people can waste a lot of time in meetings, so I try to restrict meetings to the minimum that they need to be. But I have lots of time in my day where I am available to have informal conversations, where I grab someone to talk, and people can just walk up to my desk and talk to me.
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There's not a whole lot of advantage for a company to be public.
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Most of what we've done at SurveyMonkey is create a market, which I would say is much harder than trying to enter a market that already exists. But if you get it right, it can become a great business.
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We saw that our customers required help beyond the data sets they had and that they could benefit from a wider opinion. So we built SurveyMonkey Audience, and we've now got 4 million users who signed up to take surveys. Our clients can choose the demographic they want to hear from, and we can provide that sample.
