David Jenyns explains why diverse teams build better products. As his company grew from 30 to 300 people, he kept diversity central to serving a diverse user base.
300
30
They do not think about diversity in terms of numerical percentages ('we just don't think of about diversity in terms of numbers that way').
Diversity for us is really closely tied to competency. So for us, we have such a diverse group of people using our products and services every day that in order for us to make absolutely great products and services for that community, we need a really diverse group of people, and it's really that simple. So for us, we just have an awareness that if we want to make the best products, we need to have a diverse group. So can you describe your diverse group of people and what are some of the percentages if you have them? Again, like, this is a challenge, and I should have exact percentages for you, but we just don't think of about diversity in terms of numbers that way. And I think one of the perks of being a really small company is that from the beginning, we got to think about diversity. So we didn't end up with a situation where 10 years down the line, oh, my gosh, I need to fix my numbers. Because it's not really cool to think about people as numbers. We think about people and diverse skill sets. For us, we're 300 people now. We were 30 people, gosh, a year and a half ago. We've been really mindful that as we grow, we need to hire diverse folks.
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