Dan Siroker has always believed in the power of data and experimentation. A former project manager at Google and director of analytics under President Barack Obama, Siroker believes that experimentation should be one of the highest-order cultural values of an organization. To that end, Siroker co-founded Optimizely, a globally adopted software tool that enables businesses to experiment and fine-tune their businesses based on data.

From product development to front-end conversions, Siroker believes that a culture of experimentation should start from the top and trickle to the bottom, fueling growth on a large scale. Otherwise, organizations that are too afraid of risk and intolerant of failure end up undermining their ability to innovate.

In this interview, Siroker shares his strong belief in the power of experimentation, and how startups can use data to their advantage, now more than ever. He also shares one of the biggest lessons he's learned in his entrepreneurial career, and how he is building a 100-year legacy with his company.

Growing up as a fanatical skateboarder first in Ohio and then moving to California as a teen to pursue skating professionally, many of his friends and fellow skateboarders were older than him and running their own businesses.

From a very young age, he was steeped in skateboarding’s DIY culture, always on the lookout for the next frontier in the sport, or scrappy new brand to emerge from the scene. From skate shops to clothing companies, Dyrdek was exposed to a variety of entrepreneurial ventures early in life.

Key Takeaways

• The core traits Dyrdek looks for when investing in businesses and entrepreneurs
• What his “core to more” philosophy is and how it contributes to a company’s longevity
• Dyrdek’s many business successes (and failures) and what he learned from each

Former firefighter Steve McLeod turned his passion for helping people into a nationwide business, scaling his Fire and Safety Australia company to eight figures in 10 years. In addition to running a profitable company, McLeod also empowers entrepreneurs by teaching them how to become more courageous and run goal-focused businesses that never give up.

According to McLeod, it takes courage to protect and serve, especially when danger could be present at every turn. But it takes another kind of courage to withstand the pressures of entrepreneurship to build and scale a $20 million dollar company.

In this inspiring interview, McLeod discusses his latest book, Courage for Profit, and reveals some of the gold he has learned from his own struggles, successes, and failures. He outlines the key principles entrepreneurs need to embody if they want to scale their businesses. We salute McLeod for his passion for serving and helping people. Way to go!

Key Takeaways

• The 4-part formula that fueled McLeod’s massive success
• The red-green-yellow matrix system for smashing goals (you've probably never heard this before)
• The key to being super-focused, even if you struggle with constant distractions
• The two most important things you need to know to scale your company
• How to hire and keep the employees who will drive your business forward

Gary Muller’s company is thriving. His Mill House Inn in East Hampton, New York has been in business for 20 years and recognized by Travel + Leisure and the Travel Channel, highly rated by Zagat, and featured in other prominent publications. His properties have welcomed celebrities and prominent people from all over the world.

If you ask Muller the secret to his success, he'll likely tell you that his family is largely responsible. "Family" is how Muller describes his employees at the inn, and he believes all leaders should treat team members as such, displaying empathy, instilling trust, and creating an environment where going “above and beyond” is a daily occurrence.

Muller is in the people-helping business. Whether that means serving his cherished guests or connecting with his work family, his care for other people runs throughout his unique leadership style. Learn how Muller has grown such a loyal and dedicated team, and how he fosters a work culture that has led to massive business success.

Key Takeaways

• The most important trait to look for in a potential hire (it has nothing to do with skills)
• When it’s time to let people go, even if it pains you to do so
• The difference between leadership and management, and how one is critical to growing a business
• How to ensure your team is doing their best work, without micromanaging