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Offset is helping to expand our relationship with large enterprises and serve a broader set of imaging.
Jon Oringer -
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.
Jon Oringer
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We sell to businesses who sell other stuff, so we're just going to concentrate on doing that.
Jon Oringer -
All businesses need images to sell their products and services.
Jon Oringer -
Every time someone downloads a picture, the photographers get paid about 30% of what we charge.
Jon Oringer -
I love meeting contributors and hearing how we inspire them to create art. I'm also proud of creating hundreds of jobs.
Jon Oringer -
In the early days, start-ups make the main mistake of hiring people to do the work that they could do themselves.
Jon Oringer -
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.
Jon Oringer
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I've little in common with the scene in Silicon Valley and San Francisco. I'm a New Yorker.
Jon Oringer -
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.
Jon Oringer -
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.
Jon Oringer -
Just as we are enhancing the customer side of our marketplace, we are also looking for ways to increase our contributor expense.
Jon Oringer -
I've never been very flashy or high-profile.
Jon Oringer -
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.
Jon Oringer
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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.
Jon Oringer -
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.
Jon Oringer -
I opened up Shutterstock to the whole world. I created a contributor community that anyone could give stock photography a shot.
Jon Oringer -
Offset and Skillfeed are examples of products launched in 2013 that have expanded our opportunity with both large enterprises and across new content types.
Jon Oringer -
As we continue to grow, the question is, how do you keep the company as innovative as it was 15 employees ago?
Jon Oringer -
I was trying to create products to complement the pop-up blocker. All these people were giving me their credit cards. I figured I could sell them something else.
Jon Oringer
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It turned out it was really easy to create commercial stock footage.
Jon Oringer -
To make a computer do something that would take a human a long period of time was always interesting.
Jon Oringer -
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.
Jon Oringer -
I wanted a CFO with public company experience; I needed an HR department, new office space, and a board which could help me grow the business. Insight, the private equity firm I chose, helped me with all that.
Jon Oringer