Jon Oringer Quotes
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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.
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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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To make a computer do something that would take a human a long period of time was always interesting.
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I've never been very flashy or high-profile.
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There aren't enough people out there that are becoming experts in technology as technology moves.
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We look for the scrappy entrepreneur: the kind of person who will get things done without looking to spend money right away.
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There's tonnes of room for more people in the tech market, and there are lots of content gaps that have still not yet been tapped into.
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I opened up Shutterstock to the whole world. I created a contributor community that anyone could give stock photography a shot.
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Shutterstock has the tech ethos. Rex has the relationships, packaging, and merchandising know-how.
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To ensure we are meeting the demands of existing customers while also attracting new users, we remain focused on building cutting-edge technology and introducing new and innovative product offerings.
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Rex has photographers around the world - it's a higher touch business: there are a lot of relationships involved. If you throw an event, there are certain photographers you've worked with before and you want there.
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The best thing is to go public only when you're absolutely sure that's the right move for the company. And in order to make sure that is the case, you need to have as much control over the company as possible, which means not giving up control early on.
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I met with several public company CEOs to learn about their experiences of going public and listened to as many earnings calls as I possibly could.
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By investing in diverse asset types from SD video to HD video to 4K video, we can satisfy the video needs of a wide array of users.
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I don't own a helicopter because I want someone to bring me places quickly. I own it because it's an incredible machine that I like to fly and learn about. I like the complexity of it.
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At Shutterstock, we've been offering tutorials to customers and contributors on our blog for many years. Our audience already viewed us as thought leaders on the latest digital and creative skills; we felt it so natural for us to launch Skillfeed, which is an online marketplace for professional learning.
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We believe PremiumBeat will accelerate our mission to make licensable music accessible to every creator.
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Evolution has been the key tenet of success over the past 13 years, and we have transformed from a single subscription e-commerce image business into a company with a diversified portfolio of content offerings, servicing the needs of businesses of all types and sizes globally.
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As I started college, I started to build software products that I could sell to people over the Web.
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I like San Francisco, but I don't think I'd want to work in Palo Alto. It seems like a pretty rough commute. In many ways, I think New York has a lot of things the West Coast doesn't have.
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Was I going to start companies outside of Shutterstock or inside? Going public kind of meant I was going to start them inside, and I kind of thought this through and decided that if I was going to do that, I was going to continue to operate Shutterstock like it was an incubator of startups.
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Editorial imagery licensing includes celebrity, entertainment, sports, and news images that capture what is happening in the world around us.
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I would still rather be in Silicon Alley. I like the West Coast also, but it's sort of fragmented. You have companies in downtown San Francisco, companies in Mountain View, and people are driving between them all. It's kind of nice in New York to just jump in a cab and reach another company so easily.