One of my friends worked directly under one of the brothers. He had to double any of his objectives: his revenue goals, his hiring goals, his layoff goals. Whatever it was, he had to double it. It was to the point of absurdity. He would be berated for any missed goal.
Samwer brothers never cared for innovation. They picked whatever worked in the US and made a copy. They could either sell to the the US market leader, as they did with their first company when they sold to eBay, or IPO. All that mattered was to grab the market and get investors to value on the growth.
And to be first, they hired new grads or junior McKinseys they could impress with high pay while giving monkey equity, while pressuring at will.
Samwer brothers never cared for innovation. They picked whatever worked in the US and made a copy. They could either sell to the the US market leader, as they did with their first company when they sold to eBay, or IPO. All that mattered was to grab the market and get investors to value on the growth.
And to be first, they hired new grads or junior McKinseys they could impress with high pay while giving monkey equity, while pressuring at will.