There's a lot of clarity in hindsight.

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

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.

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

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.

I have not always been a risk taker.

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

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.

I wasn't the kid with the lemonade stand.

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

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

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

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.

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

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.

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

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

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

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.

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

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

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

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.

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