Stacie Bloom on Solving Problems With Public Private Partnerships

In Chapter 18 of 19 in her 2011 Capture Your Flag interview with host Erik Michielsen, Stacie Grossman Bloom answers "What are Public Private Partnerships and Why are They Important to What You Do?" She notes these public private partnerships are alliances that bring together academic and industry groups to collaborate and drive fields forward. In her experience at the Sackler Institute, Grossman Bloom notes how public private partnerships also enable traditional competing firms such as Coke and Pepsi to come together, share information, and work with universities to solve global problems.

Stacie Grossman Bloom is the Executive Director at the NYU Neuroscience Institute at NYU Langone Medical Center. Previously, she was VP and Scientific Director at the New York Academy of Sciences (NYAS). She earned her PhD in Neurobiology and Cell Biology at Georgetown University and did a post-doctoral fellowship at Rockefeller University in New York City. She earned her BA in Chemistry and Psychology from the University of Delaware.

Transcript: 

Erik Michielsen: What are public private partnerships and why are they important in what you do?

Stacie Grossman Bloom: So public private partnerships are alliances that bring together industry people with academic people, typically, and why they are important is because very often and historically those two sectors have been siloed. A lot of people believe that by forcing conversations between those two sectors and increasing collaborations and cross-fertilizations of ideas, that you can drive fields forward.

Erik Michielsen: So, why are they important to the nutrition science program that you’ve just launched?

Stacie Grossman Bloom: A public private partnership is a really important element of the Sackler Institute because it brings often-competing groups of people to the table and forces them to talk in a more collaborative way, to hopefully drive progress in the field. In our public private partnership we currently have a number of leaders who have come on board. This includes Pepsi, Coke, Pfizer, Abbott, Johnson & Johnson, DSM, Nestle. I think it’s pretty clear what the impact is of bringing these mega companies together at one table. But then when you are also introducing the academic partners, Cornell, Columbia, Tufts, Hopkins, Wageningen University, universities from all over the world. You are starting with such a powerful group of people and sharing information that may not normally be exchanged.

How Entrepreneurial Spirit Brings Out Best Performance - Slava Rubin

In Chapter 1 of 12 in his 2011 Capture Your Flag interview with host Erik Michielsen, IndieGoGo co-founder and entrepreneur Slava Rubin answers "When are You at Your Best?" Beyond surrounding himself with great people and getting sleep, Rubin makes it a point to set priorities and make lists. As an entrepreneur, he finds value in his conviction that anything can get done. This helps him bring out his best in what he does. Rubin is co-founder and CEO of IndieGoGo.com, a crowdfunding startup whose platform helps individuals and groups finance their passions. Before IndieGoGo, Rubin worked in management consulting for Diamond Consulting, now a PWC company. Rubin founded and manages non-profit Music Against Myeloma to raise funds and awareness to fight cancer. He earned a BBA from the Wharton School at the University of Pennsylvania.

Transcript: 

Erik Michielsen:  When are you at your best?

Slava Rubin:  When I’m surrounded by good people and I get enough sleep.

Erik Michielsen:  How do you manage that?

Slava Rubin:  Well, it’s tricky because, you know, when you’re an entrepreneur, there is never something that you shouldn’t be doing.  There is always more work to be done.  But it’s just about prioritizing, you know, putting everything in a list and then execute them.

Erik Michielsen:  How has being an entrepreneur brought out your best?

Slava Rubin:  I mean I would say just the whole risk/reward part of it and really trying to understand that the people that can stop you, hopefully, are just yourselves, right?  So if you have the entrepreneur spirit, you think anything can be done, and, really, that can be applied really well towards anything in life.

Entrepreneur Life Myths and Realities - Slava Rubin

In Chapter 3 of 12 in his 2011 Capture Your Flag interview with host Erik Michielsen, IndieGoGo co-founder and entrepreneur Slava Rubin answers "How is Life as an Entrepreneur Different Than You Imagined It Would Be?" Going in, Rubin expects it to be similar to what he saw on "The Big Idea" with Donny Deutsche. He notes, in reality, being an entrepreneur is more work, more exciting, and more rewarding than he ever imagined. Rubin is co-founder and CEO of IndieGoGo.com, a crowdfunding startup whose platform helps individuals and groups finance their passions. Before IndieGoGo, Rubin worked in management consulting for Diamond Consulting, now a PWC company. Rubin founded and manages non-profit Music Against Myeloma to raise funds and awareness to fight cancer. He earned a BBA from the Wharton School at the University of Pennsylvania.

Transcript: 

Erik Michielsen:  How is life as an entrepreneur different than you imagined it would be?

Slava Rubin:  I mean I always thought it was interesting when I like saw other entrepreneurs, especially when I’m like watching CNBC, and I’m just hearing people’s stories, or Donnie Deutsch who had this – "The Big Idea", and like the really regular entrepreneurs who told about their dreams.  I would just say that it’s more work than I even thought, it’s more exciting than I even thought, and it’s genuinely more rewarding to be part of it than I even thought.  I’ve always been a person that likes the concept of there used to be thin air, and then based on your actions, something happened, and you created something.  And I always thought that was important, but being a part of it really from the entrepreneur perspective is even more amazing.

How to Find Teaching Moments in Success and Failure - Slava Rubin

In Chapter 4 of 12 in his 2011 Capture Your Flag interview with host Erik Michielsen, IndieGoGo co-founder and entrepreneur Slava Rubin answers "What Makes Failures More Meaningful Learning Experiences Than Successes?" Rubin notes both failures and successes are learning experiences. He makes a point to celebrate, share, and understand successes with the team when they occur. He uses failures to help navigate the team toward successes, citing a Michael Jordan story as a way to put the entrepreneurial journey in context. Rubin is co-founder and CEO of IndieGoGo.com, a crowdfunding startup whose platform helps individuals and groups finance their passions. Before IndieGoGo, Rubin worked in management consulting for Diamond Consulting, now a PWC company. Rubin founded and manages non-profit Music Against Myeloma to raise funds and awareness to fight cancer. He earned a BBA from the Wharton School at the University of Pennsylvania.

Transcript: 

Erik:  Why are failures more meaningful learning experiences than successes?

Slava Rubin:  Well, I think both are important.  You really have to understand when you do something well and when there is a success and make sure to share it with everybody on the team and really understand how we got here and enjoy it.  

I think the failures just help us learn how to navigate towards the success.  There is a classic Michael Jordan commercial where it’s like black and white and he’s walking out of a tunnel and he says ‘I have shot – I have missed, you know, 97,000 free throws, I have missed 100,000 shots, and for all these misses, you know, that is why I have won six championships.’  It’s because he’s been out there and put it out on the line.  Like any entrepreneur, you know, with great risk it can come reward, and with risk comes some failures.

Erik Michielsen:  Is there one specific failure that you can point to in your development that’s really helped you get to where you are now?

Slava Rubin:  I would say that there have been some painful times whether it be like when my dad died of cancer when I was fifteen or even with IndieGoGo, you know, the market crashed in 2008, and it was pretty bleak times with my two co-founders, and I – and it was just about really focusing on what’s important in either one of those situations, and looking forward, and just taking one step at a time, and executing, and here we are.

How IndieGoGo Startup Founders Evolve into Leaders - Slava Rubin

In Chapter 5 of 12 in his 2011 Capture Your Flag interview with host Erik Michielsen, IndieGoGo co-founder and entrepreneur Slava Rubin answers "How Has Your Role Evolved as Your Business Has Grown?" IndieGoGo started with three people, Rubin, Eric Schell, and Danae Ringelmann. They name themselves "The Eyes, The Hands, and The Heart" at the inception, where Rubin, the eyes, handles publicity, marketing, and public relations. Schell, the hands focuses on technology, and Ringelmann, the heart, manages business operations, customer relations, and partnerships. Over time, as the company expands and hires employees, Rubin, Schell, and Ringelmann take on more management responsibilities that go beyond the blocking and tackling from the early days. All the while, they follow their "List, Prioritize, Execute" plan. Rubin is co-founder and CEO of IndieGoGo.com, a crowdfunding startup whose platform helps individuals and groups finance their passions. Before IndieGoGo, Rubin worked in management consulting for Diamond Consulting, now a PWC company. Rubin founded and manages non-profit Music Against Myeloma to raise funds and awareness to fight cancer. He earned a BBA from the Wharton School at the University of Pennsylvania.

Transcript: 

Erik Michielsen:  How has your role evolved as your business has grown?

Slava Rubin:  Yeah, I mean when we first started, it’s just the three of us, the three co-founders, so Eric Schell, Dane Ringelmann, and myself, and the three of us, we like to call ourselves the eyes, the hands, and the heart.  So I’m the eyes; I do a lot of external stuff, marketing, PR, biz dev, things like that.  Eric is the hands, so really putting in the implementation, making sure that the actual development and design is all great.  And Dane is the heart, so managing the day-to-day dealing with our customers and making sure that our partners are all happy.  

And it’s amazing that we just started as the three of us, always kind of debating, and discussing, and proving, and yelling at each other, and now we have employees, and we’re growing, and we really just have to evolve to learn how to not always be as hands-on, really make sure we company-build and bring in the right employees who are all smarter than us and better than us.  And so it’s really about managing growth and trying to figure out how to prioritize, again.  I mean it’s all we – at the company we talk about list, prioritize, execute, and that it’s really about working with the team and working with employees as opposed to just always blocking and tackling, which I still have to do a lot of that for sure.

What Makes a Good Business Partner - Slava Rubin

In Chapter 6 of 12 in his 2011 Capture Your Flag interview with host Erik Michielsen, IndieGoGo co-founder and entrepreneur Slava Rubin answers "What Makes a Good Business Partner?" Rubin notes balance is fundamental, as is positive conflict. The conflict helps create balanced perspectives. Early on, shared vision, effective communication, and execution are key. As the team grows and begins hiring, or "company building", it becomes increasingly important trust exists between partners and their respective roles and responsibilities. Rubin is co-founder and CEO of IndieGoGo.com, a crowdfunding startup whose platform helps individuals and groups finance their passions. Before IndieGoGo, Rubin worked in management consulting for Diamond Consulting, now a PWC company. Rubin founded and manages non-profit Music Against Myeloma to raise funds and awareness to fight cancer. He earned a BBA from the Wharton School at the University of Pennsylvania.

Transcript: 

Erik Michielsen:  What makes a good business partner?

Slava Rubin:  I think that there has to be balance between the partners as to who is bringing what to the table.  You can’t really have, in my opinion, all of the same, and you don’t wanna ‘yes’ each other.  You need to have some positive conflicts so you can have discussions where you can balance perspectives.  I think a good partner in the early days will just rock out and nail execution on whatever they’re supposed to be doing. Our team is our most valuable part, and everybody just really focuses on their part.  

Trust is so important when you know that somebody else is handling a whole separate part of the business.  It’s really important that you can just turn your head, walk away, and then focus on your part, because if you’re concerned, distracted, or not really thinking it’s gonna come through, you won’t be as productive as you can be in your area. In the long run they’ll be able to just be your partner in scaling the business and in company-building, meaning just hiring folks.  But I think in the early days, it’s just a shared vision.  You have to be friendly and you have to be able to execute what you bring to the table.

How Learning to Say No Helps CEO Grow Business - Slava Rubin

In Chapter 7 of 12 in his 2011 Capture Your Flag interview with host Erik Michielsen, IndieGoGo co-founder and entrepreneur Slava Rubin answers "Where Has Learning to Say No Been Most Impactful in Your Growth as an Entrepreneur?" Rubin notes that between his Year 1 and Year 2 Capture Your Flag interviews, his company has grown and press, new business, and investor opportunities are abundant. He needs to make sure he is managing company growth, evolving a working product, and managing client relationships while choosing to engage new opportunities. Rubin is co-founder and CEO of IndieGoGo.com, a crowdfunding startup whose platform helps individuals and groups finance their passions. Before IndieGoGo, Rubin worked in management consulting for Diamond Consulting, now a PWC company. Rubin founded and manages non-profit Music Against Myeloma to raise funds and awareness to fight cancer. He earned a BBA from the Wharton School at the University of Pennsylvania.

Transcript: 

Erik Michielsen:  Where has learning to say no been most impactful in your growth as an entrepreneur?

Slava Rubin:  Well, especially going from our previous interview to now, there is just so much more opportunity at IndieGoGo whether it be new press opportunities, new clients, new business development opportunities, new investors, new interviews, new anything, and you can really go crazy trying to follow all of these opportunities but you also have to build your company and have happy clients and make sure that the product works really well and improve it.  

So it’s really around balancing what you should say yes to and what you should say no to.  I lean towards saying yes, but the focus and the execution requires no’s, and I think it’s just really important to be confident in when no is the right thing to say.

When is Convertible Debt Preferable to Equity Financing a Startup - Slava Rubin

In Chapter 8 of 12 in his 2011 Capture Your Flag interview with host Erik Michielsen, IndieGoGo co-founder and entrepreneur Slava Rubin answers "What Factors Informed Your Decision on Whether to Use Convertible Debt or Equity Financing?" Understanding money source - sophisticated vs. non-sophisticated - is a fundamental first step. Sophisticated investors, which includes angels and venture capital firms, tend to have more valuation experience. Non-sophisticated investors, which includes friends and family, tend to be less valuation savvy. Rubin notes convertible debt financing offers valuation flexibility good for working with non-sophisticated investors. Given the lower startup costs and increasing number of non-sophisticated investors entering the financing pool, many early stage startups are choosing this over equity. Rubin is co-founder and CEO of IndieGoGo.com, a crowdfunding startup whose platform helps individuals and groups finance their passions. Before IndieGoGo, Rubin worked in management consulting for Diamond Consulting, now a PWC company. Rubin founded and manages non-profit Music Against Myeloma to raise funds and awareness to fight cancer. He earned a BBA from the Wharton School at the University of Pennsylvania.

Transcript: 

Erik:  What factors inform your decision on whether to use convertible debt or equity financing?

Slava:  Yeah, I mean I think it’s really important, especially today, as you’re able to accomplish a lot more with your business and prove a lot more with less money, it’s really important to decide where your money is coming from, whether that be coming from institutions, or from angels who are sophisticated, or maybe just friends and family, and as you do that, what you don’t wanna do is get stuck with evaluation from people that don’t really, should we say, have an understanding of your business and aren’t really experts in doing evaluations.  So it’s really important to know how much money you’re trying to raise and where you’re at in the life cycle of your business.  I think you’re seeing a lot more people using convertible debt these days because it comes much quicker, there’s a lot less terms, and you’re finding a lot more money from folks that aren’t official, sophisticated VCs.  So with all that new money on the table, you don’t want to lock yourself down with evaluation that might not be appropriate whether it be too low or too high, so convertible debt is definitely interesting for folks in the earlier part of their process.  From a VC investment perspective or equity, there comes a point where folks need to know exactly how much they own, and they like to know their percentages and how much they’re gonna be involved in the company.  So as you get further into the life cycle, I think that becomes really important.

How to Evaluate Potential Investors - Slava Rubin

In Chapter 9 of 12 in his 2011 Capture Your Flag interview with host Erik Michielsen, IndieGoGo co-founder and entrepreneur Slava Rubin answers "What Criteria Are You Using to Evaluate Potential Investors?" First, Rubin notes the importance of aligning ambition and goals. Second, he looks for more than money with investors. With finding money getting easier, Rubin looks for investors who have contacts, expertise, and experience that can help the company improve and grow. Rubin is co-founder and CEO of IndieGoGo.com, a crowdfunding startup whose platform helps individuals and groups finance their passions. Before IndieGoGo, Rubin worked in management consulting for Diamond Consulting, now a PWC company. Rubin founded and manages non-profit Music Against Myeloma to raise funds and awareness to fight cancer. He earned a BBA from the Wharton School at the University of Pennsylvania.

Transcript: 

Erik Michielsen:  What criteria are you using to evaluate potential investors?

Slava Rubin:  No matter who you’re trying to add in to the business, whether it be employees, or partners, or investors, it’s really important that it all has alignment as to what you’re trying to accomplish, right?  So you have a shared vision, you have a shared understanding as to what our goals are as a company.  Regarding investors, specifically, it’s a classic saying ‘you want to find more than just money’ or sometimes they call it ‘dumb money’ or ‘smart money’.  It’s becoming easier and easier to find the cash, whether it be credit cards, or loans, or IndieGoGo, or one off angels, or dentists, or lawyers, but really what you wanna find is folks that can give you advice based on their experience as running companies before, or maybe they have the right network for your industry to get you certain business development relationships, or certain distribution deals, or certain partnerships; or maybe they have expertise in areas that your founding team or your small team doesn’t have yet, whether it be in technology, or sales, or operations, or maybe scaling the company.  

So what we look for when we talk to investors is always about, you know, what is your participation going to be with us and how can we work together to make the company better.  It’s also – it’s just always very important as a default that we’re all on the same page as to what we’re starting to accomplish.  Some investors are looking in to only create billion-dollar companies, and some investors are looking to create ten-million-dollar companies and sell them.  So you just need to make sure that everybody is on the same page as to what we’re all trying to accomplish.

How Online Brand Builds Offline Customer Relationships - Slava Rubin

In Chapter 11 of 12 in his 2011 Capture Your Flag interview with host Erik Michielsen, IndieGoGo co-founder and entrepreneur Slava Rubin answers "What Have You Learned About How an Online Brand Can Build Offline Customer Relationships?" He begins by creating a message that customers believe from the product experience. With his company IndieGoGo, it is "Anyone in the world can create a campaign to raise more money from more people faster." This online message transcends into the physical experience customers have creating and conducting campaigns. Rubin is co-founder and CEO of IndieGoGo.com, a crowdfunding startup whose platform helps individuals and groups finance their passions. Before IndieGoGo, Rubin worked in management consulting for Diamond Consulting, now a PWC company. Rubin founded and manages non-profit Music Against Myeloma to raise funds and awareness to fight cancer. He earned a BBA from the Wharton School at the University of Pennsylvania.

Transcript: 

Erik Michielsen:  What have you learned about how an online brand can build offline customer relationships?

Slava Rubin:  Managing a brand, period, is just really important and challenging. Trying to transcend from offline to online or online to offline is very challenging, but I would say that the more that you can create a message that resonates with your customers, not something that you’re trying to make them believe but they believe in the experience of using your product, and you can concisely use that message across the board, it’s just really important, because it becomes then, instead of just using a tool, it becomes an experience that everybody is part of.  At IndieGoGo, we say that anybody in the world can create a campaign to raise more money for more people faster.  So that’s our brand.  I can repeat it.  

But really it’s just a matter of more money for more people, and that’s why they come to IndieGoGo.  That’s why from any country in the world, they come, they create campaigns, and that’s what they’re looking to feel and experience, and we try to have that permeate whether it be online or offline. 

How Entrepreneurial Spirit Shapes Career - Audrey Parker

In Chapter 2 of 21 in her 2011 Capture Your Flag interview with host Erik Michielsen, entrepreneur Audrey Parker answers "What Made You Realize That You Were an Entrepreneur at Heart?" Parker first accepts the "entrepreneur" identity after co-founding her company, CLEAResult; however, upon reflecting upon her past experiences, Parker recognizes she has been happiest when she is creating something. She recalls helping a woman start fter graduating from college, Parker helps to start an insurance agency. While in college, she helps to start a women's a cappella group. Parker is currently on a one-year sabbatical. Parker co-founded CLEAResult, an energy management consulting firm. In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies. In late 2010, CLEAResult was sold to General Catalyst Partners. Parker graduated from Wake Forest University.

How Selling Company Creates Cathartic Moment - Audrey Parker

In Chapter 3 of 21 in her 2011 Capture Your Flag interview with host Erik Michielsen, entrepreneur Audrey Parker answers "Since We Last Spoke a Year Ago, What Has Been the Most Exciting Thing to Happen in Your Life?" Parker realizes she has the opportunity to choose a different path in life. In 2010, she found herself fully committed to her company, CLEAResult, and how it was her identity. She learns to see that experience - co-founding, growing, and selling her company - as a chapter that sets the stage for what comes next in her life. Parker is currently on a one-year sabbatical. Parker co-founded CLEAResult, an energy management consulting firm. In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies. In late 2010, CLEAResult was sold to General Catalyst Partners. Parker graduated from Wake Forest University.

What Makes Failures Great Learning Experiences - Audrey Parker

In Chapter 5 of 21 in her 2011 Capture Your Flag interview with host Erik Michielsen, entrepreneur Audrey Parker answers "Why are Failures More Meaningful Learning Experiences Than Successes?" She notes the tough failures have taught her the most about herself and helped her develop. She recalls a CLEAResult software project where things didn't work out as planned. Deciding to scrap the failure taught Parker and her team about taking responsibility to look for warning signs or problems that lead to something much larger. Parker is currently on a one-year sabbatical. Parker co-founded CLEAResult, an energy management consulting firm. In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies. In late 2010, CLEAResult was sold to General Catalyst Partners. Parker graduated from Wake Forest University.

How Family Values Set Entrepreneur Career in Motion - Audrey Parker

In Chapter 6 of 21 in her 2011 Capture Your Flag interview with host Erik Michielsen, entrepreneur Audrey Parker answers "Where Has Your Family Been Most Supportive Throughout Your Entrepreneurial Journey?" Growing up, Parker's parents teach her to pursue what makes her happy. Knowing she has the love and support of her family helps Parker gather courage to take the entrepreneurial leap. Once an entrepreneur, Parker's family provides her support that helps her develop. Parker is currently on a one-year sabbatical. Parker co-founded CLEAResult, an energy management consulting firm. In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies. In late 2010, CLEAResult was sold to General Catalyst Partners. Parker graduated from Wake Forest University.

Why Entrepreneurs Need Great Cheerleaders - Audrey Parker

In Chapter 7 of 21 in her 2011 Capture Your Flag interview with host Erik Michielsen, entrepreneur Audrey Parker answers "Why is It Important for an Entrepreneur to Have Great Cheerleaders?" Parker notes having optimistic and supportive cheerleaders are there to remind you who you are. She notes entrepreneurial business can be a roller coaster and having people around you supporting you provide the calming presence that have helped Parker get through difficult times. Parker is currently on a one-year sabbatical. Parker co-founded CLEAResult, an energy management consulting firm. In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies. In late 2010, CLEAResult was sold to General Catalyst Partners. Parker graduated from Wake Forest University.

What Building and Selling Company Teaches Entrepreneur - Audrey Parker

In Chapter 8 of 21 in her 2011 Capture Your Flag interview with host Erik Michielsen, entrepreneur Audrey Parker answers "How Has Going Through a Full Cycle of Starting, Growing, and Selling a Company Been Most Educational in How You See Your Career?" She finds the greatest value learning it is possible and that the cycle works. In each period, Parker immerses herself in the process, finding the most personal satisfaction in growing the company. In the end, she finds reward knowing the business she helped build was surviving and thriving and poised for future growth. Parker is currently on a one-year sabbatical. Parker co-founded CLEAResult, an energy management consulting firm. In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies. In late 2010, CLEAResult was sold to General Catalyst Partners. Parker graduated from Wake Forest University.

What Separates a Good Consultant From a Great One - Audrey Parker

In Chapter 9 of 21 in her 2011 Capture Your Flag interview with host Erik Michielsen, entrepreneur Audrey Parker answers "What Separates a Great Consultant from a Good One?" She notes a great consultant listens whereas a good consultant talks. Too busy talking, a good consultant thinks he or she already knows their audience interest and motivation. She finds listening to a client or audience to be a far more effective strategy. What they say at first may not be the underlying problem requiring attention. Parker is currently on a one-year sabbatical. Parker co-founded CLEAResult, an energy management consulting firm. In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies. In late 2010, CLEAResult was sold to General Catalyst Partners. Parker graduated from Wake Forest University.

What Makes a Good Business Partner - Audrey Parker

In Chapter 10 of 21 in her 2011 Capture Your Flag interview with host Erik Michielsen, entrepreneur Audrey Parker answers "What Makes a Good Business Partner?" She notes a good business partner combines instinct, trustworthiness, a sense of humor, commitment to success, and an ability to be flexible. She enjoys being around a positive-minded person who is optimistic who also can inspire and unify teams across different environments. Parker is currently on a one-year sabbatical. Parker co-founded CLEAResult, an energy management consulting firm. In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies. In late 2010, CLEAResult was sold to General Catalyst Partners. Parker graduated from Wake Forest University.