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Scott Heiferman Wants To Punch Google Glass Wearers

<keyword id="1592158" type="UNKNOWN" weightage="60" keywordseo="meetup">Meetup</keyword> CEO <keyword id="1738349" type="UNKNOWN" weightage="60" keywordseo="Scott-Heiferman">Scott Heiferman</keyword> has been working on getting people offline and having them meet face-to-face in real life for over 10 years now, and he has built up his company<a href="http://www.businessinsider.com/meetup-ceo-scott-heiferman-on-startups-2013-5" target="_blank"> from a tiny team to around 100 people</a>.
"It's nice to have a company where everyone knows each other's names, and where we can all work together," says Heiferman. "One of the things we are trying to pull off here is: 'Can we stay around a 100 people and serve a billion people?"
Watch below Heiferman explain what rightsizing means for his company.
<div style="display:none;" id="kalturavideoplaceholder">kalturavideoplaceholder</div>
 Produced by Daniel Goodman and Kamelia Angelova

Why 100 Employees Might Be The Magic Staff Number For Startups

As <keyword id="1118639" type="UNKNOWN" weightage="60" keywordseo="Google-glass">Google Glass</keyword> begins to slowly make its way out of <keyword id="6355629" type="CITY" weightage="60" keywordseo="Google">Google</keyword>'s top secret R&amp;D labs and into the hands of Googlers, outside app developers, the press, and even some lucky members of the general public, it is, of course, <a href="http://www.businessinsider.com/nobody-really-likes-google-glass-2013-5" target="_blank">eliciting many charged reactions</a>.
Some people <a href="http://www.businessinsider.com/google-glass-experience-2013-5" target="_blank">love it</a>, others <a href="http://www.businessinsider.com/sorry-google-no-one-wants-to-talk-to-their-glasses-2013-5" target="_blank">hate it</a>, and a <a href="http://www.businessinsider.com/google-glass-business-insider-2013-5" target="_blank">bunch of reporters at Business Insider were a bit confused by it</a>.
But <keyword id="1738349" type="UNKNOWN" weightage="60" keywordseo="Scott-Heiferman">Scott Heiferman</keyword>, co-founder and CEO of <keyword id="1592158" type="UNKNOWN" weightage="60" keywordseo="meetup">Meetup</keyword>, has a much stronger reaction to Google's newest gadget.
<a href="http://www.meetup.com/find/" target="_blank">Meetup</a> takes interactions offline and creates communities in the real world, which explains why Heiferman is not too excited about yet another gadget that keeps you in the virtual world.
Back in 2010 when Apple's iPad was just released, he gained some notoriety when he <a href="http://www.businessinsider.com/scott-heiferman-explains-why-he-smashed-an-ipad-with-a-sledgehammer-2010-7" target="_blank">smashed a brand new tablet onstage at a Meetup event</a>.
Watch below his take on Google Glass and its owners. 
<div style="display:none;" id="kalturavideoplaceholder">kalturavideoplaceholder</div>
Produced by Daniel Goodman and Kamelia Angelova

TECH STAR: I Want To Punch Anyone Wearing Google Glass In The Face

<ul class="summary-list"><li>In his new book, <keyword id="14314630" type="UNKNOWN" weightage="60" keywordseo="meetup" source="Orion">Meetup</keyword> CEO <keyword id="14314629" type="UNKNOWN" weightage="60" keywordseo="david-siegel" source="Orion">David Siegel</keyword> shares his best decision-making advice for leaders. </li><li>Siegel describes how he got <keyword id="12360987" type="UNKNOWN" weightage="60" keywordseo="adam-neumann" source="Orion">Adam Neumann</keyword> and <keyword id="12085544" type="UNKNOWN" weightage="60" keywordseo="wework" source="Orion">WeWork</keyword> to agree to his '3 conditions' before accepting the job offer.</li></ul>Meetup was acquired by WeWork in November 2017. David Siegel joined as CEO in October 2018, succeeding Meetup's founder Scott Heiferman. The following is a <keyword id="12047792" type="UNKNOWN" weightage="60" keywordseo="book-excerpt" source="Orion">book excerpt</keyword>.I have been asked often what it's like to interview with a maverick like Adam Neumann. And my answer is always the same: "It's exactly as you would have thought. Insane."Adam didn't ask about my past work experiences. Most of my interview was about family and spirituality. I was given a tour of his private ice bath and sauna (which he apparently would use at 5 or 6 a.m.) and was offered a full- course Israeli vegan spread. While we had a meaningful conversation about life, Adam wasn't convinced that I was the right person to lead Meetup.So, I decided that if given the opportunity for a second interview, I would up my game and channel my inner Adam Neumann. Leaders like to hire leaders like themselves, and if I were to get the job, it would be because Adam would find me similar to himself. Having Adam as an employer, you had to be prepared for anything. Be surprised only about being surprised.A few weeks later, as I walked into WeWork for my second interview with Adam, I spotted a young employee wearing a T-shirt that said "Meetup + WeWork." I was wearing a white dress shirt. Adam surely wouldn't be, so I decided I needed that shirt. I approached the employee and explained that I was interviewing for the Meetup CEO job and that I'd like his shirt.<h2>We went into a closet and I traded my Brooks Brothers button-down for a ragged tee</h2>When Adam saw me, he said, "Man, if you can convince someone to give you the shirt off their back, then you can sell anything." As I had learned earlier: Be bold.WeWork made the decision to hire me, but Adam communicated that he wanted Scott and Meetup's executive team to feel that I was their choice and not WeWork's choice. So, after fifteen interviews with WeWork leaders, I needed to start the process over and have another twelve conversations with Meetup executives.Three of those would be with Scott. The first went OK. The second, better. Still unconvinced, he wanted to meet a third time, this time for sixteen years at the helm, it seemed like he wasn't about to turn it over to someone he barely knew. So he took me to Meetup events around New York City to show me the mission of Meetup in action.We first visited an early-morning soccer game in Brooklyn, where I spoke with a new member of the group who had just moved from Germany. He missed the group of friends he'd played soccer with every week. Thanks to Meetup, he now had twenty new friends to play with and afterward join at the pub.Our next stop was a daily event hosted in a WeWork conference room, a chance to see their synergies in action. I listened in as nearly a dozen women who were all working on their PhDs strengthened and supported each other during what is often an incredibly painful and lonely task.We then headed to Central Park where I met the founder of City Dads, one of the most successful Meetup groups. Many stay-at-home dads had felt marginalized going to mommy-and-me classes and looked to meet other guys in a similar situation to their own. The bonding was awesome and inspirational. Even more amazing was that the group had expanded to more than thirty chapters across the United States and abroad, because when the dads moved they started City Dad Meetup groups in their new cities. <h2>I saw firsthand the growth potential of this very special company</h2>I also realized what a powerful force Scott could be going forward by taking new hires out on similar field trips. It was a wonderful experience.Then reality struck. Scott, apparently still unconvinced I was the one, asked me to have dinner with the entire Meetup leadership team, each of which I'd already met with, and I had to decide whether it was time to put my foot down and say, No. Put up or shut up.I had already spent more than three hundred hours preparing for, traveling to, participating in, and following up after each of my interviews. I felt I was being taken advantage of and at the whim of a founder who was unable (or unwilling) to step aside. On top of that, while they'd been struggling to decide whether I was a good fit for them, I'd been struggling to decide if they were a good fit for me.…At the risk of blowing everything up, I told WeWork that I wouldn't go on another meeting with anyone. I was done. If they wanted to hire me, they should make me an offer or let me know they were going in another direction.And they offered me the job, which I would accept — with three conditions.One of my core beliefs is that if there is an opportunity to negotiate, take it. Don't worry about looking too financially driven. It is that worry that has kept millions of leaders from negotiating aggressively.I've always believed that not only is it not a negative reflection to negotiate compensation, it's actually a negative reflection to not ask for it. Never be shy about negotiating your compensation. Be confident.When I accepted a general manager role at Everyday Health about ten years prior, I learned a great lesson from my boss and founder of the company, Ben Wolin. Ben would often do the direct salary negotiations with executives whom he hired. I was particularly aggressive in a number of my requests.<h2>After the contract negotiation, I asked Ben if he was put off by my aggressive negotiating</h2>Ben responded, "When I hire executives, I like to see how strong they are in advocating for themselves, how willing they are to debate and compromise, and their confidence in themselves. If an executive isn't going to push for a higher salary and benefits for themselves" — or push to stop an endless interview process, I should add — "then they won't push for a key company priority, which likely has less of an impact on them."My first ask of Artie Minson, WeWork's president and chief financial officer, was that I wanted to confirm that I wouldn't be reporting to Adam Neumann. Adam had told me during the interview process that he'd plan to spend one day a month with me at Meetup.That was too much. Even one visit seemed too much. I had nothing against Adam, I was truly awed by him in fact, but it became clear that he had very strong opinions about how Meetup should be run, and I needed a buffer between Adam and me to provide support toward where I wanted to take the company. Artie agreed. What actually happened: Adam never visited even once while I was CEO. I was beckoned often to his office, and that suited me just fine.My second ask was that I didn't want to run a company whose entire purpose was to serve the needs of WeWork. I had concerns about the hyper growth of WeWork and didn't want Meetup's future to be completely based on supporting WeWork's growth. I needed to choose what was right for Meetup instead of what WeWork preferred. Do what is right for the business.In hindsight, this was definitely a smart decision! The company needed to be viable as a stand-alone business. I was uninterested in a mission focused primarily in selling more WeWork seats by creat- ing Meetup events in WeWork offices. Artie quickly agreed to both of these asks.My third ask, the walk-away ask, was related to Meetup's founder. I really liked Scott but fundamentally believed that it wasn't possible to succeed with Scott reporting to me. I loved the idea of Scott being the chairman who would assist on key strategic projects, but Adam insisted to me that he take on an operating role. I made it clear that this wasn't going to work, and we found a compromise that Scott would take a three-month sabbatical (which he deserved more than anyone), then we would reevaluate his role, and I'd be able to make the final call on what it would be. Adam called my decision "Solomonic," and I learned that any time you received a biblical reference from Adam, it was usually good.While these requests might sound aggressive, the best time to negotiate for anything is actually before you accept a job. If a leader does not set up the decision-making processes, reporting relationships, incentive structures, investment needs, and other key priorities prior to starting, then the leader will possibly fail before they even start. Many do.Let me underline that: Many leaders fail before they walk in their door. They are so fearful of asking for specific needs to set themselves up to succeed, perhaps because they fear the job offer will be rescinded if they seem too aggressive, that they often naively believe "it will all work out." It won't. Or they think that their compensation is the most important thing to negotiate. It's not. You need to establish what is important before day one, and how the job will be right for you. Be pragmatic.Now it was time to negotiate my final compensation package. I knew I would take the job at what was offered, so instead of pretending that I wouldn't take it, I said: "Artie, I'm going to accept the job. But I can feel great about accepting the job or I can feel good about it. I don't want to pretend that I won't be accepting it. I want to feel great and I know you want me to feel great. This job is going to be hell for the next three months [Note: I was wrong. It was much longer.] and while I am going through that hell, I want to look back on it and remember that you went to bat for me with Adam Neumann and have no regrets."<h2>Even in negotiations, always be honest</h2>Artie walked out of the room. He called Adam. And Adam gave me what I asked for.I signed the contract immediately and felt elated. I was excited to be reporting to Artie Minson whom I deeply trusted. I had drunk the Kool-Aid and believed WeWork was going to be the next Tesla and couldn't wait to get started. While I had obvious concerns, the moment I signed, they vanished. I was now focused on putting a plan in place. All I needed was a strategic plan and all would work out just as it had always worked out before. I was, of course, dead wrong.A few takeaways from making my Decision 0: Put in the work to make the right choice:<ul><li>Interviewing is dating. Don't marry your first date, and if there are red flags during the dating process, those red flags will only become stronger during marriage.</li><li>Be retrospective after leaving a job. If you left for specific reasons, make sure you don't go back to the same problematic situation.</li><li>The expectations you set during the interview process will come back to haunt you. Be privately aggressive in setting goals, but better to underpromise and overdeliver.</li><li>As a candidate, you have more agency than you may realize. If you feel like you are being taken advantage of, then point it out and say something.</li><li>Don't miss out on pursuing a company whose mission you are aligned with. Try; if you can't succeed, fine, but always try.</li><li>You are always negotiating and everything is negotiable.</li></ul>

I was overly aggressive when I interviewed with WeWork's Adam Newmann for the Meetup CEO role — and it paid off. Here's why I recommend all leaders negotiate every detail.

<ul class="summary-list"><li><a href="https://airtable.com/shr0x5izY2hRti7Rx">Realtime</a>, an invite-only <a href="https://www.userealtime.com/">social networking app</a> cofounded by two Gen Zers, announced in late December a $4 million seed round led by <a href="https://www.businessinsider.com/alexis-ohanian-on-changing-his-approach-to-early-stage-investing-2020-7">Alexis Ohanian</a>'s Seven Seven Six venture fund. </li><li>Users on the app create video chat rooms where they can talk and connect with each other, and also host conferences and group meetings.</li><li><a href="https://www.linkedin.com/in/vernon-coleman-85295bb8/">Vernon Coleman</a>, 23, cofounder and CEO of Realtime, told Insider that the app wants to become the "authentic social layer for <keyword id="159493" type="PERSON" weightage="60" keywordseo="Gen-Z">Gen Z</keyword> and young millennials" and he has plans to expand into the real world after the pandemic subsides. </li><li>Other investors in the app include Kickstarter co-founder Yancey Strickler, former Tinder CPO Ravi Metha, and Twitch co-founder Kevin Lin. Coleman is now one of <a href="https://www.latimes.com/business/technology/story/2020-06-24/tech-started-publicly-taking-lack-of-diversity-seriously-in-2014-why-has-so-little-changed-for-black-workers">the 1% of Black founders that have raised VC funding. </a></li><li>In an interview with Insider, Coleman talks about the company's plans to create a next-gen social service, how he was able to connect with key investors, and what the future holds for him as a Black man in <keyword id="6358815" type="UNKNOWN" weightage="60" keywordseo="tech">tech</keyword>. </li></ul>Last year, <a href="https://www.linkedin.com/in/vernon-coleman-85295bb8/">Vernon Coleman</a> and his friend Kevin Robertson took a risk. In their fourth year at the University of California, Santa Cruz, they dropped out to work full-time on their <a href="https://airtable.com/shr0x5izY2hRti7Rx">social networking app, Realtime.</a>They wanted to redefine social networking for Gen Zers and young millennials. The initial premise of Realtime centered around people meeting each other in person, but the onset of the pandemic forced the duo to rethink everything. "We were like 'Okay, let's rethink what social connectivity and community look like in the age of remote universities,'" Coleman, 23, now Realtime's CEO, told Business Insider. "Where the places where people serendipitously meet are gone." They adapted fast, making <a href="https://www.userealtime.com/">Realtime an invite-only video chatting service</a> that allows users to create chat rooms to talk and hang out with each other. People can also hold conferences and group meetings on it.The app doesn't officially launch until early next year, but big names are already betting big on it. In late December, the app announced a $4 million seed round led by investor <a href="https://www.businessinsider.com/alexis-ohanian-on-changing-his-approach-to-early-stage-investing-2020-7">Alexis Ohanian</a>'s Seven Seven Six venture fund. Other investors include Kickstarter cofounder Yancey Strickler, former Tinder CPO Ravi Mehta, and Twitch co-founder Kevin Lin.Coleman said he wants Realtime to be a "very egalitarian place," in contrast to most social networks, which "are focused on this aspect of status and almost somewhat the worst parts of human beings in how we think and perceive each other."<div type="image" title="Kevin(CTO) and Vernon(CEO).JPG" height="4023" width="5365" msid="79815656" hostid="261"></div>Realtime forgoes traditional social networking features such as likes and followers to focus solely on connecting and fostering social environments. It just finished its alpha testing round, and Coleman said Realtime has already accrued a waiting list, though he declined to say how many people were on it. "People are craving human connection now more than ever and Vernon has identified a unique way to expedite today's evolving need for interaction," Ohanian said in a press release. "His innovative approach to building hyper-personal online communities through instant, real-time video chatting made Realtime a compelling company to invest in." This is also a big deal for Coleman, who identifies as Black. Only <a href="https://www.transparentcollective.com/who-we-are.html#/">about 1% of VC funding goes to Black</a> startup founders, meaning the 23-year-old Gen Zer just became the latest addition to one of tech's most exclusive clubs. <div type="image" title="Realtime" height="2651" width="3535" msid="79815658" hostid="261"></div><h2>Realtime wants to become the social layer for Gen Zers and young millennials </h2>Traditional social clubs and even tech spaces haven't always been known for being the most inclusive spaces and earlier this year, Coleman was part of a group of young people pointing that out.He had a position called "head of Hype" at a place called (eye mouth eye), a social club that started as an inside joke online but quickly began to pick up steam as the group <a href="https://techcrunch.com/2020/06/30/what-eye-mouth-eye-fm-means-for-silicon-valley/">began to criticize Silicon Valley and venture capitalists</a> for fostering an environment of elitism. went on to raise over $200,000 for three charities that support people of color and the LGBTQ community. It started off as a joke, Coleman told Business Insider, but it quickly became an emblem for how young people currently see the system of tech and social spaces. "People either break the cycle or join within the cycle," he said. "If you look at most social networks and communities, they've been built by pretty much the same person." <div type="image" title="Realtime" height="540" width="720" msid="79815659" hostid="261"></div>Right now, only two people are running Realtime: Coleman, who handles operations, fundraising, and product design, and his cofounder Robertson, the chief technical officer, who works on development. Even though the app hasn't officially launched, Coleman said he and Robertson are already trying to figure out how to bring Realtime into the real world once the pandemic subsides.<h2>Seed funding breakthrough after more than a year of hustling</h2>This $4 million funding round is big news for Coleman, who spent the last year-and-a-half hustling for investors. Getting into Silicon Valley had always been a dream of his, Coleman said. Growing up, he moved around a lot. Both of his parents were in the US Navy, and he was born in Okinawa, Japan. They briefly moved to Albuquerque, New Mexico, before settling down in South Carolina when he was around 7 years old.In high school, he would practice building iOS and Android games and he said he always wanted to find a way to intersect technology and entrepreneurship. He used to watch videos about the founding of startups to study how big names in tech spoke - memorizing the names of the entrepreneurs and founders who were making it big. He did so, he said, to understand "how people think and how people viewed the world." This became useful for him as he began to seek investors. It helped that he was able to speak their language. "Every industry has its own type of lexicon," he said. "I remember watching Scott Heiferman talk about Meetup. I remember listening to Yancey [Strickler] talk about confounding Kickstarter," he said. Today, both Heiferman and Strickler are investors in Realtime. <div type="image" title="Vernon Coleman Realtime" height="2613" width="3484" msid="79815661" hostid="261"></div>Sometimes, he said, he would ask his brother, who works in real estate, for money to buy plane tickets and pay for Uber rides so he could get to cities such as San Francisco, Los Angeles, and New York, to meet possible investors. "I would go places and I would ask questions," Coleman said. "Even if that was 'Yo, how do you make it? How do you make it in the game when you don't have the resources financially to do so?'" He was able to meet other investors for Realtime via friends who knew people. Some people, however, Coleman would simply recognize at events or parties and approach - take <a href="https://www.linkedin.com/in/nickcaldwell/">Nick Caldwell</a>, for example, who is the vice president of engineering at Twitter. "I recognized that there was another Black dude doing tech in Santa Cruz," Coleman said. "Santa Cruz doesn't have many black people." Silicon Valley and "Big Tech" in general don't have many Black people - <a href="https://www.cnbc.com/2020/06/12/six-years-into-diversity-reports-big-tech-has-made-little-progress.html">CNBC reported this year</a> that only 3% of Facebook's workforce is Black. And though 9% of Apple's workforce identities as Black, only 3% hold leadership positions. At the start of 2019, about 6% of Twitter's workforce identified as Black - up 2% from 2014, the outlet reported. So when Coleman was at a Facebook conference one day - it didn't take much to recognize Caldwell in the room. Coleman was able to introduce himself to Caldwell and they later went out for coffee. Today, Caldwell's an investor in Realtime. He's the one who made the introduction to <keyword id="1600958" type="PERSON" weightage="60" keywordseo="Alexis-Ohanian">Alexis Ohanian</keyword>, too.

Meet one of the youngest Black entrepreneurs in tech, who just raised a seed round topping $4 million that included Alexis Ohanian

<div class="image-container float_right" style="width:400px"><div class="image"><a href="maps.google.com">Google Earth</a></div></div>Here's what you need to know in <keyword id="6359222" type="UNKNOWN" weightage="60" keywordseo="small-business">small business</keyword> today: 
<ul>
<li>More Americans are becoming entrepreneurs than ever, and they're increasingly optimistic, according to <a href="http://www.babson.edu/Academics/centers/blank-center/global-research/gem/Documents/GEM%20US%202012%20Report.pdf">a study by Babson and Baruch colleges</a>.</li>
<li>The Small Business Administration (SBA) <a href="http://www.washingtonpost.com/business/small-business-administration-starts-new-program-with-banks-to-increase-lending-to-veterans/2013/05/21/afdbc770-c1f5-11e2-9642-a56177f1cdf7_story.html">has started a program</a> designed to boost lending to veterans. </li>
<li>How <a href="http://www.businessinsider.com/meetup-ceo-scott-heiferman-on-startups-2013-5">Meetup CEO Scott Heiferman</a> made it through one of the most difficult periods for his business. </li>
<li>27 of the <a href="http://www.businessinsider.com/best-business-books-for-entrepreneurs-2013-5">most essential books</a> for aspiring entrepreneurs and small business owners. </li>
<li>The SBA <a href="http://www.inc.com/magazine/201306/darren-dahl/microbreweries-small-business-administration.html">is particularly fond</a> of backing microbreweries. </li>
<li>Y Combinator investor Gerry Tan argues that <a href="http://www.businessinsider.com/most-important-startup-question-2013-5">there's one statement</a> that lets you know if a business idea is truly groundbreaking. </li>
<li>Consumer confidence, an important datapoint for looking at the US economy, <a href="http://www.businessinsider.com/conference-board-consumer-confidence-may-2013-5">blew past expectations</a> to reach a 5 year high.</li>
<li>Always worth remembering, starting a business is extremely tough, and the <a href="http://www.businessinsider.com/startup-odds-of-success-2013-5">odds of success are very low. </a></li>
<li>Intuit isn't a small business, but many of its customers are. The company <a href="http://online.wsj.com/article/BT-CO-20130521-713454.html?">attributed a good earnings report</a> to more small businesses using its services and products. </li>
</ul>

More Americans Are Becoming Entrepreneurs Than Ever Before

<div class="KonaFilter image-container display-table float_right"><div><div class="image on-image">AP Photo/Mark J. TerrillDonald Trump.</div></div></div>Tech leaders are taking a stand against Donald Trump.In <a href="https://medium.com/@KatieS/an-open-letter-from-technology-sector-leaders-on-donald-trumps-candidacy-for-president-5bf734c159e4#.hunna75a7" target="_blank">a scathing open letter</a> posted by former Twitter vice president Katie Stanton, leaders from some of Silicon Valley's biggest tech companies, venture-capital firms, and startups voiced their concerns about a Trump presidency - specifically, that Trump "stands against the open exchange of ideas, free movement of people, and productive engagement with the outside world that is critical to our economy."The letter is signed by more than 140 tech leaders, including:<ul><li>CEOs of relatively young tech companies and startups such as Box, Twilio, Slack, TaskRabbit, and Tumblr.</li><li>Well-known VCs and investors like Vinod Khosla, Pierre Omidyar, Shervin Pishevar, and Chris Sacca.</li><li>Tech industry veterans like former Cisco CTO Padmasree Warrior, Apple cofounder Steve Wozniak, and Interactive Corp. CEO Barry Diller.</li></ul>Tech leaders who openly support Trump are rare, with the <a href="http://www.businessinsider.com/peter-thiel-speaking-at-republican-national-convention-2016-7">exception of Peter Thiel</a>, who is a delegate for Trump and will speak at the Republican National Convention next week.<a href="https://medium.com/@KatieS/an-open-letter-from-technology-sector-leaders-on-donald-trumps-candidacy-for-president-5bf734c159e4#.jcv3hsuw9">Read the whole thing here&gt;&gt;</a>Here's the full list of signatories:Marvin Ammori, General Counsel, Hyperloop One Adrian Aoun, Founder/CEO, Forward Greg Badros, Founder, Prepared Mind Innovations; Former Engineering VP, Facebook Clayton Banks, Co-Founder, Silicon Harlem Phin Barnes, Partner, First Round Capital Niti Bashambu, Chief Analytics Officer, IAC Applications John Battelle, Founder/CEO, NewCo, Inc. Ayah Bdeir, Founder/CEO, Little Bits Piraye Beim, Founder/CEO, Celmatix Marc Bodnick, Co-Founder, Elevation Partners John Borthwick, Founder/CEO, Betaworks Matt Brezina, Co-Founder, Sincerely and Xobni Stacy Brown-Philpot, CEO, TaskRabbit Brad Burnham, Managing Partner, Union Square Ventures Stewart Butterfield, Co-Founder/CEO, Slack Troy Carter, Founder/CEO, Atom Factory Sukhinder Singh Cassidy, Founder/CEO, Joyus Vint Cerf, Internet Pioneer Amy Chang, Founder/CEO, Accompany Aneesh Chopra, President, NavHealth; Former US CTO Patrick Chung, General Partner, Xfund Tod Cohen, General Counsel, StubHub Stephen DeBerry, Founder/Managing Partner, Bronze Investments Peter Diamandis, Entrepreneur; Author, Abundance and BOLD Barry Diller, Chairman, Expedia and IAC Esther Dyson, Executive Founder, Way to Wellville; Investor Amy Errett, Founder/CEO, Madison Reed Caterina Fake, Founder/CEO, Findery; Co-Founder, Flickr Christopher Farmer, Founder/CEO, SignalFire Brad Feld, Managing Director, Foundry Group; Co-Founder, Techstars Josh Felser, Co-Founder, Freestyle Capital &amp; ClimateX Hajj Flemings, Founder/CEO, Brand Camp University Natalie Foster, Co-Founder, Peers David Grain, Founder/Managing Partner, Grain Management, LLC Brad Hargreaves, Founder/CEO, Common Donna Harris, Co-Founder/Co-CEO, 1776 Scott Heiferman, Co-Founder/CEO, Meetup David Hornik, General Partner, August Capital Terry Howerton, CEO, TechNexus Reed Hundt, Former Chair, FCC Minnie Ingersoll, COO, Shift Technologies Sami Inkinen, Founder/CEO, Virta Health; Co-Founder, Trulia Craig Isakow, Head of Revenue, Shift Technologies Rev. Jesse L. Jackson Sr., President and Founder, Rainbow PUSH Coalition Irwin Jacobs, Founding Chairman/CEO Emeritus, Qualcomm Inc Paul Jacobs, Executive Chairman, Qualcomm Inc Leila Janah, Founder/CEO, Sama &amp; Laxmi Sujay Jaswa, Former CFO, Dropbox; Founder, Witt Capital Partners Mark Josephson, CEO, Bitly Sep Kamvar, Professor, MIT David Karp, Founder/CEO, Tumblr Jed Katz, Managing Director, Javelin Venture Partners Kim Keenan, President/CEO, Multicultural Media, Telecom &amp; Internet Council Ben Keighran, Entrepreneur; Former Design Lead, Apple William Kennard, Former Chair, FCC Vinod Khosla, Founder, Khosla Ventures; Co-Founder, SUN Microsystems Ron Klain, Executive Vice President, Revolution LLC Walter Kortschak, Former Managing Partner and Senior Advisor, Summit Partners Jared Kopf, Founder AdRoll, HomeRun, Worldly Joseph Kopser, Co-Founder, Ridescout Karen Kornbluh, Former US Ambassador, OECD Othman Laraki, Co-Founder/President, Color Genomics Miles Lasater, Serial Entrepreneur Jeff Lawson, CEO, Twilio Aileen Lee, Founder/Managing Partner, Cowboy Ventures Bobby Lent, Managing Partner, Hillsven Capital Aaron Levie, Co-Founder/CEO, Box John Lilly, Partner, Greylock Partners Bruce Lincoln, Co-Founder, Silicon Harlem Ruth Livier, President, Livier Productions, Inc. Mark Lloyd, Professor of Communication, University of Southern California?-?Annenberg School Luther Lowe, VP of Public Policy, Yelp Nancy Lublin, Founder/CEO, Crisis Text Line Kanyi Maqubela, Partner, Collaborative Fund Jonathan Matus, Founder/CEO, Zendrive Josh McFarland, Vice President of Product, Twitter Andrew McLaughlin, Head of New Business, Medium; Venture Partner, betaworks Shishir Mehrotra, Entrepreneur &amp; former VP of Product &amp; Engineering, YouTube Apoorva Mehta, Founder/CEO, Instacart Doug Merritt, CEO, Splunk Dinesh Moorjani, Founder/CEO, Hatch Labs; Co-Founder, Tinder Brit Morin, Founder/CEO, Brit + Co Dave Morin, Entrepreneur; Partner, Slow Ventures Dustin Moskovitz, Co-Founder, Asana; Co-Founder, Facebook Amanda Moskowitz, Founder/CEO, Stacklist Alex Nogales, President/CEO, National Hispanic Media Coalition Alexis Ohanian, Co-Founder, Reddit Mike Olson, Founder/Chairman/CSO, Cloudera Pierre Omidyar, Founder, eBay Felix W. Ortiz III, Founder/Chairman/CEO, Viridis; Board Member of The NYC Technology Development Corporation Jen Pahlka, Founder/Executive Director, Code for America Barney Pell, Founder Powerset, MoonExpress, Locomobi; Founding Trustee, Singularity University Mark Pincus, Executive Chairman and Founder, Zynga Shervin Pishevar, Co-Founder/Managing Director, Sherpa Capital and Co-Founder/Executive Chairman of Hyperloop One Brandon Pollack, Director of Global Affairs, 1776 Amy Rao, Founder/CEO, Integrated Archive Systems, Inc. Eric Ries, Entrepreneur &amp; Author, The Lean Startup Justin Rosenstein, Co-Founder, Asana Alec Ross, Author, The Industries of the Future Javier Saade, Venture Capitalist; Former Associate Administrator, SBA Chris Sacca, Founder/Chairman, Lowercase Capital Dave Samuel, Co-Founder, Freestyle Capital Julie Samuels, Executive Director, Tech:NYC Reshma Saujani, Founder, Girls Who Code Chris Schroeder, Venture Investor; Author, Startup Rising Jake Schwartz, Co-Founder/CEO, General Assembly Robert Scoble, Entrepreneur in Residence and Futurist, Upload VR Kim Malone Scott, CEO, Candor, Inc; Former Director, Google Tina Sharkey, Partner, Sherpa Foundry &amp; Sherpa Capital Clara Shih, Co-Founder/CEO, Hearsay Social Shivani Siroya, Founder/CEO, InVenture Steve Smith, Executive Director, Public Policy Institute, Government Relations &amp; Telecommunications Project, Rainbow PUSH Coalition Jonathan Spalter, Chair, Mobile Future DeShuna Spencer, CEO, kweliTV Katie Stanton, CMO, Color Genomics; Former VP of Global Media, Twitter Jenny Stefanotti, Co-Founder, OneProject; Board of Directors, Ushahidi Debby Sterling, Founder/CEO, Goldiblox Seth Sternberg, Co-Founder/CEO, Honor Margaret Stewart, Vice President of Product Design, Facebook Jeremy Stoppelman, CEO, Yelp Michael Stoppelman, SVP, Engineering, Yelp Baratunde Thurston, Former supervising producer, The Daily Show with Trevor Noah; Co-Founder, Cultivated Wit Stephanie Tilenius, Founder/CEO, Vida Health; Board of Directors, Seagate Technology Richard D. Titus, Entrepreneur; SVP, Samsung Anne Toth, VP of Policy &amp; Compliance, Slack Bill Trenchard, Partner, First Round Capital April Underwood, VP of Product, Slack Max Ventilla, Founder/CEO, AltSchool Tabreez Verjee, Co-Founder/Partner Uprising; Board Director Kiva.org Jimmy Wales, Founder of Wikipedia Hunter Walk, Partner, Homebrew VC; Former Director of Product Management, Google Tristan Walker, Founder/CEO, Walker &amp; Company Brands, Inc.; Founder/Chairman, Code 2040 Ari Wallach, CEO, Synthesis Corp. Padmasree Warrior, CEO, NextEV USA; Former CTSO, Cisco Laura Weidman Powers, Co-Founder/CEO, Code2040 Kevin Weil, Head of Product, Instagram Phil Weiser, Hatfield Professor of Law, University of Colorado and Executive Director of the Silicon Flatirons Center Daniel J. Weitzner, Principal Research Scientist, Computer Science and Artificial Intelligence Lab, Massachusetts Institute of Technology Emily White, Entrepreneur; Former COO, Snapchat Ev Williams, Founder/CEO, Medium; Co-Founder Twitter, Blogger Monique Woodward, Venture Partner, 500 Startups Steve Wozniak, Co-Founder, Apple Tim Wu, Professor of Law, Columbia University Andrew Yang, Founder/CEO, Venture for America Arielle Zuckerberg, Partner, Kleiner Perkins Caufield &amp; Byers <div class="margin-top"> <h3>NOW WATCH: <a href="http://www.businessinsider.com/apple-iphone-ios-android-annoying-problem-2016-6">The most annoying thing about the iPhone isn't changing any time soon</a></h3> <div> <div> <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="VibW5jNDE69GzqusUkQ8TPgI7rpDSkvZ" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div> </div> </div> </div>

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