After ten years running a business, This Founder Became CEO. Here’s how She Tackles New Challenges With Conviction.

Eventbrite’s Julia Hartz shares her best problem solving and communication strategies.

Julia Hartz says she believes that bringing people together could be a catalyst for real change. It’s the philosophy that drives Eventbrite, the global ticketing platform that she co-founded with her husband Kevin and Renaud Visage.

After ten years in business as the business’s president, Hartz took on the positioning of CEO in April of 2016. Her first year as CEO included a substantial milestone, the largest event that Eventbrite has ever helped power: the Women’s March on Jan. 21. Hartz says that the business had greater than a million registrants around the world at 150 events. Not only is it an enormous mobilizing moment, Hartz discovered that it had been a professionally clarifying one on her behalf aswell.

“When those ideas happen in your daily life … you definitely understand that you built the proper platform for the proper reasons. By the end of your day, that’s why we built Eventbrite,” Hartz told Entrepreneur . "Kevin and I were inspired by the thought of really democratizing ticketing, essentially allowing for anybody to produce a movement, or a meeting or a live experience around any topic, passion, curiosity or cause. While I wish we didn’t need the Women’s March, I’m certainly happy it just happened and I’m happy that people played a little part in it.”

Furthermore to creating a thriving platform that powers nearly three million events around the world, processes between two and three million tickets weekly and has generated a lot more than $8 billion worth of gross ticket sales since 2006, Hartz has generated a workforce greater than 500 employees in 10 countries.

50 percent of Eventbrite’s executive leadership team comprises of women, and so ‘s almost half of the business’s global employee base. A lot more than 20 percent of technical roles are filled by women, as are 33 percent of the company’s board seats. Hartz says that from the start it had been imperative to produce a culture that could allow many different voices to be heard.

Entrepreneur spoke with Hartz for more insights on creating a pipeline for leadership, how exactly to communicate your vision and navigating new challenges.

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What do you consider sets Eventbrite’s company culture apart?

There’s been an intention since day one which it’s as vital that you us that people build profits just as much as we create a wonderful culture and a lasting legacy of an excellent company. We’ve created this inclusive environment that’s very thoughtful with regard to how exactly we can create allyship, how exactly we create mentorship and the type of voices are heard. The gender parity is a thing that has been organic to Eventbrite since we started creating a team.

The only causation I possibly could indicate is having a lady founder. I do need to give Kevin full credit, he’s a remarkably strong feminist. I wouldn’t be the CEO of Eventbrite if it weren’t for him being my mentor and my coach most of these years. I just believe it’s type of a modelling program where you could see women who are in leadership positions and you could see yourself for the reason that position because you can model yourself after [those women]. And we see that over the board.

What workplace issues are you passionate about?

We’re about 29 percent female technical talent [in the U.S.] and 24 percent globally. I believe that that’s a location where Let me even go farther both on representation percentage but also [in terms of] seniority. That’s really a fascinating challenge because while there are increasingly more junior level female technical talent there is less and less senior female technical team simply by type of the sheer amounts of the pipeline and the erosion of the pipeline as time passes. So I’m centered on that next.

The other thing I’m really passionate about is parental leave. If there is ever a political issue to place my name behind, [that will be it]. I’m actually trying to actively look for who I can study from and who I could support because I believe that that is clearly a systemic societal issue that people have to fix. It’s obviously challenging to resolve from a federal level however the concept is pretty basic, which is that humans probably must not be penalized for procreating, since birth rate is something we value in america.

It still gets swept beneath the carpet somehow. THEREFORE I think from a from a business leader standpoint, you have a little bit of latitude merely to solve the problem within your own microcosm. Just how I consider it, is how do i create a host where when people proceed through that very wonderful milestone, they aren’t feeling like they are disadvantaged or they’re struggling. Plus they feel actually supported. The business must not be the adversary for the reason that situation.

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Is there different parts of the human brain that you utilize as founder and CEO, having spent greater than a year in the CEO role?

There are moments when I say, "I’m putting my founder hat on now." Usually, that is clearly a very idealistic perspective, sometimes irrational or emotional. Less pragmatic. I believe there’s real value in having a founder CEO. Obviously, I’m biased, but I’m driven by an objective and a mission and a vision, not only profits. However in order to achieve success as the CEO of a company, you must balance both and you must adopt [this sense of] pragmatism.

My previous role as president, I could be type of just all idealistic. So it is a balancing act for certain. But I really do think it’s one which Personally i think honored to play. I believe it’s such a particular thing in order to run your own company because I don’t believe it’s a formality that the founder would also operate as the CEO. I don’t feel eligible for it, let’s put it that way. Personally i think like I’m the very best person for the work given my background and where I result from, nonetheless it is a constant uphill learning curve.

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That which was a recent challenge you’d to navigate? How did you treat it?

I believe that addressing profitability was certainly a challenge. That way to profitability within the last type of a mile to a location where we’re in an extremely good solid profit zone, was one which I believe stretched us with techniques which were healthy. We really got there on our very own volition, nonetheless it was a combined mix of grit and tenacity in bringing the business along around.

Marrying the vision with where we have to go to be considered a strong, independent company was a challenge. I believe I could overcome that challenge by empathetic communication and providing context and perspective to the business. We have a worldwide company with 14 offices across the world. That [communication] doesn’t just happen with one all-hands meeting. It had been really a fitness of repetition. I learned an excellent lesson there which is if you need visitors to hear something, you must tell it them more often than once and you must be consistent.

What does entrepreneurship mean for you?

I believe entrepreneurship is combining a passion with the tenacity to problem-solve and the fearlessness to fail. The matter that I [would want to tell] those people who are say, in a graduate business school class about entrepreneurship and expect that they can just go out and begin an effective company is that being truly a successful entrepreneur is actually being the individual who fails minimal. It is just a fitness in a whole lot of different trial-and-error moments and failures. You should assume that things aren’t always likely to go how you intended. But somehow, you should adopt an unyielding sense of o

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