Brian Chesky’s plan to conquer a reopened world

Instances Sq. was largely vacant on the morning of Airbnb’s public providing, save for the dozen or so mask-clad photographers gathered in entrance of the Nasdaq constructing to doc Brian Chesky’s huge face, stretched throughout 9,000 sq. ft of LEDs. It was December 10, 2020, and Chesky, the high-spirited CEO of the world’s most extremely valued hospitality firm, wasn’t dwell from New York for the opening bell, however alone in his attic in San Francisco. Joe Gebbia and Nate Blecharczyk, his cofounders, appeared in twin video feeds under him.

A small group of Airbnb workers and alumni, huddled close by, high-fived when the clock struck 9:30, the beginning gun for Wall Road. “I feel the inventory market is totally indifferent from actuality,” one in all them admitted, shrugging on the screwball logic of investing in a journey firm in the course of a pandemic.

It was a staggering public debut, even by the reality-­defying requirements of Silicon Valley. Eleven months earlier, the corporate had realized that it was going through critical hassle: In mainland China, the place Airbnb has a sizable beachhead, “We began noticing bookings dropping. And, in fact, we knew that was corresponding with the coronavirus,” Chesky remembers. Because the virus ripped throughout the globe, reservations plunged 72% in April, from about 31 million a 12 months earlier than. After a decade of vertiginous development, it was like nothing Chesky had ever seen. “An organization dropping by 80% in eight weeks is like a automotive driving 100 miles an hour, after which hitting the brakes. There’s no secure method to do this. Issues are going to break.”

Within the second week of March, as main cities went into lockdown, Chesky convened an emergency assembly of the board to map out a technique. He had written down a variety of rules to information his response to the disaster: Be decisive, protect money, act with all stakeholders in thoughts, play to win. “To handle a disaster, you want to be optimistic and also you want to have creativeness,” Chesky says. “Optimism is an important standards as a result of the psychology of a chief typically turns into the psychology of a corporation. When you assume you’re doomed, you most likely are.”

EXECUTIVE FUNCTION: CEO Brian Chesky has confirmed to be each a expert chief and savvy media operator. [Illustration: Denise Nestor]

Airbnb has lengthy prided itself on its so-called airfam, a do-gooder company tradition the place no one forgets your birthday and workers communicate unironically concerning the energy of “belonging anyplace” to make the world a higher place. Convention rooms lining the atrium of the corporate’s ethereal, Gensler-designed headquarters are modeled after noteworthy Airbnb listings—together with a precise reproduction of the founders’ authentic front room. “Typically you reside up to idealism, and generally it’s like a unhealthy episode of Silicon Valley,” Chesky jokes.

Out of the blue, idealism was colliding with monetary actuality. Racing to stanch the bleeding, Chesky minimize practically a billion {dollars} from the advertising and marketing finances and raised $2 billion in emergency debt. The phrases of the financing included warrants that valued Airbnb at $18 billion, successfully half of its 2017 valuation. On Could 5, going through a catastrophic collapse in income and no means to predict when journey may resume, Chesky introduced that Airbnb can be shedding some 1,900 folks—­about 25% of the corporate’s tight-knit workers. “I used to say we’re a household,” he displays. “After which I had to evolve my language and say we’re like a household, as a result of households don’t do layoffs.”

“I used to say we’re a household,” Chesky displays. “After which I had to evolve my language and say we’re like a household, as a result of households don’t do layoffs.”

The brand new Airbnb can be a leaner, extra centered enterprise. In a Could 5 memo, Chesky defined to workers that Airbnb would pause its efforts in transportation providers and Airbnb Studios, its in-house movie division. It could additionally cut back its efforts to checklist conventional lodges on the platform, which had been bolstered by its 2019 acquisition of HotelTonight, and deprioritize Luxe, a white-glove providing for the worldwide elite. The disaster, Chesky advised workers, had sharpened Airbnb’s dedication to “get again to the roots of internet hosting” and ideal its core product: particular person hosts.

Morale took a hit, however traders had been quietly thrilled. By summer time, thousands and thousands of People had been discovering that indefinite workplace closures meant they may work remotely from anyplace. Worldwide journey had flatlined, however home bookings confirmed indicators of life as metropolis dwellers scrambled for rural pieds-à-terre to journey out the pandemic. The corporate shortly reconfigured its web site and app to tempt would-be jet-setters away from virus-scarred cities, the place Airbnb is most closely concentrated, and towards seaside homes and cabins, amongst different photogenic retreats.

Airbnb had already been planning to go public in 2020, and in August, Chesky filed for an IPO. As itemizing day approached, in early December, Airbnb elevated its goal IPO worth as excessive as $60 a share, valuing the rental platform at $42 billion, however demand saved rising. When Chesky beamed onto Bloomberg TV after the opening bell on December 10, he appeared shocked to study, in actual time, that shares had been set to start buying and selling at about $150. “That’s the primary time I’ve heard that quantity,” he stammered, maybe doing the psychological math that put his firm’s valuation at greater than $100 billion—and his personal web value north of $10 billion. “It’s . . . that’s . . . um . . . that’s . . . yeah . . . I’m very humbled by it.”

Humbled, however for the way lengthy? Over the previous decade, Airbnb has grown from a easy home-sharing app to a world community of 4 million hosts providing each form of lodging, delighting visitors however enraging metropolis officers and others who regard the flexibility of vacationers to “belong anyplace” as a blight—or worse, unlawful. Air­bnb’s IPO prospectus estimates its whole addressable market to be $3.4 trillion, if meddlesome regulators don’t get in the best way. With the inventory buying and selling at a a number of of about 30 occasions final 12 months’s $3.4 billion in income, traders are betting that the corporate has loads of room to develop.

Airbnb nonetheless defines itself as a mission-driven startup, even when that mission can seem extra like Manifest Future. The corporate has courted large-scale property homeowners and lodges, generally on the expense of its mom-and-pop hosts. It has been sluggish to clear up perennial points with its platform, akin to unverified listings and unruly visitors. And it hasn’t been afraid to sue cities over laws when compromise fails. Chesky, along with his pivot “again to the roots of internet hosting,” has confirmed himself to be a savvy media operator all through. (An inner memo, circulated shortly after the pandemic hit, mentioned how Airbnb may use the disaster to soften its picture.) However with journey poised to snap again—and with Airbnb now value greater than Marriott, Hilton, Hyatt, and InterContinental Motels mixed—the corporate is something however chastened. Between the strains of Airbnb’s comeback story is a street map for world domination.


The IPO was a fairy-tale second for Chesky and Gebbia, who spent their first 12 months in enterprise dwelling off cereal and maxing out bank cards to keep afloat. In October 2007, the roommates had the notion to flip their San Francisco loft into an “airbed and breakfast” to assist pay their lease; they threw a web site collectively, discovered their first visitors, and in February 2008, they introduced on Blecharczyk, Gebbia’s former roommate, as chief know-how officer. The pitch was easy: guide rooms with locals, relatively than lodges. Most traders handed, however Paul Graham, the founding father of Y Combinator, was impressed by their hustle. “They had been exceptionally resourceful,” remembers Graham. “They endured a entire 12 months of zero development when anybody taking a look at Airbnb merely as a enterprise would have given up.”

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TECH FORWARD: Chief technique officer Nate Blecharczyk created Airbnb’s authentic funds platform and oversees enterprise in China. [Illustration: Denise Nestor]

The remainder, in fact, is Silicon Valley historical past. Airbnb—the identify was shortened in 2009—wasn’t the primary startup to market short-term leases, but it surely had an edge on design and execution. Chesky and Gebbia, who met as college students on the Rhode Island College of Design, obsessed over each element of the platform, utilizing a Disney storyboarding method to map their buyer expertise from the views of each hosts and visitors. Blecharczyk, a programming whiz child who put himself by means of Harvard, constructed a funds system impressed by Apple.

Simply as essential, maybe, was their timing: Airbnb hit its stride proper as the worldwide economic system slipped into the bathroom. Bookings exploded from 21,000 in 2009 to 140,000 in 2010 as vacationers looked for extra inexpensive methods to discover. A 12 months later, Airbnb introduced that it had crossed 2 million nightly stays and added $112 million in enterprise funding, valuing the corporate at greater than $1 billion. What started as glorified sofa browsing for bargain-­looking millennials grew to become an financial lifeline, after which, for a lot of hosts, a lifestyle. Annual income quadrupled, then doubled, after which doubled once more. In 2014, Airbnb repositioned itself as a life-style model; Chesky, sounding more and more like his idol, Steve Jobs, started referring to Airbnb’s curvilinear emblem as a “common image of sharing.”

Unimaginable wealth doesn’t seem to have modified the founders, now of their late thirties, who stay as shut after 13 years in enterprise as once they had been sharing a ground on Rausch Road. Closing decision-making flows by means of Chesky, who sits atop an org chart loosely modeled after Amazon, however the three have a tendency to communicate with one voice. “We have now complementary talent units,” says Chesky. “Complementary strengths,” provides Blecharczyk. Gebbia reaches for an analogy to hammer the purpose house. “We’re a three-legged stool,” he explains. Chip Conley, the retired hotelier who joined Airbnb in 2013 and continues to function a administration guru to the three, describes the configuration as nothing lower than a holy trinity. If “Nate’s the mind and Brian’s the center” of Airbnb, he says, then “Joe’s the soul.”

Variations of this origin story have been advised hundreds of occasions, and Airbnb retains monitor. In his first post-IPO earnings name, Chesky boasted that Airbnb was featured in additional than half a million articles in 2020: “That’s how we actually constructed the model, greater than something, is PR.” Newer story strains, nonetheless, have been more durable to sq. with Airbnb’s self-image. The corporate has more and more been caught between its non secular mission to “create a world the place anybody can belong anyplace” and the scale-at-all-costs logic of recent enterprise capital.

“I don’t know how they misplaced that form of cash that shortly,” marvels a outstanding investor. “It wasn’t simply advertising and marketing. It was bloat.”

Airbnb made adolescent errors—its trust-based platform was ripe for exploitation and abuse by grifters posting faux listings or visitors internet hosting intercourse events—however was increasing so quick that it by no means actually solved them. Like many a tech startup, it struggled to resist the siren tune of flashy new tasks: custom-designed homes, concierge providers, journey documentaries, branded residences. There have been plans for an airline partnership, or maybe an airline of its personal. By 2017, traders had been anxious for Airbnb to go public, however Chesky was adamant about rising money-losing ventures like Experiences, the corporate’s host-led different to industrial excursions, as a part of his imaginative and prescient to remodel Airbnb into a full-fledged journey company. Between 2018 and 2019, the corporate went on a hiring binge, virtually doubling in dimension. After attaining some measure of profitability within the three years prior, web losses elevated fortyfold. “I don’t know how they misplaced that form of cash that shortly,” marvels a outstanding investor. “It wasn’t simply advertising and marketing. It was bloat.”

The corporate has additionally confronted backlash over its heavy city footprint. From the start, Airbnb’s unregulated development had united an unlikely alliance of inexpensive housing activists and resort business lobbyists who contend that short-term leases take housing off the market, drive up rents, and evade laws. All of which is true, to one extent or one other. In 2017, Parisian officers started requiring Airbnb hosts to register with the town after discovering that 20,000 rental properties had disappeared from the housing market. In Barcelona, the place locals worry tourism is uncontrolled, researchers discovered that Airbnb had elevated rents as a lot as 7%. A startlingly excessive variety of listings in main cities at the moment break native housing legal guidelines: In accordance to Inside Airbnb, a web site that scrapes public information from Airbnb’s platform, about 80% of final 12 months’s listings in New York and Berlin had been possible unlawful.

In 2015, Chesky employed Chris Lehane, a former political fixer for the Clinton White Home, as head of worldwide coverage and communications to battle for looser laws and handle public notion. Lehane modeled his strategy after a U.S. presidential marketing campaign, establishing “subject operations” to construct relationships with stakeholders in key states and international locations. He additionally ramped up Air­bnb’s lobbying efforts, partaking former mayors and attorneys basic to advocate on the corporate’s behalf. “They employed a lot of ex political folks across the nation,” says Murray Cox, the info activist who runs Inside Airbnb.

Behind the scenes, Lehane’s bare-knuckle ways may be divisive. “He’s fucking poison,” a former worker tells me.

For some on the coverage workforce, the work might be disillusioning. One former member describes the stress between crafting regulatory options that benefited native communities and people who boosted Air­bnb’s backside line. “The corporate has a actually arduous time being frank about these regulatory frictions,” she says. And when compromise failed, Airbnb went to court docket. In accordance to a latest Bloomberg Legislation evaluation, Airbnb has sued American cities and state governments at the very least 11 occasions since 2008. In 9 of these lawsuits, the corporate has claimed immunity from regulation beneath Part 230 of the Communications Decency Act, which states that customers, not digital platforms, are chargeable for the content material they publish. (Airbnb, which has misplaced or settled all however two of these circumstances, described litigation as a “final resort.”)

Individuals inside Airbnb chafe at comparisons to different Silicon Valley villains. “We by no means wished to be Uber,” says Conley. However behind the scenes, folks acquainted with the matter say, Lehane’s bare-knuckle ways may be divisive. “He’s fucking poison,” a former worker tells me, pointing to an incident through which opposition researchers leaked private details about New York resort union boss Peter Ward to the press. “It’s similar to this little darkish facet of the corporate.” Others communicate glowingly of Lehane’s actual­politik, attributing any criticism to his standing as a Washington-­hardened outsider in a tech world.

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DESIGN THINKING: Joe Gebbia, Airbnb’s chief product officer, oversees the corporate’s experimental Samara design lab. [Illustration: Denise Nestor]

If Airbnb has a darkish facet, it’s compartmentalized by its founders. Chesky, Gebbia, and Blecharczyk have all signed the Giving Pledge, committing the vast majority of their wealth to charity. The corporate integrated its Open Properties initiative, which supplies housing to support staff and refugees throughout pure disasters, because the nonprofit Air­­­bnb­.org. When visitors complained that that they had been discriminated towards by racist hosts, Airbnb partnered with the civil rights group Shade of Change to promote variety and eradicate bias from its platform. In San Francisco, the place rising rents have contributed to an affordability disaster, Gebbia not too long ago donated $25 million to battle homelessness.

However regardless of these good works, by the tip of the last decade Airbnb’s model had turn out to be muddied by the corporate’s escalating authorized battles, undisciplined spending, and headline-­grabbing platform points. A second of reckoning arrived in October 2019, when 5 folks had been killed at a celebration in an Airbnb in California. Every week later, Chesky despatched a staff-wide e mail promising to regain his clients’ belief—and to confirm all 7 million Airbnb listings by the tip of 2020. No person may have guessed that SARS-CoV-2 was about to emerge in China, placing a halt to that work. However Chesky appeared to know that Airbnb, a technique or one other, would want a reset.


Chesky chooses his phrases fastidiously, and one of many tales he tells me (twice) is about a RISD professor who modified his life. “Brian,” the trainer stated, “you are able to do something you need in life—simply not all on the similar time.” Chesky remembered the road, however apparently forgot the lesson. “I don’t assume the story is exclusive to Airbnb,” he provides. “An entrepreneur has an thought, they hit on success, and so they begin considering, Perhaps I can do one thing else.”

The subtext, which Chesky received’t put so bluntly, is that the coronavirus might have saved Airbnb from itself. On the top of the pandemic, Chesky appeared to Apple for inspiration. “They had been 90 days from chapter in 1997,” he says. “Jobs took 15 product strains and obtained it down to 4. He went from a business-­unit group to a purposeful group.” Airbnb, Chesky concluded, had been doing too many issues on the similar time. “When the disaster occurred, we grew to become purposeful. We grew to become centered and lean and imply and extra environment friendly.” Or, as a supply shut to Chesky places it: “He obtained faith.”

“Touring and dwelling are going to step by step blur collectively,” Chesky explains. “There’ll be a redistribution of journey from a hundred cities to 10,000 cities.”

Chesky describes the corporate’s restructuring as an informed guess that journey as we all know it isn’t coming again—at the very least not anytime quickly. Conventional enterprise journey is lifeless, he proclaims; sooner or later, distant staff will guide medium-length stays in regional hubs to get face time with their groups. Ditto the obsession with “Instances Sq.” tourism. “Most individuals don’t miss sitting on a double-decker bus tour, going to a crowded foyer, or getting a selfie in entrance of the Leaning Tower of Pisa,” Chesky says, predicting a lasting shift in journey towards nationwide parks and small cities. When he calls me, on Zoom, there may be a big illustration of a tenting scene framing the wall behind him.

Airbnb execs name this phenomenon “journey redistribution.” “Journeys are going to get longer, and touring and dwelling are going to step by step blur collectively, as a result of in a world the place many individuals can do business from home, they’ll work from any house,” Chesky explains. “There’ll be a redistribution of journey from a hundred cities to 10,000 cities.” He talks excitedly about a new period of worldwide nomads—­white-collar professionals, liberated from their desks by Zoom and Slack, who can work remotely from anyplace for weeks or months at a time. “I believed that may take about 10 to 20 years to occur,” Chesky says. “With COVID, that accelerated it.”

Chesky speaks ceaselessly about “getting again to our roots”—a phrase that’s repeated to me by a half-dozen Airbnb sources in a outstanding show of messaging self-discipline. On its face, the mantra means that Airbnb is returning to prioritizing the “on a regular basis folks” who checklist their very own properties—an olive department to hosts pissed off by pandemic-era insurance policies that made it simpler for visitors to cancel their bookings. Chesky arrange a $250 million fund to assist cowl their 2020 losses and, in one other peace providing, introduced a billion-­greenback endowment to present monetary and academic sources for hosts. A schmaltzy new advert marketing campaign, “Made Potential by Hosts,” displays the corporate’s post-IPO advertising and marketing blitz to win them again.

After all, there may be subtext for regulators, too. After a decade of political warfare, Air­bnb’s shift from cities to “on a regular basis” hosts suggests the opportunity of détente—or at the very least a new equilibrium. “Completely we now have extra pressure in city areas,” Chesky admits. With the pandemic, that dynamic “went from a wind to our face to a wind at our again.” Goodbye Instances Sq., hiya Lake Tahoe.

That is all considerably handy for Airbnb, contemplating that New York, Los Angeles, and Toronto, amongst different cities, have not too long ago imposed strict limits on short-term leases (outlined as bookings for lower than 30 days), main to a surge in listings being reclassified as long run. In September, Airbnb rolled out Metropolis Portal, a dashboard that gives cities with information on short-term leases and tax income, a help hotline, and instruments that make it simpler for officers to crack down on listings that violate these legal guidelines.

“Now that they’re public, they’ve a hundred billion market cap—I don’t care what the lodges and the unions and the housing folks do,” declares one supply shut to Chesky. “Airbnb goes to win.”

Housing activists are skeptical that Air­bnb’s new, softer contact is greater than a short-term tactic. “Regulation stays the largest menace to Airbnb as a enterprise,” says Murray Cox, who has spent years analyzing Airbnb information. “In the event that they return to what most individuals consider as ‘house sharing’—both sometimes renting out a house or a part of a house—the market would turn out to be a lot smaller.” He factors to Airbnb’s hometown of San Francisco, the place the variety of short-term listings dropped by half after the town started imposing guidelines on unlawful leases.

Airbnb’s S-1 submitting, which corporations should produce earlier than going public, dutifully enumerates these regulatory dangers. However ask round, and Airbnb insiders appear unfazed by the corporate’s authorized challenges. “Now that they’re public, they’ve a hundred billion market cap—I don’t care what the lodges and the unions and the housing folks do,” declares one supply shut to Chesky. “Airbnb goes to win.” He notes that Airbnb, which was as soon as 80% concentrated in 20 cities, is now extremely diversified, such that nobody metropolis makes up greater than 2.5% of the corporate’s income.

“If Lengthy Seashore, California, kicks them out, okay, it’s too unhealthy, but it surely’s not going to matter,” he says. Many tourism-deprived cities are actually determined for the tax income and financial exercise that Airbnb used to generate. And the pivot to mom-and-pop hosts with a cabin within the Catskills? “It’s spin. Once they say they’re getting again to the core of the enterprise, that’s a PR play to reply to the housing activists and the resort unions.” (Chesky frames it in a different way: “COVID undoubtedly took a lot of strain off, but it surely doesn’t imply that these aren’t actually critical points.”)

Spin or not, it’s evident that Chesky’s rightsized imaginative and prescient for Airbnb isn’t any much less bold. Quite the opposite, he appears extra dedicated than ever to increasing Experiences—­vacationer outings, akin to an Indigenous cooking class in Mexico Metropolis or a rice paddy tour of Vietnam, that are extremely curated. Once I ask Chesky about this system, he waxes on about a post-pandemic world through which the collapse of conventional tourism operators leaves a “void” in communities that’s stuffed by Airbnb hosts. “They will provide properties, they’ll provide experiences,” he says. “We’ve solely scratched the floor.”

The extra Chesky talks, the much less chastened he sounds. Experiences, he suggests, is the answer to the last-mile drawback of “belonging anyplace,” to closing the hole between Airbnb as a journey model and a life-style curator ready to provide an infinite buffet of actions that comprise an Airbnb economic system. The corporate’s S-1 states that Experiences may finally compete for the $1.4 trillion that buyers spend annually on sporting occasions, amusement parks, and spas.

The Experiences enterprise, which launched in 2016, was paused in the course of the pandemic, and stays small in contrast to house and room bookings. An insistence on exclusivity has slowed this system’s development, as has Chesky’s reluctance to onboard mass-­market operators. Airbnb received’t reveal how a lot cash Experiences generates, however there have been about 40,000 Experiences listed pre-pandemic, with common earnings of about $2,500 per 12 months, suggesting lower than $100 million earlier than bills.

All that’s by design, insists Chesky. He claims to have realized the lesson that it’s higher to get one product proper than to do an excessive amount of without delay. And he appears emboldened by the notion that innovators who chase mass enchantment in the end lose their edge.

An Airbnb insider remembers making an attempt to persuade Chesky that he wanted to provide extra industrial experiences, just like the maligned double-decker bus tour, and getting politely shut down: “He would quote Steve Jobs”—paraphrasing Henry Ford— “saying like, ‘If I constructed what folks wished, I’d disappoint them.’ ”

Steve Jobs, Henry Ford; it’s an bold lineage. After all, Chesky has already reinvented the journey business as soon as earlier than. When the economic system reopens, we’ll study whether or not his newest imaginative and prescient of “belonging anyplace” will reinvent how we work and dwell as properly.