I truly believe there is this confidence gap, at least for me. You have to 'manipulate' yourself to get over it,and I do think it has something to do with being a female. If you live in fear or doubt and have that confidence gap, you are simply not going to achieve your full potential and what you know you can achieve.

Your first company is like your first baby.You have this unconditional, irrational love.

Eventbrite is 50-50 male-female, and this has been accomplished organically.

Working in MTV's development team, my days would consist of pitches and deciding which concepts we wanted to buy. We would then develop those into a pilot. Very few ended up making it to a full series, but if they did, I would manage the project alongside the show's creators.

At Eventbrite, we care about the whole you, not just the employee you.

I know my daughter was dealt a very, very good birth card, but sometimes I feel like I want to honor the fact that she also drew a lottery that she didn't get to choose, which is that there is this thing called Eventbrite in our lives, and it sometimes takes precedence.

Ticketing is a people-intensive business to get it right on a global scale.

Getting to profitability does not mean all our problems are solved.

What I didn't appreciate about myself is that I'm good at coaching leaders.

I think having a visionary CEO is awesome, and visionary leadership is one thing, but you also need checks and balances on whether this company can withstand a very honest and critical look at itself.

My worst day is away from the office, when I'm traveling and not with the Britelings.

I love just being home with the kids and, seeing what they do when they're bored and then I just follow.

I think a universal feeling that we all share is that live experiences create indelible memories.

I'm thrilled to share the story of my journey in building Eventbrite and what I've learned along the way as a working mother and entrepreneur.

We focus on Eventbrite and our family. That's how we spend our time, full stop.

Getting over the stigma of needing to appear as if I do it all myself took about 12 months. I finally realized that the only way to be a successful, happy mother, founder, wife, and daughter was to accept the help that was being offered to me.

It's extremely easy to get people to share what events they are going to because events are inherently social.

There's always a little bit of friction when you're trying to democratize an industry.

That seems to be my superpower - really understanding what motivates people.

I wasn't the kid with the lemonade stand.

As far as funding and building a team, you being romantically involved with your cofounder really shouldn't play a factor in how you run the company and how you create a team or find resources. It's all about the partnership.

If you're going to be an entrepreneur, most likely you're going to be Type A - stubborn.

I have not always been a risk taker.

Our team finds motivation in knowing that we're transforming the ticketing industry, this notion that we're bringing democratization to an industry and disrupting it using technology.

To force a culture creates something that is inherently not sustainable. It does not evolve forward.

One of the biggest mistakes that founders can make is doing something that maybe seems like a great idea, and seems like a good use of time, but actually isn't measurable, significant, incremental growth.

It's important for founders to think about how they would build their company from scratch - again.

There's a lot of clarity in hindsight.

I was a dancer and performer.

I'm not good at throwing around rhetoric.

Each company is different because they get their DNA from the founders.

I've done everything from traditional yoga to Bikram yoga to Pilates.

We wanted to harness the power of technology to make it possible for anyone to sell tickets to any type of event.

If you think about stripping away 80 percent of the things that don't matter and focusing on the the 20 percent that will actually make a difference, I think you'll find great results even in the toughest of situations and the harshest of environments.

We thought we could reinvent the way people came together for live events. We wanted to ticket everything from a five-person yoga class to a 10-person cookery class to a fashion event.

Acquiring customers at the start is one of the hardest things you'll ever experiences as an entrepreneur.

It's incredibly important to be - once you do have a product - acutely observational about the trends.

One of the reasons why we were so successful in integrating with Facebook was because we saw people using Facebook to promote their event and link back to Eventbrite before Facebook Connect and before the event's API was even available.

What we've found was that people were utilizing Eventbrite to turn their passions into revenue-generating ventures.

One of the most brilliant parts of being a first-time founder is that you experience everything for the first time. It never gets old.

I started my career in Hollywood, where I learned the rumors were true - having success there really was dictated by how who you knew, not what you knew. I grew frustrated by the fact that careers could be made and broken by relationships alone.

Live experiences are more than fundamental - they're transformative.

My mom always instilled in me that it was braver to ask for help when you need it. That has absolutely stuck with me over the years but became even more important in practice once I became a mother. It may sound trite, but the concept of 'it takes a village' really could not be more true.

If I were to think of myself as a role model, I would say that it's really important to realize when you are a role model and to be willing to give advice, share how you do things.

The gender parity is something that has been organic to Eventbrite since we started building a team.

The majority of our happiness at work is determined by the people who surround us. Strong teams produce more content, launch more products, and sign more contracts. And most importantly, they have fun doing it.

Co-founders shouldn't excel in the same areas - it's inefficient and will inevitably lead to conflicts down the road.

To be a true leader, I needed to better understand my unique strengths and how to apply them across the company as we grew.

Many tech companies experience steep growth curves that require them to build their teams at breakneck speeds.

If you want to build a sustainable culture, you have to have a strong philosophy and then let people do with it what they will and be OK with that.