Match Group CEO 播客长谈产品、AI 与约会文化，但未披露可交易的新增财务或订单事实

【播客逐字稿全集 · In Good Company with Nicolai Tangen】
单集:Match Group CEO: Digital Dating, What Makes a Good Profile and the Loneliness Epidemic
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You don't want to date a loser, right? >> Well, there's, you know, we believe there's someone for everyone, so I don't pass judgment. There's no such thing as a loser. >> That's kind of your business model. >> There's no such thing as a loser. They're just somebody that hasn't met their their right person yet. >> That's that sounds that sounds really good. >> Hi everyone, I'm Nicola Tangan, the CEO of the Norwegian Soan Wealth Fund. Today I'm joined by somebody really special, Spencer Roskov, the CEO of Match Group. That's the company behind Tinder, Hinge, and around a dozen of other dating apps. Now, think about it for a second here. 40% of couples today meet online, not through friends, not at work. So, this is one of the biggest shifts in human behavior that we have ever seen. And Spencer, he sits in the middle of it. a bit of an outsider. He built the property giant Zillow before taking over match a year and a half ago and we in the Norwegian southern wealth fund own 1% of match. So we are cheering you on Spencer. >> Thank you. I am glad that you are. I appreciate it and thank you for having me. >> Now how are matches actually made? >> We have a recommendation algorithm the Rex Algo which tries to figure out who to show to whom. The way I like to think about it is um there are decks of cards kind of on the table. Imagine 10 decks of cards on this table with 52 cards each. The order of each deck has already been determined by us based on certain rules associated with each user type. Like there might be a deck that is optimized to show people in a particular order um to um uh keep to to keep them as a payer essentially to retain their you know their monetization. There might be another deck for firsttime user to drive engagement based on first-time users. There might be all these different goals. What we've recently done was we've done what we call Q unification where we've combined all of these decks into one and then res resorted the cards and that's radically improved the quality of recommendations as measured by matches and chats and sparks. >> And so what exact So what exactly has has happened there? Um, we've basically customized and personalized the order of a much larger stack based on what we know about you as compared with other people who have exhibited similar behavior to you in the past. >> And is that based on who I like? >> Yes, exactly. Exactly. >> So if I So if somebody likes people with red hair, they see a lot of red hair. >> They will, but one of the big limitations is they'll only see people with more red hair a couple hours later. So right now our recommendations are not real time, which is which is a which is a big problem. >> When will it be real time? by the end of the year, which is the way other recommendation algorithms work. If you're on Spotify and you like a certain type of music or Instagram or Tik Tok, you know, you can see the algorithm changing as you give it more signal, you know, real time. That will come later this year. We think that has a lot of potential >> in addition to um looks and so on. What are the other things you sort according to? >> Um their profile information. So, we've made a lot of effort over the last year and a half to make profiles more rich. So, additional content and now you can leave what's called a contextual like. So, old Tinder, you would just swipe right, which basically says, "I'm interested in this person." New Tinder, the profile has lots of different information, like what do they do for work and what's their relationship with their friends like, and you know, what do they like to do on weekends? And when you respond, you're now indicating that you're interested in that >> particular item that you, you know, you're saying, "Yes, I like that they like to go for hikes." And so now you've not only told the use that that recipient that that that you like that they like to go on hikes, but you told us that you like people that like to go on hikes. >> What's when you you how much data do you have? >> Um near infinite. I mean billions of matches. >> How many people do you have drilling down in this? How many scientists? >> We have uh this recommendations algorithm team that just eats and sleeps this topic is probably 40 people um including you know some very senior people from Tik Tok and other um other companies that have really pioneered the recommendation algorithm space. >> What's the most surprising finding you have seen? >> My most surprising finding was how much potential there still is 15 years later. I mean, I when I joined this company a year and a half ago, I assumed we already had the world's best recommendation algorithm and um we've improved it so much in the last 18 months and I just think there's so much more potential. That was surprising to me. >> What's what's a perfect guy? >> A perfect guy uh like like who performs the best on Tinder is that >> um somebody with a complete profile that has demonstrated the time, put in the time and effort. It's the opposite of what we have far too much of, which is the one photo gym selfie with his shirt off. Like guys think that's appealing to women. It's not. What's appealing to women is seven or more photos, rich profiles, content, words, not just photos. Um, answering the prompts, basically demonstrating effort. That's what women are looking for. >> Do you have to have a dog in there as well or >> dogs help? Yes. Everyone loves dogs. Yes. Cats. My profile. Uh, cats don't help as much. So, my profile, I'm married, but I'm on Tinder. I'm on all of our apps. And my profile says I'm married. I'm the CEO. I'm here for research. But my profile has pictures of me with my dog. I also have a picture of me with my wife on my profile. >> Are you like a popular? >> I do. Okay. I do. Okay. But, of course, this is just for research and I I don't, you know, I never >> What's the perfect woman? >> Um, likewise, just showing lots of content. So it's um showing that they also have friends and that they do interesting things. So we actually have a a feature that we're testing right now which uses basically uses AI to score your profile and make recommendations. So for example for my profile when we ran it through that system it said um I need more diversity in my clothing because I basically wear the same you know the same blue the same blue uh quarter zip with the same blue shirt underneath basically every day. And most of my photos were like that. And so you want to show more sides of yourself. You want to show you with your friends, you on, you know, you with a glass of wine, you at a concert, you at the beach, because you're showing, you know, diversity of of of your experiences. >> If you were to pick out a few of those things, what is it that really matters? Is it like beach, friends, clothing? >> Um, well, it kind of depends on on who whom you're appealing to. Uh, I think for a typical Gen Z user, it's probably you with friends or or you doing fun activities. M >> you don't want to date a loser, right? >> Well, there's, you know, we believe there's someone for everyone, so I don't pass judgment. There's no such thing as a loser. >> That's kind of your business model. >> There's no such thing as a loser. They're just somebody that hasn't met their their right person yet. >> That's that sounds that sounds really good. Um, historically, um, men dated, uh, horizontally and down and women dated horizontally and up socioeconomically. Does that is it still the case? >> Um, you know, we don't know much about the socioeconomic nature of our users. We, you know, on Tinder and Hinge, our two biggest apps, we don't ask for that information. On pairs, our are the number one app in Japan. We do we actually ask for salary. We include blood type. I mean, Japan is a very different culture. >> Um, but I I don't um we don't tend to look at at socioeconomic impact. >> What's your gut feel? Uh my gut feel is that that's probably still right. That's probably a a lifelong societal, you know, bias that probably online dating hasn't changed much. Although, I mean, we are proud of one thing that online dating has changed, which is it's it's exposed people to a much larger array of people than they otherwise would have have noticed. So, if if you were mostly meeting people through your social network in real life or through friends, you're going to end up with people of a more similar socioeconomic or even racial um you know, makeup. But online dating exposes you to a much broader array. So perhaps we I actually this would be an interesting thing to study. I haven't studied this or I haven't seen research on this but I I would guess I would speculate that we have contributed to greater diversity of socioeconomic relationships. >> Um what percentage what percentage is men? >> Um we don't we don't share that but um >> it's higher than higher than women, right? It is higher than well for Tinder it's it's higher for women and for Hinge but um some of our apps have more women than men. Um you know the league and pairs tend to skew more female um uh the league is our app for highly ambitious people. My guess is you'd be on the league if you were on a dating app. Um and uh uh and that tends to skew more female. But um uh you know because Tinder has so much liquidity, I mean has it's the number one dating app in 166 countries. Even though the there's a greater percentage of users that are men than women, we still have many tens of millions of women. And so in any given city, there's there's a wide selection of potential. >> So what's the average age of men that women look at? Uh well about 60% of our users on Tinder are Gen Z are 18 to 28 and about 60% of our users on Hinge are also Gen Z. So our typical user is kind of 25ish would probably be our median user 18 to 28 Gen Z. >> But I just saw some numbers that um men look at women I mean the average men look at women you know sub 25 and women look at men at you know 40. >> Don't I haven't looked at that. That would be that's also you know you should work in our >> you need to look at your numbers here because this is good fun, right? >> Yeah, this is good fun. No, you're you're uh you should you should join our our analytics PR function because there's lots of there's lots of fun data PR stories to mine from from this content. >> Is facial hair on the way up or down? >> You're asking me all these questions I haven't prepared for or been asked by anyone. Um mustaches are all the rage. You know, mustaches are the are the cool Gen Z thing uh globally now. I uh I'm not a you know, it's not for me as you as you can tell as I sit here clean shaven. Uh but but facial hair and mustaches in particular are are definitely on the way up. >> Yeah. Could you can you look at like fashion trends where they're going with you like you know you have the online online retailers you can basically see what colors are trending which direction in various cities in the world, right? You can see this is trending in Munich. This is trending in Frankfurt. It's really fascinating. Have you done anything? >> No, we haven't. But I've written it down in my notepad and we now will. Uh you're right. We absolutely can. You know, can can mine that type of data? No. >> Is it like a winner takes it all >> for a single user in a single market or or online dating? >> No. No. I just mean I mean in the dating is it is it like it's like some women and some men get all the hits, all the likes. >> I see. Um, no. No. And this is a bit of a surprise to me as well. Um, you I think there there's a societal perception that that would be the case, but no, there really is a a person for everyone out there. We see um, you know, we see people of of all types, of all body types, of all appearances, of all profiles, finding matches. So people and here the recommendation algorithm is is quite good to put the right people in front of the right people. >> People are finding one another. I am inundated with emails and wedding invitations and comments on social media of people who have found their spouses, their partners, their relationships on Tinder Hinge or one of our apps. I mean, we are >> divorce rates are divorce rates >> we think or we think they're lower. That's what the the research says. The people that meet online have a lower divorce rate than people that meet in person. >> Why do you think that is? Um, I think that they um they, you know, people that date online have have sort of played the field and and vetted lots of potential partners. So once they settle down, they've had more experience and understand more about themselves. This is another thing I didn't really appreciate until I entered the category. But online dating is as much about learning about your potential mates as it is about learning about yourself. And um I think once you've gone through that online dating journey, you're more ready to stay in a marriage because you've experimented and explored and learn more about yourself and your preferences. >> Spencer, moving on to how we date. How has the dating scene changed? What's different? >> It's changed a lot. It's so much more social and um you know, young people bring friends into dating. In fact, they don't even use the word dating. A date is a very high pressure um experience. You know, we Eugenzi users tell us that when they think of a one-on-one date, they think of it like a job interview in a very scary, stressful way. Part of this is their response to COVID and the pandemic where young people lost a couple years of of kind of societal adaptation where they were learning how to form relationships, how to make small talk, how to um you know, many of them don't drink as much alcohol partly because they they missed a couple years of development in late high school, early college. So, as a result, dating today is more about friends first. It's you and three friends and you know her and five friends all kind of hanging out and you're all getting to know each other over a couple weeks or months and then then people start to sort of couple off. So it's much more of a social experience than a one-on-one experience. >> When you see the numbers about loneliness, what do you think? >> I think it's tragic. It's it's a it's an existential risk to society, to our species. Uh it's what drew me to this job to be quite frank that there is a serious loneliness epidemic which is a global health crisis and >> and it's worse than smoking. >> It's worse than smoking more than actually smoking. >> It is it is the key to longevity. If you you know if you want to live a long happy life you need to find a partner and find a social network of of close friends. That is actually what contributes more than more than health or exercise or eating well. It's actually a a close relationship. What do you think causes the loneliness? >> Uh, it's been exacerbated by social media undoubtedly. We're all obsessed and absorbed in our phones and that's caused us to live more isolating experiences. Um, people are spending less time physically with other people. Working remote has made that worse. Um, people are less connected to social institutions like their churches, their political parties, their unions. um the things that you know the ways and places that people used to physically congregate to meet people in person we have a a looser connection to those especially in the United States but but really globally um and then the cost of living has gone up so much cost of housing education and other things that people are having fewer children and um and that also is is loosening social bonds so >> I saw one survey which said that 45% of men between 18 and 25 had have never approached a woman in person. >> Yes. >> Shocking, right? >> It is shocking. And um you know, it is partly because they're you know, they're afraid. They're they're nervous of it. It's also because um they don't they they don't want to be perceived as overly aggressive. So the Me Too movement and and other social trends over the last 10 years have made it feel awkward and and almost like aggressive. If a man went up to a woman in a bar and said, "Hi, can I buy you a drink?" which would have been a very normal activity even 10 years ago that can be perceived as as an overly aggressive move perceived by the woman and then you know perceived back to the man in that way. So um >> do you think it's getting better or worse or just >> well it's I don't think that trend is going to change. I think that um at least for the next couple of years now Gen Alpha we've done a lot of research on Gen Alpha which is a 12 to 18. >> All right. Gen Alpha 12 to 18 is quite different than Gen Z 18 to 28. Gen Alpha is more of a reversion to the mean. Gen Alpha um they date, they hook up, they have boyfriends and girlfriends in high school kind of in a more traditional way. Um they're still very social, but um they don't they don't have the the scar tissue from the pandemic. >> So you think CO caused a lot of this? >> Yes, I do think it did. Um I think there was a trend in motion already and then CO accelerated it. Um uh I care deeply about this problem and it's one of the reasons that I decided to basically come out of retirement to take the CEO role because I think this is an important problem that Matchgroup is one of the very few companies that's actually addressing. I think the social media companies and the AI companies all are inadvertently contributing to this problem and I think the online dating companies help address it. >> Are you but are you also contributing to the problem given that you have to be perfect? >> No, I don't think we are. I think um you know I think we create a very um liquid solution to this problem where people at scale can safely meet new people and we work very very hard to get them off the app and in person. So Hinge's whole tagline is the app that's designed to be deleted. We take it very very seriously at Hinge in particular. We want people to use Hinge to meet the one and then delete Hinge. We >> But I mean if you mess them too quickly you're not going to make much money. >> That's okay. That is totally fine. I am positive and and is as a shareholder, you should support that because the positive word of mouth far exceeds it. So, I'll use my brother and sister as examples. They're in their early 30s. They both just moved in with their partners that they met on Hinge. And yes, we lost their $20 a month that they were paying when they both stopped subscribing to Hinge. But the word of mouth that they have spread of having told hundreds of their friends that they met their person on Hinge has undoubtedly created much more revenue for Hinge than the revenue that we lost from them. What does um the change in alcohol consumption, what does that do to dating, you think? >> Um it's it's makes it harder. I mean, you know, alcohol is not very good for you, you know, health-wise, but it does lower your inhibitions and make it easier to socialize. And so, it's changed the types of dates that people go on. People go on dry dates now. They go for a walk in the park. They go for um a a class and an event. Um uh you know, Tinder has pushed very heavily into events. We now have events in the app in 25 cities. We'll be global, probably 75 or more cities by the end of the year. >> What kind of events are these? >> These are um uh fun singles, mixers, pickle ball events, um learn how to play ma jang with singles, um go for uh you know a meetup in the park. Um you they tend to be dry events. Sometimes there's music or many of them have some sort of educational component. So learn some the way we we say learn something, do something, move something. Those are generally the themes. They usually don't have alcohol. And we have this digital layer on top of the event. So inside of the Tinder app, you can see all these fun things to do. I was just sharing with your team the uh you know, we were looking at Tinder here in New York at the events um of of fun things to do. And you can see photos and mini profiles of the people going to the events. So you can actually see, oh, are these people I want to meet? And then afterwards, you can come back to the Tinder app and message with the people that you matched with and say that you like them and talk with them. And if you didn't get their number because you were too nervous or you thought it was too forward to ask for their number at the event, then Tinder is there for you afterwards, which is a really important uh use case as well. >> Is it a big difference between geographies? >> Uh with respect to events, no. No, but in terms of all these patterns >> um >> like cities versus countryside. >> Yes, there there are >> Japan versus America. >> Yes. So, Asia is Asia is very different. Asia in uh especially Japan involves parents in the dating process much more than the rest of the world. >> Oh my. >> Um Asia has a um you know much more intentional culture. >> So you bring your parents along to the to >> uh you you sort of use your parents use the app with you almost. Yes. you no you don't really bring your parents along on the date although I'm sure some people do but um but they're they're kind of riding shotgun with you and certainly in India as well uh you know Indian parents play a large role um in Scandinavia we have seen huge adoption of our social um products especially on Tinder so the antid response to all these themes that you've that you've raised has been to bring your friends into the experience to make it a more social fun low pressure, lightweight experience, so it doesn't feel like a job interview. And double date is the most important feature there. So on Tinder, you now kind of team up. You can have up to three double date partners. And then the two of you, let's say you and I were a double date pair, we'd be swiping through pairs of women. And if I swipe right on this pair of women and they swipe right on us, then we're in a four-way chat. And uh three and a half million double date matches have happened in Norway just since March of 2025. >> Oh wow. It's 53% of our female Gen Z users in Norway. So, of our users in Norway, more than half of the women between 18 and 28 are using Double Date. And it's about 48 or 50% of all Gen Z users on Tinder in Norway use Double Date. >> Why do you think it is? >> Because it's a social culture where people naturally bring friends into their, you know, into their search behavior, whether it's for clothing or concerts or travel or relationships. um high smartphone usage, openness to try new things. This is why Norway was was literally our first market or one of our first markets when we launched Double Date. We selected Norway intentionally and it's been wildly successful. That 50-ish% number compares with about 25% in the United States of our Gen Z users use Double Date. >> Just a bit more. Why do you why do you think this goes on well in Norway? I um well, you certainly know the culture better than I do, but the way it's been described to me by our social scientists who who study this type of thing is that the culture is incredibly social and young and people bring their friends into things that it's um you know, it's a it's a it's a social culture with um kind of a bring your friend attitude and and mindset. >> Are these patterns very different in the in the gay community? Um, yes, the gay community tends to be I'm stereotyping of course, but um, you know, they many of them tend to seek shorter term relationships. Many of them um, have long-term relationships that with friends that also move into intimacy and friendship kind of move back and forth. So, in the straight community, it would be pretty rare to be close friends with your ex-girlfriend, for example, or someone that you had had intimate relationships with. It tends to be like a clean break. And in the gay community, it's it's not. You tend to sort of float in and out of friend, intimate, friend, intimate. Um, uh, and um, there are different sort of privacy and safety concerns in the gay community. within within the gay male community, they're not as concerned about physical safety when meeting one another. Um, but they are concerned about their own physical and emotional safety in terms of having their own safe space that they don't have to worry about um uh you know, people that are not accepting of of the LGBT community infringing on. So, Sniffies is our our gay uh product. It's one of the top gay dating platforms and it's got incredible brand love from its community and it feels like a safe space kind of, you know, separate from the straight community where gay users can can go and and feel protected and feel like they have their own, you know, their own community which uh which is something that they deserve and and seek. >> How do you think AI will change this going forward? Um well for our company and I you know I know you interview a lot of executives. It's hard for me to um you know I it I I can't state enough how much it's changed the way the company operates just in the past year. The way literally every single person including me does their job has changed >> significantly or very significantly over the last 12 months. software engineers work differently, marketers, comm's professionals, um HR people, lawyers, like everybody does their job differently than a year ago. The only thing I can equate it to is perhaps um you know, very early in my career, I worked at a couple companies with which didn't have email yet, believe it or not. And when we all got email, everything changed and the way people work changed. That's the closest thing I've seen in my career. So, it's changed the way we work internally. Everyone has superpowers now. In terms of the product, it's also changed things radically. We use AI in the product to um to to help people get closer together. Basically, you can think of like AI is this friend that stands behind me and it's a friend that stands behind her and it helps push us closer together. How? By helping us put our best foot forward. So, we use AI, for example, to read your message before you send a message through and screen for inappropriate content and make suggestions of, hey, you're being a little forward. you might not want to. That might be perceived as sexually suggestive. You might want to change the way you're wording that. Um, we use AI to help you improve your profile, uh, to tease out content about yourself. >> Um, but never to present you in in an authentic way. So, for example, um, Hinge has a feature that gives prompt feedback. So, it'll Hinge will say, "What do you like to do on Sundays?" And if you write in your profile, uh, brunch, the AI will say, you know, "Come on, Spencer, you can do better than that. tell us, you know, tell us what you like to eat for brunch and you'll say eggs. It'll say, "Come on, you know, what's a funny story of the last time that you had brunch with your friends." So, you'll kind of be conversing with AI in, you know, through text in order to improve your profile. And the final output when she's looking at my profile is I will have a much more fullfeatured robust profile which will make me more interesting to her because my friend AI has encouraged me to put my best foot forward and it's it's showing. >> So, five five 10 years from now, what is this whole scene going to look like? What's your best guess? >> Uh, my best guess is that um, Tinder in particular will have really turned a corner in terms of regaining product market fit with Gen Z because of this social roadmap because Tinder will not stand for hookup, which is kind of our, you know, the stigma that the Tinder brand has had historically. Tinder will stand for a fun, safe way to meet new people with friends. It will mean dating with friends. Um, Hinge will still be the leader in the intentional dating space. So, Tinder will probably be the first dating app that one uses. Hinge will probably be the last dating app that somebody uses. And, um, will have made huge steps forward in terms of safety. So, and and who Uber, I think, is a good analogy where Uber went from like, I don't know if I feel safe getting in the backseat of a stranger's car. Maybe taxis are safer because they they're regulated. That was 5 years ago. to today. You think to yourself, well, of course I feel safe because of all these features that Uber has provided to me. And that has unlocked a massive addressable market for Uber that I think far exceeds what people expect. >> Do you think the pricing structure will change so that I can pay a heck of a large amount of money to get a really really good fit? Um I think we may you know you'll see some services experiment with that but I think that addressable market will be relatively small and because it's a network effects business we need we need free users >> like we need a lot of people who don't pay anything and many many people by far the majority of our users don't pay anything um and that's very important that's important to the liquidity pool so I don't see that changing you might see us experiment with higher higher expense products but I think more likely you'll see us improving the efficacy of the free service which will improve retention of the payers. >> Yeah. Um let's move uh tax a bit here. You uh took over in February 2025 and the business was in a bit of a trouble then. So what had gone wrong? >> The company had sort of lost its way. Um it had not been innovative. it had been run too much, you know, too much by Wall Street for Wall Street essentially, which which to me means um very short-term focused, very focused on squeezing every nickel out of our users and lost sight of what we were here to do, which is >> So, what did you do then? You took >> I um created >> And by the way, what's the first thing you do? So, hey, you're the new boss. What do you do? >> First thing I do is look at Well, so I did a kind of a listening tour. I tried to listen to listen more than I speak for the first 100 days or so. Uh I figured it out a little quicker than that. I >> How many did you speak to? >> Oh gosh, hundreds and hundreds of employees. I mean I I I went to every one of our offices globally, you know, 12 offices. I spent a ton of time on the road. Um I had hundreds of one-on- ons. Uh I still do. I do did skip levels, you know, all my directs and their directs and then their directs. Um, so just tons of private conversations with people >> and when because you don't uh you don't sleep so much. Uh I gather from your your team. So for instance, this one uh we are recording at 7:00 in the morning. >> Uh off Yeah. And I mean I >> And had it been up to you, you probably would have been at 5. >> I've been up since 5 and yesterday I took a red eye from California to the east coast. Yeah. No, I work very very hard. I uh I think my employees deserve that. I My philosophy is I'm I'm the highest paid person at the company. I should be the hardest working person at the company. That's my that's my philosophy. Um and I, you know, I set a I set a pretty rapid pace for my team to follow. Um uh the first thing I did was look at the people. So I have this um this kind of philosophy and I say it all the time. My employees are kind of sick of hearing me say it. Great people properly organized and properly motivated build great products that are informed by consumer insights that generate audience which generate revenue and profit which then generate shareholder value. So it's this kind of circle this spiral that starts with great people properly organized and motivated. So I spent almost the first year just focused on the people. How do we make sure we have the right people in place? How do I make sure they're motivated? Uh we did an employee engagement survey for example on Tinder which was our most troubled brand. and um something like 25% of people said they were disengaged. Um and only about 40% of employees were engaged. A year later, the numbers have radically changed. So the disengagement has cut been cut in half. The engagement has almost doubled. We gained 17 points of employee engagement in a year, which our third party vendor that surveys this for companies globally says is unprecedented. They've never seen such a large improvement in employee engagement. So it starts with the people, motivation, and organization. Then they have to build cool stuff. They have to build cool stuff that attracts audience. And so the next thing we did was we completely cleared the product roadmap. I said, "Forget about everything you've been building. Let's start from scratch. What should we build for our users?" And to do that, you need consumer insights. So we started doing a lot of consumer research. We brought a lot of Gen Z users into the building. We hired a lot more Gen Z employees. We restarted the internship program. So we had no employ no college interns before I was here. This summer we had 30 college interns. How many are you all together in the firm? >> We're about 2,000 employees. >> And what do they do? >> Um well, Tinder has about 600 people. Hinge has about 500 people and uh the rest work on a variety of things. Uh just focusing on Tinder for a second. Of the 600 employees, about uh 200 of them are in product and engineering. Um they build they build things, they build the apps, they design the products. Um probably 50 to 100 of them are in marketing. >> We market this product globally. We're in almost 200 countries. And so they build social assets, they do marketing plans. Um, we have a significant customer support function to handle our tens of millions of users and and challenges that they face. Um, uh, you know, but ultimately we try to have as many people as possible close to the product, close to solving problems for our users. So that's that was my sequence of this turnaround was people then products >> then we start thinking about monetization and you know and then the final output is the wall street stuff kind of at you know then once you have people building products generating revenue and profit then the share price will take care of >> and the play you have done a lot of things before like in you have you were a serial entrepreneur you've been very successful made a lot of money all that kind of thing >> I've started companies I you know I started a company called hotwire which We sold to Expedia for $700 million. I started Zillow, which we took public and got to, you know, more than a $10 billion market cap. Um, and then I've started 12 other companies, some of which have succeeded, some of which have failed. Uh, I've invested in lots of startups. So, I've been in around the tech industry for a long time. >> And what have what is it that you have taken from these experiences into the match group? >> Uh, it's basically this recipe. So, great people properly organized and motivated to build great products. >> So, you've done it before. >> I've done this before. We did this at Zillow. I mean, we started Zillow from scratch and I assembled a team of great people. I organized them properly. I motivated them and then we did consumer insights to build great products. We got to two, you know, 200 million people use Zillow every month and it's just in the United States. So, almost everybody in the United States uses Zillow every single month, even >> what have you done? What have you just tell me about the corpora culture? How has that changed? uh we we move to a culture that prioritizes and um uh rewards innovation even if at the risk of failure. >> So I was always um >> you know you remember when Amazon launched the Firephone they were going to compete with Apple and build a phone. When Amazon shut that down a year or two later Amazon very famously promoted the whole team that built Firephone they put them in other roles in the company. instead of firing them, they promoted them. And that story always, you know, that that always inspired me. >> How long time does it take to change corporate culture? >> I thought it would take longer. I thought it would probably take two or three years. I was able to change the culture at Match Group within a year. Um, >> do you think it's quicker to change people in the US than elsewhere? >> H maybe. I mean the the employment laws are a little harder to exit people in certain countries in Europe for example and that can slow down. I mean some people can actually be changed. >> Um some people need to be exited and then replaced with people who have a different attitude and already have a changed attitude. Um so >> what what are what are the type of people you hire? What do you look for? >> Especially in this AI world, I'm just looking for people with intense curiosity who are tinkerers and builders. Um, most of our people that we hire now have side quests, side projects. Like a very common interview question I'll ask is, "What are you using AI for, you know, on the side to build and and and tinker?" And they'll say, "Well, I'm I'm going on vacation next month with my extended family, and so I built a web app for, you know, the 20 of us that are going on this trip so everybody can coordinate schedules and we can plan together." And I use Claude Code to to build that. Like that's >> what What are you using for outside work? uh outside work. Um I built a chess game for my my three kids and I. So uh when I make a move, it sends a text message to all three kids and then they reply via text and it it move. So we're kind of playing oneon-ree chess using AI via text, for example. >> Do you beat them? >> I used to. I don't anymore. No, I I I was a kind of a semi-professional chess player when I was young, and I'm I'm a very good chess player, and two of my three kids now beat me regularly. >> Now, uh some personal questions. How do you relax? Um, I play pickle ball every weekend, uh, either with friends or family. Um, I have a very close relationship with my wife. We hang out, we relax, we drink wine, we go for hikes. Um, I live pretty close to the beach and I love the ocean and the beach. They're very rejuvenating for me. So, I try to I try to see the ocean 100 days a year if possible and I go for walks on the beach quite a bit. >> What do you read? >> I read American history 1860 to 1930. Uh the that's >> and what's so good about that period? >> Uh it's it was the period of rapid industrialization, huge ch cultural and and ch business change. Uh the taming of the America West, kind of the end of the US frontier and the beginning of modern business and and really modern politics. Um >> how do you think today compares with that period? >> Well, uh you know, I just finished two biographies. one House of Morgan by Ron Cherno about JP Morgan and his descendants. One uh Titan about John D. Rockefeller and his descendants and it's changed so much when you read those biographies and these these people were you know fabulously wealthy but their wealth actually is you know is is I mean these this is like Elon Musk kind of levels of wealth the equivalent of hundreds of billions of dollars in today's wealth. Um but their businesses operated so slowly and at such relative small scale. No technology, no email, no you know no Slack, no AI. Um I don't know how they would do. I'm not sure how successful they would be as business leaders today. The pace that we keep today is so different. And that to me is what I mean those biographies go so deep. They're a thousand pages long. talk about the actual like day-to-day of what did these people do and um uh you know it just it it dawns on me reading those biographies that the I mean some of their skills obviously are transferable many of their what made them >> successful which parts >> well they they were um cutthroat um but much of what they did to make them successful is illegal today partly because of their success so I'm not sure if many of those skills are probably not transferable. Um, but they were the attention to detail I think of Rockefeller in particular was um is obviously transferable. Um, I try to bring that attention to detail to our products. Um, but the the way I operate, the way I run my company, the way most leaders lead today is much more teams and teams of teams focusing on employee engagement and managing at scale and motivating large groups of people. I think for that the skill that I learned from the many biographies I've read of of Teddy Roosevelt and and Franklin Roosevelt are more transferable. FDR um you know great recent book Trader to his class which I also just read uh talks about how he mastered his social media of the day. You know his platform was not Tik Tok or podcast or or Instagram. his or LinkedIn his platform was radio and using radio to communicate and motivate and inform and um alliance build to advance his agenda to create um you know his response to the great depression and then the response to World War II. I mean he was a masterful communicator and that skill is clearly transferable to today but of course with different technologies and different platforms. >> So when you look at all these leaders who do you admire the most? Um, I probably admire Teddy Roosevelt the most because of, you know, he was I I he was an incredible communicator. His um rambunctious sense of of urgency and activity resonates most with me. I'm I'm a I'm constantly in motion and so was Teddy Roosevelt. And his love of conservatism and nature also really motivates me. I he was a hundred years ahead of his time in recognizing the importance of environmentalism >> and um and you we today are still grateful for what he gave to us in in terms of creating the modern environmental movement and the national parks in the United States. >> A bit like your audience uh on the apps, people like a full view of other people. So to get a fuller view of you uh what is the biggest personal failure you've made? You know, I've had several layoffs in my time, including one at Matchgroup shortly after I began. I don't really view that one as a failure because I didn't hire into that situation. But I in 2008, we did layoffs at Zillow in response to the financial crisis. In um 2001 at Hotwire, we did layoffs in response to the 9/11 crisis. >> But these are kind of business failures. What about some personal >> personal failures? Big screw. Have you had some big screw-ups >> in your life? I haven't had a lot of big screw-ups in my life. Knock on wood. Um, uh, no. I mean, I have regrets. My parents have both passed away. My brother passed away at a young age, and I had very close relationships with them, but obviously I regret not having invested more time and focus in those relationships when they were available to me. They're not really failures, but they're regrets. >> What are uh what's something about you that most people don't know? Um, you know, I I was a competitive chess player and and take chess pretty seriously and learned a lot from chess. Um, my I I grew up in and around the music industry, which is why I'm a little bit hard of hearing. I I've got a kind of >> Because your father was touring with some famous bands, right? >> My father was the tour producer and business manager for the Rolling Stones and you two and Dave Bowie and Paul Simon and Pink Floyd. >> So, but did you come along to those tours? >> I did. I did. In fact, that's the the one time I've been to Oslo was with the Rolling Stones in 1990 uh on the on the the Urban Jungle. >> What's your favorite band? Urban Jungle. >> Um, you know, I spent the most time with and I've seen the most Rolling Stones concerts, but I think in terms of of musical tastes, you two is is my favorite band. They're the music that I listen to the most today. >> So, did it really impact your hearing? >> It it actually did. Yes. I mean, starting at age two, I would go to concerts. And back then in the 70s, we, you know, Stones concerts were very loud and Leonard Skard concerts and 38 Special and lots of other bands that uh that my dad was producing their tours for. And we, you know, when I'm at concerts today and I see little little three-year-old toddlers with those big headphones cuz parents are very intelligently putting headphones, I think to myself, you know, that was that was not the way I grew up. I was uh st stand s stand s stand s stand s stand s stand s standing right next to the speaker and no no no uh you know no headphones for me. So I'm >> So Spencer, in addition to using headphones, uh what are the other piece of pieces of advice for young people today? >> Well, I I mean my daughter is is 21 and is entering the workforce and she's going into your field. She's going into financial services and investment banking. And the advice I give to her and other students is be, you know, students, young people might not not like this advice, but be the first person in the office in the morning. be the last person to leave the office at night. I know it's not um it's not like fashionable to say, but putting in the time that's incredibly important. You need to be in the room. Don't take a job that's primarily remote. Ideally, take a job that's in office because you want to be a sponge. You want to try to be in the room and learn as much as you can. Don't optimize for short-term income. If you can afford to take that job that pays a little bit less, but you can learn a little bit more. try to optimize for education and and learning at at your young age and put in the effort. Work hard. There will again, I know this is not a popular thing to say, but there will be time a little bit later in life, maybe even as early as your late 20s when you can start prioritizing you. And but especially early career, you need to prioritize work. And again, I I think the pendulum has swung such that that's not a very favorable thing to say anymore. But I'll I'll say the the quiet part out loud, which is there's no substitute for that type of effort, especially early career. >> Yeah. Well, you for sure are putting in the hours. You are the first guy in the office and as big shareholders, we very much appreciate all your hard work. It's been great speaking to you. >> Thank you for having me. This is fun. Really hoped you liked the episode. If you did, please like it, subscribe, and put on the notification. This really helps us to get new great guests.