Door No. 3

See which workplaces made this year's list.

GPTW_Advertising & Marketing_2024-Door No. 3_US1__20240712165800_1

<p>Employees say:</p><p>"A lack of ego across the board. From our principal to our least senior employee, everyone here collaborates and puts the company first. No one acts in a self serving way, it is all about lifting up our clients and one another."</p>

Best Workplaces in Advertising and Marketing

Best Workplaces In Advertising And Marketing

Founded

Industry Vertical

Sites

Get insights into Door No. 3 including business profile, stock information, news, and rankings from Fortune.

Door No. 3 Company Profile, Stock Price, News, Rankings

legacy

door no. 3

Companies

Door No. 3 | Fortune

Door No. 3 Company Profile, Stock Price, News, Rankings | Fortune

Delivery robots, drone drops, new business lines, and global expansion: DoorDash has transformed into a full-stack commerce platform for local businesses. CEO and Co-founder Tony Xu joins us to explore how DoorDash is approaching automation, international expansion, and a broader push into hospitality and retail.

Tony Xu
Cofounder and CEO, Doordash 

Jason Del Rey
Tech Correspondent; Cochair, Fortune Brainstorm 

Now Serving: Global Ambition

Conferences

The Gates Foundation will shut its doors. Fortune sat down with Bill Gates and Melinda French Gates about the decision and the commitment to spend $200 billion over the next 20 years. 

The Gates Foundation is closing. How will it spend $200 Billion in 20 years?

Features

The Gates Foundation will shut its doors. Fortune sat down with Bill Gates and Melinda French Gates about the decision and the commitment to spend $200 billion over the next 20 years.

You're a billionaire in the United States, you benefited from this country. We owe something back to society. Unless the rich countries stay generous, then the progress is going to stop and may even go into reverse. Over a billion children have been vaccinated. We've cut the childhood death rate came down in half. The Gates Foundation is one of the world's biggest, richest, most influential private philanthropic organizations. It prides itself on being practical, asking questions others weren't asking, and creating solutions. How can a disease that kills millions of children have so few people involved in it? The basic criticism is they're too big and powerful. The Gates Foundation has decided that we will commit to Spending $200 billion over the next 20 years, and we will then close our doors. So with the US and other countries increasingly pulling back on foreign aid, trust takes a long time to build, but you can take it away so quickly. Can the Gates Foundation achieve their lofty goals over the next 20 years? You know, at the end of the 20 years, there will be many other rich people. The vast majority of those resources were to go back to society. The Gates Foundation will shut its doors in 20 years. Since the pandemic, foreign aid from governments of rich countries has been declining, and that's the base on which private philanthropy builds. Our biggest question will philanthropy be able to function with a weakening infrastructure? Bill Gates and the foundation have made a huge pledge of $200 billion but will that pledge go the distance? I mean, I think sort of conveying the scale of this is one of the big challenges like how do we get across. How momentous this decision is. I mean it almost seems like a kind of tech mindset, right? Like it's it's like the 10X in it, probably a legacy of Bill's background. The total devotion to data, which he had to have developed because nobody else in the world was developing it doing something that hasn't ever been done before or seen before, yeah. We've always believed in having a limited lifetime, but we've actually now made it specifically 20 years that we'll spend all of our resources. And so between the additional money that I'll put into the foundation and the money that's there over these next 20 years, we'll spend a bit over $200 billion and so we'll be able to spend. At a pretty high rate, and that'll give us a chance to make a great deal of progress we think on the key issues. I'm not aware of any significant foundation that has named an end date 20 years in the future. And the other thing that I think is unprecedented is simply the amount that you will have disbursed. Is that correct? There are have been spend down foundations. Most of the largest have had sort of indefinite time frames. Rockefeller Foundation and others, you know, were created a long time ago and they're still doing great work. So for a foundation our size, this is unique. And yes, it sets some records in terms. So the amounts involved, you know, other people could later beat it. I hope they do. So you mentioned the Rockefeller Foundation. There's the Carnegie Foundation, both over 100 years old and still, as you say, giving money to worthy causes. So why not do that? Well, the Gates Foundation is fairly operational. That is, you know, we built teams that are Experts on malnutrition, malaria, contraception, and we fund both the research to create new products and get them to be very inexpensive, and then we partner with governments and other philanthropies to actually deliver those to where they're most needed by spending the money sooner than later. It allows us to be very ambitious about getting polio eradication done. We hope in this timeframe that malaria's either done or almost done, and we can kind of clarify, OK, here's what we've got, you know, and say to other people, OK, we can't do these other things, so let's work together, because certainly both of our key areas health and education. And our resources are nowhere near enough to achieve what everybody should want the world to do. Would it be fair to say that the foundation is very data driven? Yeah, we're very data driven. I mean, what other ways is there to be? I mean, you, well, but, but maybe others don't do it as much as you do, or so I have heard. Sure, but you only need, you don't need everyone. To go off and do the analysis, but. You know, when I was asking in the late 90s, what do children die of? You know, there were only sketchy answers. Before the Gates Foundation, many public health decisions were based on educated guesses that led Gates to spend $75 million in 2015 to start CAMPS, a global network to accurately map the causes of death in children under 5. That information helps organizations like GAI, also a Gates partner, to assess vaccination needs worldwide, but 90% of GAI funding has come from governments. If you think about philanthropy, philanthropy is a catalytic wedge sitting alongside business, government, and civil society. We were writing about the 25th anniversary and this big announcement, but now we're also writing about whether or not the Gates Foundation can really fill the gap that foreign aid is now diminishing. And people would be surprised, I think, that even the Gates Foundation, even one of the richest people on this planet, Isn't rich enough to do everything that needs doing to get these vaccines where they need to be. When I was in South Africa traveling for the story, it was actually the same week that President Trump announced that he was going to be dismantling USAID. We're going to the Desmond Tutu Foundation to learn all about HIV prevention methods in the community. I got to see firsthand where the Gates money goes and speak with some of the recipients of the funding on the challenges they face ahead. When we were seeing these clinics in a certain village right outside of Cape Town, they were saying we would never go to a clinic that had HIV right on the sign, and that it's so important to think about how delivery is done to break some of those stigmas. Another thing the foundation is up against is growing health misinformation and vaccine skepticism. It's so much more than The production of the vaccine because there's tons of community work that goes into building trust. I am here in Paro, South Africa. This research center has a huge youth initiative component. When the global health ecosystem is so complex, it makes it clear just how much eradicating HIV, malaria, and TB will cost. People, I don't, when they see the Gates Foundation, I don't think they understand the nuance of just of the scale of ambition. This is actually a sculptural exhibit in honor of Bill Gates Senior, our chairman emeritus, really, in many ways the heart and soul of the foundation helped start it, helped drive it through his lifetime, and he passed away 5 years ago and actually During the COVID pandemic, this sculpture was put up in place and was awaiting everyone when we came back to the offices, and it symbolizes Bill Senior is indeed the lead crane and taking us towards the future, the aspirational future of the foundation. We think based on the lessons we've learned over the last 25 years of the foundation that we can make a transformative impact over these two decades, tuberculosis, HIV, and malaria make up the three largest infectious disease killers that disproportionately affect poor countries, and we'd love to see a world where all of those are eradicated. But we understand for both tuberculosis and HIV, it likely will be a bit more of a stretch by the deadline that we Giving ourselves of what can we do bore 2045. I think our hope is more that we can control those diseases and bring mortality and incidence rates down in low income countries to where they are in a country like the United States today. And so this gets to what I think is the central question for the foundation or any foundation, which is OK. You have a wonderful goal. There are a million ways to reach it, and you have to decide what's the best way. What has been the way you've done that so far? What is the appropriate role of philanthropic capital as opposed to private or public capital? It's a very specific, it's tax privileged, it's an advantage. How can it be put to its best use? And the first thing is it should never substitute for either public or private capital. It should be looking to fill the gaps that either those forms of capital won't fill. An example would be, and one of the big examples is in research and development and innovation for many of the diseases that disproportionately impact the poorest. Malaria is often a classic example of that, but global malaria research and development is a fraction of what it could and should be given that mortality volume, and yet we're able to come in and be extremely large catalytic funders in that space, working with the private sector because we work with private sector partners, pharmaceutical companies, and others to catalyze the innovation the private sector provides, and then working with the public sector, government, multilaterals to help deliver those. Services. As with malaria, the Gates Foundation saw an opportunity with tuberculosis, a preventable disease that killed more than 1.3 million people in 2023. The foundation responded by funding a vaccine accelerator program that could help lower the cost of the vaccine, but as vaccination rates fall around the world, the Gates Foundation will need to do much on the ground work to get results. I still think a large part of the story is still the future of philanthropy and the urgency we're seeing right now because right now we're sitting down and you know we're thinking about the threats we're seeing to foreign aid and how the private sector plays a role. So I think we're trying to sort of balance the reflections of the last 25 years and what this means going forward. What would you say is the foundation's most impactful achievement? I will say there are honestly there are many, but I would say the fact that, you know, because of this global alliance for vaccines and immunizations that we were part of founding, there are literally children alive because of that program, you know, it touched over a billion children have been vaccinated, and you know, we cut the childhood death rate came down in half. In half, you know, since the beginning of that. So when I go around the world and I meet mothers and fathers, they walk miles for their kids or they save up the bus fare to get those life-saving vaccines. What have you learned about how the world's most fortunate should be giving back? Well, I've always believed to whom much is given, much is expected. And so anyone who is lucky enough to be wealthy in society, like I'm unbelievably privileged to have the resources I have, but anyone who has resources has something to give back, right? And we should. And even if you don't have great means, if you have a little bit, you can still give back your time. You can tutor a child, you can work in a soup kitchen, you can give away clothes and things you don't need anymore or buy a Christmas present or birthday present for a kid who's, you know, in a homeless shelter. I've learned so much from philanthropy, but it's more and more reinforced for me. That we ought to do more. We ought to do more for our fellow neighbors. And so in your perspective, there is this moral responsibility for billionaires in this day and age. Yeah, we look, if you're a billionaire, let's just say if you're a billionaire in the United States, you benefited from this country, you benefited from good roads. You probably benefited somewhere along the way from the health sector, I hope. You probably benefited because maybe it was a good business climate and you could start your business, right? People in other places don't have those things, and so yes, we owe something back to society and there are lots of ways to do it. You don't have to do it in any one way, but sure we were lucky. We're talking a lot about progress around global health, but I The remiss to not ask about some of the threats that we're currently seeing facing global health policy today. The new administration nearly immediately is trying to dismantle USAID. What was your reaction to this? Lives have been saved because of the grants from USAID. And it will be devastating what will happen in some of these communities. The US has built up lots of infrastructure around the world, labs for things, making sure there are nurses trained or midwives trained, but we have infrastructure out there, so we're going to pull back and let all of that crumble, and I'm not saying the organization was perfect. Yes, there were some things that need to be looked at. Yes, there probably was some trimming that needed to happen. But what I know and what I have seen on the ground are mothers and fathers who benefit from that. And guess what, if they can prosper in their own community, if they can have good health, their kids can have good health, and by and large most of them are farmers. They can feed their family. They're going to stay where they are. People don't want continuous handouts. They want to be able to have their own income. So if they can get seeds and plant their farm and get a good yield of their crop, feed their children, put a little bit on the market. They're grateful, but if we now just suddenly in a big whoosh pull back on that, can you imagine what they're going to think about the Americans and American government? Trust takes a long time to build, but you can Take it away so quickly and I think we need to be much more careful as a nation. Unless the rich countries stay generous, then the progress is going to stop and may even go into reverse. And so, you know, telling these voters, hey, you should be proud of this. It's moral, it serves a lot of benefits, you know, I'll be doing my best to articulate that. That uncertainty. Means that how much we'll achieve in the next 20 years, that's probably the biggest unknown is do our fellow travelers stay generous or do they kind of tune out these millions of deaths and uh turn inward.

The job search landscape has undergone a dramatic transformation, with online platforms like LinkedIn, Indeed, and Glassdoor reshaping a multibillion-dollar industry. As these giants adapt to new competitors and evolving expectations, they're turning to AI to revolutionize job seeking with "personal talent agents." But will the rapidly evolving tech be a good or bad thing for job seekers? 

Inside the $11 Billion Job Recruiting Business

Careers

The job search landscape has undergone a dramatic transformation, with online platforms like LinkedIn, Indeed, and Glassdoor reshaping a multibillion-dollar industry.

How we search for jobs has transformed drastically over the last two decades. Platforms like LinkedIn, Indeed, and Glassdoor are among the key players in online recruitment. These companies have reshaped their industry, carving out an $11 billion market projected to grow to $41 billion by 2032. And in a survey of 1000 job seekers, 40% of respondents credit job search engines to securing an interview. 35% say company websites are the way to go, and 34% say word of mouth networking is the best. way to nail down an interview. But today, the industry is more than just listing a job or networking to find one. The rise of AI and evolving expectations from both employers and employees are driving hiring companies to new levels of innovation. But just how are these companies adapting with new competitors coming to the market, and how will AI play a role in our future job searches? Indeed is one of the key players in an increasingly competitive market. It's owned by Recruit Holdings, a Japanese employment agency with a market capitalization of $75 billion. That's larger than some of Japan's biggest named companies like Honda Motor and Nintendo. Indeed flexes as the number one job site in the world with over 350 million unique visitors every month in 2023, and it intends to stay that way. Leading the effort is Chris Hyams, CEO of Indeed, who joined the company in 2010 as vice president of product. Hyams credits the company's job-first approach for building trust in its 20-year history. We exist only to help people get jobs and I believe the most important factor in influencing how a company makes decisions about their products and their services is how they make money. That's because Indeed gives employers the option to sponsor a job listing with prices starting at $5 a day or $150 a month. We only make money when we are helping an employer and a job. Or connect, which means that all of the data that we collect from job seekers is used only to help them better match for the best opportunities possible. They're going to find the opportunities they're looking for, and they won't be finding themselves reached out for irrelevant things or targeted for advertising. That's not why they came to the site in the first place. In deer is a hiring space with other sites like LinkedIn, which offers not only a constantly updating job board, but also a space to network with other career focused professionals. But Hiam says this comes with a cost. If you look at other businesses like LinkedIn, an amazing company, we have a huge amount of respect for them. A portion of the revenue comes from employment. They also make a huge amount of money from advertising and from sales and Other things. And so as a person who comes onto the site, are you being targeted just for employment opportunities or for a whole host of other things? But adding social media into the mix of hiring has been massively successful for LinkedIn. In the 2024 fiscal year, LinkedIn reported revenues exceeding $16.37 billion up from almost $15 billion in the previous year. The platform boasts over a billion members in 200 countries and regions and has also ranked 116th on America's most innovative companies by fortune. LinkedIn's revenue streams include a significant contribution from advertising, which generated $5.9 billion in 2022. Meanwhile, its premium membership surpassed $1.7 billion as of March 2024. Glassdoor, also acquired by Recruit Holdings, has built a reputation for services that encourage transparency in the job market. Christian Sutherland Wong, CEO of the job site, emphasizes that Glassdoor's platform allows people to hold employers accountable, particularly around pay transparency, a critical issue in today's labor market, and at the end of the day, it's. that's going to be the ultimate solve for a lot of pay inequity that we see in the US and around the world. The platform's option to be anonymous has made it a popular outlet for employees to be honest about their employers, and the anonymity has built trust and help prospective employees understand what really goes on behind the scenes at companies. As of 2024, Glassdoor reports. 63 million unique monthly visitors and hosts more than 212 million reviews, salary details, and workplace insights. The value of Glasso's platform is that we have trust with the people who use it, and so we put in a ton of processes and a ton of investment in making sure that people can trust the platform. Without that trust, we can't exist, so we take it really, really seriously. Despite their progress, these companies, like many others in various industries have also faced layoffs. In 2024, LinkedIn reportedly laid off about 200 employees from its engineering and customer support teams. In May, Indeed laid off around 1000 employees, representing about 8% of its workforce. Artificial intelligence has also become a focal point for job sites looking to utilize technology to improve efficiency. Rere Holding is investing heavily in AI. The company's leaders tout this as a new era in hiring that will provide users with a personal talent agent powered by generative AI. I see what AI can do is effectively take this kind of very white glove experience and make it available for the masses. An agents could be on your side to take you through your job seeking journey and make it a much smoother and more powerful experience for you as a job seeker. For Indeed, this approach to AI is also at the core of their strategy. If you think about how a talent agent works for athletes and for musicians, that is someone who understands everything about. You about the market and who works tirelessly on your behalf. This is one of the things that generative AI can actually bring. We have the first versions of this that we are going to be releasing in the coming months, and we see a real future where every single person will have a champion just for them that is helping and working tirelessly to connect them to the best opportunities. As the hiring landscape evolves, platforms like Indeed, LinkedIn and Glassdoor aim to connect people with opportunities in smarter and more efficient ways. AI is set to play a pivotal role in transforming job seeking, promising agent-like chatbots to improve the experience for users. But the question remains Will AI be a force that better connects humans to jobs, or will it diminish the number of humans needed in the workforce?

Nespresso North America CEO Alfonso Gonzalez Loeschen credits the company's success to being a "people-first organization." 

Nespresso North America's CEO "actually knocked on Nestlé's door" to get his first job

Nespresso North America CEO Alfonso Gonzalez Loeschen.

Nespresso North America's CEO began his journey in the company as an intern 32 years ago.

Nespresso North America's CEO says the company's success is due to being a "people-first organization." 

I drink too much coffee. You could say I drink about 5 to 6 coffee cups per day, two or three in the morning. And then throughout the day, depending on the day, I have a couple of other drinks and espresso and nice coffee beverage. But it's really something I look forward to every day. My very favorite form of coffee I would say is a double espresso, a dash of milk, almost like a macchiato and with just a hint of sugar or honey. Hello. My name is Alfonso Gonzalez. I am CEO for an espresso North America and this is an espresso secret to success. I'm Mexican and American origin. My dad's from Mexico. My mom's from Chicago actually. And I grew up uh and I studied in Mexico City. I majored in uh in marketing. I went into a program in Nestle that was a sort of a training program was for marketing and sales. And my first job was basically as a trainee. It was a fantastic program because the first six months they took us to the you were shadowing people across the company. So whether it was finance, whether it was operations, the warehouse uh sales, et cetera. So we did a, I did a little bit of shopping for the first six months. And then after that, my first job was going to one of the regions in Mexico to be a salesman. So I did that for about a year and a half and then went back and my first job was as a assistant marketing manager. So we started out in Mexico, uh put my hand up and said, I, I want an international career. I wanna get out there were not a lot of Mexican experts at that time. So I was one of the first and I got an opportunity to go to Argentina. So went to Argentina to a project there for about a year. Then from there, I moved to Switzerland uh to our head offices to what is our copy Strategic Business Unit. Spent three years there, went back to Mexico for about seven years in very different positions. Then I had the opportunity for the first time to go to North America. So went to the US to, to our nestle offices, worked there for about five years and then had the opportunity to lead the nestle business in Puerto Rico. So, well that, that was my first general management uh job was there for about three years. And that's when I got the opportunity to join Espresso. So I joined Espresso uh in Switzerland at headquarters uh as a global CMO and four years ago, I came to North America to lead an espresso North American business, which is the US uh Canada and Mexico. When you're a young marketer, usually you start as a, as an assistant manager, then you can become a brand manager, then you manage a full business, maybe you manage a division. So as, as you're progressing, you're aiming to go to hopefully reach a CEO position. What learned is the traditional path that you expect is never the one that you get. There's lateral movement. Sometimes there's a step back, step two steps forward. The first priority is to get to know the business and get to know the people. I do believe that what makes a business successful is the people and I believe in a people first organization. But as well, whenever I get into a new job, no, there's a book, I think that's the 1st 100 days that I once read a long, long time ago. There's a proof to that. It's like really immersing yourself, rolling your sweets up in the 1st 100 days. Getting to know the business deep down, getting to know the people is what brings your credibility in order to then be able to lead and to establish a vision and to inspire your teams and to get hold of your teams. The second thing I would say is you need to surround yourself with the best people and once you surround with, with yourself with the best people. It's all about uh giving clear guidance. It's all about empowering them, trusting them and then things, things play out and success comes. I would say that our focus on being a customer centric brand and organization in a of first organization really is the secret of success. It's really always bringing it back to a consumer because you can get lost. Right at the end of the day when you're leading a business, sometimes you can end up speaking to yourself. So really always taking a step back and saying, why is this relevant to your consumer? I think that in our relentless approach to being a consumer center organization is at the heart of the success together with being a direct to consumer model, our direct to consumer model allows us to have a closer relationship with our consumers. I meet with every single new employee at a certain point in time during their first, depending on when they go in. But there's an average during the first three months, I have an opportunity to sit down with the new employees and and just have a more intimate coffee chat to see how they're doing. If, if they fill any questions that they have, get any advice, I take so much out of, of those chats. So we do this on a monthly basis and it's just a way to stay closer to people. This is one of my favorite moments because you get to hear what's on people's minds, what's bothering them, what, what they're curious about. But as well, you get to get you, you get a lot of suggestions or new ideas from them and you get to know them on a more personal basis because it's, uh, you're talking 8, 10 people. So there's more environment. So I'm gonna be your barista for a minute. I'll do a very simple beverage. I'll do a latte. So to do a latte, uh one of the best things to do a latte is you take one of our double espressos, just pop it in here. And then what we have here is for milk. We have a milk jug. So basically, what our machine will do is it will detect the milk jug. Once you press it here, we have a couple of buttons here. So basically you can choose what the frothing. You want a lot of frost, a little frost. So uh once the milk is done, what I'll do is I'll pour it in and then we'll have a very quick look. So this is what I'll usually have in the morning. I actually have a cist machine at home and we have plenty of this at the office. So now you have a really nice frosted milk here. So what I'll do pour here and you will just position your cup and we'll just brew our double espresso. And what you'll see is you'll get this beautiful layers just as you get in a coffee shop. My advice is if you like your coffee sweetened, I would use a little bit of sugar that whatever type of sugar you want. Uh Then the milk as well. You can choose the different types of milk options that you can have. But I will put uh for your sweetener, I will put the sweetener in before. So you put your sugar or your honey and then you pour everything behind and that's it. Voila.

Door No. 3

Door No. 3 in Fortune Rankings

Videos