# Brian Chesky

**Role:** Airbnb founder · CEO
**Pole:** product-craft

## Theory of what limits the company

What limits Airbnb is product craft and founder distance from the work. The lever is the founder reclaiming the CPO role and putting everything on a unified two-year roadmap.

## All judgment calls in the library (8)

- [Move 1: Founder-as-CPO versus delegated CPO at scale.](https://votu.app/move/chesky-1.md)
- [Move 2: Divisional org with ten GMs versus functional org with one engineering, one design.](https://votu.app/move/chesky-2.md)
- [Move 3: Separate PM function versus PM merged with product marketing.](https://votu.app/move/chesky-3.md)
- [Move 4: Hands-off CEO empowerment versus CEO-in-every-detail with weekly reviews.](https://votu.app/move/chesky-4.md)
- [Move 5: Continuous broad A/B optimization versus hypothesis-driven testing only.](https://votu.app/move/chesky-5.md)
- [Move 6: Paid performance marketing as primary growth lever versus product and brand investment as primary.](https://votu.app/move/chesky-6.md)
- [Move 7: Scale headcount to meet demand versus stay lean with fewer, more senior people.](https://votu.app/move/chesky-7.md)
- [Move 8: Founder runs the company unapologetically their way versus compromise toward team preferences as a midpoint.](https://votu.app/move/chesky-8.md)

## Source

All calls drawn from Brian Chesky's appearances on Lenny's Podcast. Source: [LennysData.com](https://lennysdata.com).

**Verify on votu.app:** [https://votu.app/practitioner/chesky](https://votu.app/practitioner/chesky)