anthemos georgiades net worth

@zumper Stories Uncategorized I grew up in London. what was the premier league called before; It is not closely married to [14:55] and thats where its still on [14:58] I think Silicon Valley has a long way to go where when I got my first introductions to VCs to Kleiner, to Andreseen, to Graylock, to NEA, it often came through my graduate school network where someone was like, Hey, this guy is leaving HBS. Everyone filling gaps where they could and it [07:02] fulfilling gaps in to where youre skilled and so I think the most obvious thing to do for that is to hire people with very different skill sets to you that allows you to never really have awkward overlap and egos because everyone is kind of skilled at something very unique. Likewise. So I guess without further ado, Anthemos Georgiades from Zumper, welcome aboard. Anthemos Georgiades: Yeah. Saying that, if you do have multiple term sheets the second point is of course, like before you get to liquidity, revenue is irrelevant and if revenue gets in the way of bringing either the consumer on to your platform or the supply side person on to your platform, you should not be trying to charge. If you guys are Zumper website, you can kind of kind at zumper.com the Contact Us or on Twitter I am just @anthemos, A-N-T-H-E-M-O-S on Twitter and yeah, I respond to people. As CEO, Anthemos has raised $39.2 million in venture capital from investors including Kleiner Perkins, Goodwater Capital, Breyer Capital and Foxhaven Asset Management, including a Series B round in Oct. 2016 when many start-ups were struggling. Anthemos Georgiades: Yeah. Anthemos Georgiades: Oh wow, good question. Over-Communication. Originally from London, he has an MBA from Harvard Business School, MPhil from the University of Cambridge, and BA from the University of Oxford. We saw it would take three to six months to integrate Pat Mapper and their backend that engineering project we worked really hard and quickly just over a year to integrate so we underestimated like how much work was required to integrate them by 3x. You always have more nos that more yeses in fundraising but it was ultimately about just hustling my network as much as possible. I was just talking to a friend of mine about this. "While many markets cool off during the winter, Miami is still posting month-over-month increases. For every successful fundraise, every single company have a lot of nos. I was also doing, Ive been doing marketplaces for I think like 10 years now and I remember in the last company, I would go and meet with investors and they kept asking me for the chicken and the egg. In terms of investors, I guess two comments. In terms of the dynamics, I think in the early days, you kind of through osmosis graduate towards like the things that are important. Got it. Unluckily weve made some phenomenal early hires so the company that have all scaled to leadership roles, thats fantastic for retention because those people know that we could have hired from outside but we bet on them and it worked and so Zumper is a place to build theyre career not somewhere else. And frankly, the process is a pain in the ass. You know its interesting that you mentioned the chicken and the egg. Russell Middleton Co-Founder. And then my other cofounder Kurt Taylor I met through his mother who was an [04:43] and it was another example of just pure hustle. Budget in my opinion perhaps should be allocated to something else. So it was never I want to be an entrepreneur journey. Were growing very quickly but none of that was true obviously in the first two years. I mean if you could give some kind of like tips you know both fronts it would be really fantastic. I guess the question that I would ask you and perhaps some advice for some of those that are listening, that are building a business that is more around the network effects, the marketplaces, should they walk the other way if the investor is asking too much about revenue early on on the financing cycles? Over time, its great to be able to bring in your team. But I guess you were saying then here the shift, kind of like shifted more from like growth of users perhaps retention to more kind of like deep revenue growth. So you still have to land it and once youre on the door it doesnt matter where you come from you have to have something good. And talking about hustling the network, was there any because I mean those networks that you have I think the network of Harvard is really fantastic and then you know the BCG as well but is there like any process that you followed to really like leverage the network? And we built this website using an outsource development shop in Europe that just tested one assumption of the end game which was can we get users in 2011, 2012 just as mobile was coming online to apply and close apartments from their phone. You can set the expectations and then see what happens and if its not a good fit upfront, you can go with the different option on the table. Anthemos Georgiades: Yeah, I mean BCG I think you get access to the 23 year olds CEOs who had been working for 40 years and kind of crazy in consulting you take the shortcut in your careers to being in the board room. For me, its Zumper, an apartment rental platform. Your job is to raise capital and your job is to kind of hire and retain the best talents. I love it. anthemos georgiades net worthperpetual futures binance. But I will say the one thing is true is that you always raise on momentum. Please subscribe to unlock this content. So we want to be the first ever kind of full stack rental platform for long term leases and we monetize that two ways. They are the two ways that Zumper currently monetizes them and there are two folks that [11:35]. Of course. They may not understand marketplace as well as you but they may be able to bring a brilliant way of thinking about how to bring the supply on [30:20]. How autonomous can people be at the junior levels? Published by at June 13, 2022. You start to build depth and management structures. So what is the best way, Anthemos, for people that are listening to reach out and say hi? I grew up in London. Alejandro: Got it. The one unifying theme in every fundraising Ive run is momentum. So I as British person moving to Silicon Valley in 2012 I have never run a startup before. Thats quite motivating for people. It was kind of [31:51] as early as we did to buy another stock up that was kind of four years in. Not really actually. So it was never I want to be an entrepreneur journey. So I guess like I have one thing to follow up on this. I was just talking to a friend of mine about this. Got it and before we actually dive in to the journey here, so consulting and. In many instances, really acquisitions are great to either feel growth on the company itself, either on the product or perhaps by adding a great talent, but unfortunately many M&A transactions fail really on the integration side of things. Anthemos Georgiades is co-founder & CEO of Zumper, the largest startup in the rental industry. You shameless have to mine your network and I think all CEOs and entrepreneurs have to find that edge of how did they meet one of these investors, how did they meet someone that knows them. [06:54] the early days and it worked where there was just all hands to the pump. So what I wanted to ask you here is in terms of on boarding lets say this type of, because its a different beast, you know type of investors so how does the approach from evaluating an investor that is a VC, an angel or an angel group shift towards evaluating a potential strategic corporation that is looking to become part of your cap table? So seed, series A, series B, series C, I was always the point person in the fundraise. But oh we must have had like 20 persons or 20 people say not now or later. So watching board members from the early investments are [19:38] who now runs Good Water but was originally Kleiner and then Eric [19:42] from Kleiner and theyre both experts at product market set. Absolutely. I mean youre doing various jobs, head of sales, head of finance, head of fundraising, head of like DZ. You know marketplaces and liquidity is king like you were pointing to finding what you need in the shortest period of time because otherwise theyre going to go elsewhere. You always have more nos that more yeses in fundraising but it was ultimately about just hustling my network as much as possible. Anthemos Georgiades: Yeah, I think its probably the DNA of your culture is I think a lot of it is built in the tough times. Yeah. Were growing very quickly but none of that was true obviously in the first two years. Alejandro: Of course. This pellet stove is a good heating solution for a smaller rather than a . Weve only been working with Axle Springer for four months now but they are fantastic. And then my other cofounder Kurt Taylor I met through his mother who was an [04:43] and it was another example of just pure hustle. Shalin Amin Chief Experience Officer. It is ultimately the culture. I met Russel who [04:01] engineering products through just the personal connections in London. Pat Mapper caters to 25 and under and kind of big college populations. And it is the culture that keeps people here, not the compensation or anything else. They were [sexy 23:47] company and really fantastic fundraisers but the rounds just take a long time, due diligence take a long time. Well, first of all, your point about quashing the egg and shooting the chicken. Well, today's guest noticed that experience and wanted to improve it. And as you know as and your listeners know, youre going to get a lot of nos on the way. Culture is everything and so investing in people making sure I as the CEO spend a lot of time as much as possible with people who dont report to me is absolutely critical and that is ultimately like the fabric on how most companies are run. Alejandro: Got it. Now we have supply so the six months curve at the series B was all about users and millions of monthly users and then at the series C it was much more revenue curve. There was no book [01:41]. So what I wanted to ask you here is in terms of on boarding lets say this type of, because its a different beast, you know type of investors so how does the approach from evaluating an investor that is a VC, an angel or an angel group shift towards evaluating a potential strategic corporation that is looking to become part of your cap table? Well help you prequalify renters and actually get the renter in to a lease, signing the documents, paying the first month deposit but well charge you a percentage of the lease fairly. Whats your story and most importantly, how did you get started with the entrepreneurial bug? Two sided marketplaces are so difficult. Make sure tenants understand why things are . Oh wow, good question. We both wanted to be entrepreneurs. They are brilliant about. So you kind of just have to [25:29] but just to be clear yeah, we had far more nos than yeses at the seed round. That is where your focus is and even though you kind of missed doing some of the stuff and the weeds and my team continue to tell me to get away from the weed and continue to [36:12] the 50,000 set, you have to let it go and trust your team to do a better job than you were doing. Got it. I have no experience doing that. A lot of that is in the bank. So it doesnt always work out and I think thats fine. Zumper Board Member Related Hubs Unluckily weve made some phenomenal early hires so the company that have all scaled to leadership roles, thats fantastic for retention because those people know that we could have hired from outside but we bet on them and it worked and so Zumper is a place to build theyre career not somewhere else. How autonomous can people be at the junior levels? I was really impressed when because its not hard, its almost impossible to land VC such as Kleiner Perkins on literally your first financing round, the seed round. Saying that, if you do have multiple term sheets the second point is of course, like before you get to liquidity, revenue is irrelevant and if revenue gets in the way of bringing either the consumer on to your platform or the supply side person on to your platform, you should not be trying to charge. Youll get terms sheets and yeses hopefully quicker than that but this process takes a while and as the money increases and a few rounds become more complicated, it can take more than three months as well. So I wouldnt be too picky early. Background Report for Anthemos Paul Georgiades Includes Age, Location, Address History for Anthemos Paul Georgiades Arrest, Criminal, & Driving Records Social Media Profiles And so I didnt really think about it too often because this is kind of 15 years ago but then I moved to another six or seven times into an apartment rentals in London, in Boston, in New York and the process is so bad every time, not just in searching but also in actually like getting the apartment. Anthemos Georgiades: Hey, thanks for having me. A lot of that is in the bank. Alejandro: Got it. Its really built in the dark days of when stuff is really difficult and I think Zumpers culture now is we have a lot of users still remembers and its a testament to those dark days and we never take anything for granted. So Anthemos, whats the business model here? Yeah. In terms of the dynamics, I think in the early days, you kind of through osmosis graduate towards like the things that are important. Saying that, in the early days you kind of need to bring on all the capital that you can. Its so hard to get marketplaces liquidity so correct, the beautiful thing as you know is when you have it, it took us three years to get to that, it just runs and you just grow naturally when you have both sides but its so hard to get to it. Got it. For me, its Zumper, an apartment rental platform. Dave Costantino Staff Engineer - Backend. They wanted to close apartments like they book a hotel and so took the status of like 35 different apartments we leased using the technology in San Francisco to VCs and said, Hey, were really going to rebuild all of this but heres some data that shows this really can work at scale, and thats how we raised the first million dollars from some of the names that you mentioned. So we have several million users using our platform every month now which is great and next year we wanted tens of millions of users a month and were poised to doing that. How did you find these investors? So M&A are strategic [33:48]. Yeah. Anthemos Georgiades is the co-founder and CEO of Zumper, the largest startup in the rental industry, used by more than 26 million renters last year alone. At scale you get to do that and have those teams. He was with HBS 10 years ago. At Zumper, based in San Francisco, he leads the company in its mission to make renting an apartment as easy as booking a hotel. But I guess you were saying then here the shift, kind of like shifted more from like growth of users perhaps retention to more kind of like deep revenue growth. You shameless have to mine your network and I think all CEOs and entrepreneurs have to find that edge of how did they meet one of these investors, how did they meet someone that knows them. How does the day to day at Zumper work? Got it. I kind of looked through in Crunchbase which connections I have into which fund. It is not suppose to be easy. When you look your cofounders, your team in the eye and you know theyre ready to go and theyre resilient and they come back in to build and try the next thing and youve kind of worked out together this is part of the game. So in terms of timeline, you were mentioning that the C round, you guys closed this 46 million a couple of months ago. Since 2012, Georgiades has grown Zumper to over 200 employees, 178 million annual visits, and raised $178 million in venture capital for the company. So you acquire not long ago Pat Mapper and how did this come together? I mean youre doing various jobs, head of sales, head of finance, head of fundraising, head of like DZ. How do you take a company with those tractions, 10 million in revenue. Its so hard to get marketplaces liquidity so correct, the beautiful thing as you know is when you have it, it took us three years to get to that, it just runs and you just grow naturally when you have both sides but its so hard to get to it. Raising money first, marketplace businesses is still really difficult and Ive raised $90 million and Im still saying it is difficult. So the series B, weve done story now look at how quickly the renters are growing on the platform. At scale you get to do that and have those teams. Got it. 1.4.1 - Provisions of this Code Declared . It was not something Ive really ever thought about before. It was just purely hustling my network for six months to find people who are really great cultural fit but also have very different skill sets to the one I have. So that was great. Theyre struggling to kind of grow their audience because they didnt have enough listings whereas Zumper at the getgo we had a lot of unique landlords on the platform that no one else had. I mean to a point network gets you an intro but a lot of intros are 10 minute meetings where the VC immediately decides its not for them which is totally fair. Could you meet him? And so whereas that doesnt guarantee any success we obviously have to have really good numbers and a really good story to tell them. So I think as your company matures, you look for investors that have something that you dont have and so for us, were not yet doing $100 million in revenue. So I saw NEA, Kleiner Perkins, Graylog, Andreesen Horrowitz, just to name a few. And your cap table I mean as I was reviewing I just felt as I was looking at the Oscars of Silicon Valley, the red carpet. Now my cofounders were phenomenal in bringing them to meetings. I guess the question that I would ask you and perhaps some advice for some of those that are listening, that are building a business that is more around the network effects, the marketplaces, should they walk the other way if the investor is asking too much about revenue early on on the financing cycles? Not really actually. It was always a man, there is a really tough problem that consumers experience and no one is solving it. Prior to his work at Zumper, Georgiades worked at the Boston . Great question. Were going to charge you per lead or for the smaller landlords we charge them if theyre [11:15] for the transaction. Like many of our most successful entrepreneurs. Zumper CEO & Co-Founder Anthemos Georgiades makes renting an apartment as easy as booking a hotel, shares insights on monetizing marketplaces, diversifying r. They were super lean team of under five people and its been a great deal for Zumper like we have one backend, one sales team and then two consumer platforms. We both had ideas to be entrepreneurs but neither of us have the guts to actually go for it. Everyone filling gaps where they could and it [07:02] fulfilling gaps in to where youre skilled and so I think the most obvious thing to do for that is to hire people with very different skill sets to you that allows you to never really have awkward overlap and egos because everyone is kind of skilled at something very unique. Budget in my opinion perhaps should be allocated to something else. You just get to this kind of motion of you all feel the same and you kind of pull in the same direction. It has to be me and thats how I started the company six years ago after business school. You start to build depth and management structures.

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