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Tom Freiling
Verified
Chairman and CEO, Forbes
Virginia, Washington, D.C., United States
Beats
Biography
Publishing industry C-suite veteran, entrepreneur and pioneer in digital publishing, founder and former CEO of NASDAQ digital publisher. Represented, collaborated with, and published multiple NY Times best-selling authors, professional athletes, celebrity musicians, journalists, political influencers, and notable thought leaders. Published by Harper Collins, writer for Entrepreneur Magazine's Leadership Network, ghostwriter for premium business books at Forbes Books, member of the John Maxwell team and Forbes Business Council, sits on the Executive Board at Fast Company.
Startups , Publishing , Entrepreneurship , Media
Any Breaking News , Any News items
Content
By Tom Freiling| Forbes Verified Publishing industry C-suite veteran, 3X founder, former CEO of NASDAQ publisher, best-selling author. Chairman and CEO, Freiling Agency. As a 3x founder, I’m no stranger to creating corporate cultures. It’s never been easy, but it was simpler when the entire team worked onsite. Shared physical spaces naturally fostered community and a sense of belonging. Cultural touchpoints like office traditions, team lunches and watercooler conversations happened organically and created unity.
By Tom Freiling| Entrepreneur en Español Verified Como fundador de tres empresas, estoy familiarizado con el proceso de contratación. Mi primera empresa creció de cero a $5 millones de dólares en solo unos años, lo que significó que teníamos que contratar personal todo el tiempo para mantenernos al día con el crecimiento. Había una presión constante por ir hacia adelante, pero sin pasarse. Aprendí algunas lecciones importantes durante ese periodo, particularmente sobre cuándo contratar y cuándo no hacerlo. No es una decisión fácil.
By Tom Freiling| Entrepreneur Verified As a 3X founder, I'm no stranger to hiring. My first company grew from zero to 5M in just a few short years, which meant we were hiring new staff every few weeks just to keep up with the growth. There was a constant pressure to stay ahead of the curve, but not too far ahead. I learned some important lessons during this time, particularly about when to hire and when not to hire. It's not an easy decision.
Company Info
Forbes