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Try to rally up as many people as you can with as much information as you can to try to get it to appear in front of the right people in the organization who are the decision-makers to greenlight the project.
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Each time I went to create my website, I needed imagery. It was complicated to get, the process was expensive, I had to negotiate rights. I knew there had to be a better way.
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The decisions you make affect a lot of people. You have investors, employees, and customers who all rely on you. Being a leader is a 24-hour-a-day job.
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We continually hear from our engaged customer base that Shutterstock's content is a true differentiator, given not only the size of the library but also the quality and diversity of the images we offer.
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I love meeting contributors and hearing how we inspire them to create art. I'm also proud of creating hundreds of jobs.
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Every time someone downloads a picture, the photographers get paid about 30% of what we charge.
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All businesses need images to sell their products and services.
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Just as we are enhancing the customer side of our marketplace, we are also looking for ways to increase our contributor expense.
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I've little in common with the scene in Silicon Valley and San Francisco. I'm a New Yorker.
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Offset and Skillfeed are examples of products launched in 2013 that have expanded our opportunity with both large enterprises and across new content types.
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Shutterstock's ability to cultivate a healthy and expanding marketplace for both customers and contributors remains a key competitive advantage and a crucial component of our sustained growth.
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Many entrepreneurs have shifted their focus to pursuing VC funding as a primary strategic priority instead of concentrating on generating value for their users. This is worrisome because raising capital alone is misleading as a benchmark for success.
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Some people are serial entrepreneurs and want to just move on to the next thing. They just want to clean the slate and start from scratch. I feel that sometimes, too, and the way that we do that here is we build things inside Shutterstock: we launch new products all the time.
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I figured managing people was obvious - I'd tell someone what they needed to do and they'd do what I wanted. It turns out that's not the case. It was frustrating at first.
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In the early days, start-ups make the main mistake of hiring people to do the work that they could do themselves.
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Anyone can contribute images, and we sell them to designers and agencies all over the world.
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In 2013, we opened our first international office in London and established a European hub in Berlin.
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At around 50 employees, you get to the point where you can't see what's going on all the time. So you start to have weekly check-ins, and you have days that go by without knowing exactly what's going on.
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I shot images of everything I could find over the course of a year. I would go all over the world and take pictures. In a day, I could easily take thousands.
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I believe anything has to be possible. You have to be able to face any problem that comes along and unravel it into a solution.
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It turned out it was really easy to create commercial stock footage.
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I think that initial independence is very important; that's what being an entrepreneur is all about.
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As we continue to grow, the question is, how do you keep the company as innovative as it was 15 employees ago?
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When I started Shutterstock, I tried to get people access to big events. It's very hard to keep up, to publish them quick, and to get the right photographers.