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Currier: iVillage started copying us, and I was very worried about it for proba-
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bly a year, and then it all just faded away. Probably because it s hard to get the engineers, the psychologists, and the writers to talk to one another. You ve got to build a culture and communication amongst a small group of people so that they can get things done.
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Livingston: What was different about the way you motivated them Currier: My willingness to communicate with people and my understanding of their need to form their brains and their language around their relationships with each other and the product we needed to create. I genuinely cared about my people, and I built a culture where you communicate you don t blame and you learn what the heck the other person s talking about. You, psychologist, you need to learn a little about engineering. You, engineer, you need to learn a little about what the user actually experiences. You have to understand why they like the question this way so that the writers can do their job. So it was really just a matter of empathy that I had for the team, and communication style. You have to figure out how to hire people who are nice, communicative, smart, and capable. If you re missing one of those four things, you can t stay. And so you have to churn people out and be willing to let them go. It was painful, but I knew from the beginning we were going to have to do that. Livingston: What was most surprising to you about starting a startup Currier: How painful it was. I woke up on October 3, 1999, at around 4 a.m. with my chest burning from fear and pain about not knowing what to do, and worrying that I had taken my friends and mentors money. I had realized that what I was trying to do was not working, and that I didn t know how to fix it and I was in way over my head. Livingston: How did you keep going
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Currier: I put one foot in front of the other. I was sleeping 4 hours a night with
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the help of NyQuil, and then I d just keep thinking, keep trying to find the language and find new employees, trying to meet the VC who would understand my vision and back me. I met with 43 VCs.
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Livingston: Since you were a VC, could you speak their language better than
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Currier: I remember saying to them, Look, in 4 years, we ll be doing $18 million
in revenue with $4.5 million of profit. After that the sky s the limit. I m an ex-venture guy; I m telling you the truth. We can get to $18 million in year 4, and 30 times $4 million is a $120 million valuation for the company at that time. You ll get 20 times your money. They all told me $18 million wasn t interesting. And I d say, But most people will tell you $50 million, and you know they re lying. I m already discounting it because I m a venture guy just like you are. And they d say, Yeah, but $18 million just isn t interesting. So I changed my spreadsheet to say $50 million. And they said, OK, that s pretty interesting.
Livingston: Can you think of another example where you had to pull off a trick
to advance
Currier: Well, of course you sometimes have to exaggerate. If you think there
are three places where you can get a lease, then you just say you have a lease so you can move to the next step. You ve got to say you are a step ahead of where you actually are to move to the step that you want to be at. To move to step two, people have to believe that you re already at step two so there s no risk for them. Because they don t want to take on your risk you have to take it all on. And then you have to take on the risk of fibbing.
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