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What companies are leading in innovation in Europe in 2025?

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The first-ever European edition of the Fortune 500, ranking companies by revenue. 

F500 Europe 2023 TUI AG Holiday Flight Operations After Pandemic Hit

TUI ranks 210 with $17.9 billion in revenue (up 216.5%). The Germany-headquartered hotels, casinos and resorts company has 61,091 employees and made a loss of $300 million.

This year's Fortune Global 500 generated $27.7 trillion in revenues and $1.5 trillion in profits.

Fortune Global 500

This year's Fortune Global 500 generated $27.6 trillion in revenues and $1.5 trillion in profits.

The world's 500 largest companies generated $31.2 trillion in revenues and $1.7 trillion in profits in 2014. Together, this year's Fortune Global 500 employ 65 million people worldwide and are represented by 36 countries.

Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

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TUI (TUIFF): Company Profile, Stock Price, News, Rankings

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A record number of students are pursuing higher education worldwide—but the map of where they go is changing. Rising tuition, restrictive immigration policies, safety concerns, iand stronger regional options are driving students—and their parents—to reconsider traditional destinations like the U.S. and U.K. At the same time, universities across Asia, the Middle East, and beyond are positioning themselves as new magnets for global talent in a job market being upended by technology. What are the geopolitical, cultural, and economic forces shaping higher education, and who will win the race to train and retain tomorrow's workforce? 

Higher Ed's New Power Map

Conferences

Hello ladies and gentlemen. What an honor to be here today. Thank you all for attending this very amazing session that we're gonna have with our lovely speakers. We're excited to kickstart it inshallah, and I'm gonna start with you, Doctor Lina. Saudi Arabia has been investing heavily in education as part of Vision 2030. The scholarship landscape today looks very different from what it looked like decades ago. Can you tell me a little bit about how Saudi Arabia's scholarship programs are increasingly aligned with Vision's 2030 strategic sectors? How is the ministry ensuring that the new direction translates into real world skills and employment opportunity for Saudi graduates? OK, thank you, Nora and uh thank you for having me here. It's a pleasure to be here with uh with my colleagues. So uh let's talk about the scholarship program in Saudi. Uh it has evolved, you know, for the last 100 years, and today the scholarship program, it's not about numbers and destination. It's basically about purposes. OK, so, uh, when, uh, his royal highs, the crown prince, announced the new wave of the scholarship program in 2022, uh, we have uh four specialized tracks. One of them is dedicated for students who got accepted in the top 30 universities all over the world, and we have more than 2000 students. Been accepted in such universities over the last 3 years and uh the second track is the R&D research and development and uh this is specifically for uh PhD students who want to pursue their education and and and PhD and these are aligned with the national priorities within along with the vision 2030. The fourth track, which is MA basically it's, it's aligned with. The vision 2030 and the labor market needs. The last track, which is wide, it's about the giga projects that are going on along with the 2030 vision, and we have a very strong partnership and collaboration with different private companies and we have more than 50 partnerships along with, you know, different universities around the world. Thank you so much, Doctor Lina. The future is indeed bright in the kingdom, especially with the scholarship programs and more happening here. Mr. Brier, as someone leading one of the world's most recognized educational networks, you have a unique view of how families around the world are re-evaluating their choices. Malvern College has a global footprint, and soon a new home here in Riyadh as the CEO of Malvern International, which operates schools across several regions. How are you seeing global students and parents' attitudes shift when it comes to choosing destinations for higher education? Thank you all. It's a pleasure to be here. Uh, I mean, I think really there used to be very much a dominance of the US and the UK in the past, uh, and whilst they still remain strong, what we've started to see now is much more of a sort of multipolarity in, uh, higher education. And with growing hubs around the world which Saudi Arabia is clearly already started on that journey and I think is well poised to go forward on that. And I think what we're starting to see now is our pupils are really embracing the fact that there's so much choice now around the world to go for to find things that match their character and their aspirations. And one of the things that I think is really important for them as well is this idea of global citizenship. I think in the past it was very much of I'll just go abroad to study, whereas now what we're starting to see is people see themselves as entering the international community and expecting a career within the international world, which I think is really, really important. But one of the other big pieces to that is around the concept of employability, and that's something we're particularly seeing accelerate at the moment. There are many graduates now that are coming out of universities, which means that there are more people that are graduating necessarily for the jobs that are there. I saw a rather shocking statistic in the UK earlier this week that was talking about the fact that last year there were 1.2 million graduates for 17,000 jobs, which starts to give you the idea of just how competitive that market has become. And on top of that with AI, many of those graduate jobs are changing or are more difficult for people to get into. So what we're starting to see with that is that they are looking to their universities and to their educational program to really give them that fast start to thrive as they come out and go into life. And what we're trying to do is look at this idea that you take intellectual intelligence and you enhance it with emotional intelligence and with cultural intelligence. And I think one of the benefits of, for example, having your education in Saudi Arabia and entering into that and what we're looking to do by having a Malvern College here is this idea of being able to work with anyone anywhere as a result of the skills that you can build up. You just said two key words, emotional and cultural intelligence. I think we really need to implement this for the students' upcoming show in the future. Thank you so much, Mr. Beer. Of course you're Edward Byron, it's such an honor for me to be here with you, and we've had such a great discussion beforehand. You, you have such extensive experience in many different institutions, but let's focus now on CAS and what it's doing. So CAS has built a strong reputation for world class research and global collaboration. Can you tell me about the students that you're aiming to get into the university? What's the number and percentage and more about what's happening in that area? Yeah, thank you very much. Well, look, CAST is an amazing institution. It's, uh, the 3rd great university I've had the privilege of leading as the president, and a lot of the other two have been around for, you know, a long, long time and very famous. Uh, CAST is by far the most exciting. Uh, it's, um, it is a postgraduate research university with master's and PhD students. We don't have undergraduates. Many of our students come from the elite programs run by the Ministry of Education, but we're getting more and more in kingdom Saudi students as the quality of the education system here rises and it's becoming very strong. About 60% of our students at the moment are international. Uh, and we get, um, we only have about, uh, 400 places a year for international students, for our master's students, and we get about 25,000 applications. So we're very much a university of, um, Selection rather than recruitment. You know, in the international student world, you either have a lot more applications than you could take, you're a university of selection or you're working to get as many qualified students as possible. Um The quality of the students is amazing, and I just wanted to say that the experience international students have in the, in the kingdom is absolutely superb. Uh, the, the country is so welcoming, it's so rich, it's so diverse, uh, and, um, I've never had as positive feedback from an international student group as I have with the students at. Uh, I know that the quality of the universities in the kingdom is increasing quite dramatically. Uh, differentiated sector, but they're going to be, uh, 7 or 8 universities here, which are in the top few 100 in the world very rapidly, some are already, and the opportunities for more international students to come to the kingdom will be enormous, and I, I guarantee any students who come here, you will have a great time and a great education. Thank you so much, Sir Edward. Absolutely. I think Saudi Arabia is the future with the education really bettering itself when we see that changes on the ground at the moment. Doctor Lina, I would like to turn to you, please. Now, traditionally, Saudi Arabia has sent its brightest students abroad. I don't want to contradict what you just said, Doctor, so please. Saudi Arabia has sent its brightest students to students abroad traditionally we're talking about in the past, but there are new initiatives to make the kingdom itself a magnet for international students and researchers. I think you can follow up on what Sir Edward said. Yeah, exactly. This is going to be a follow up to to what Sir Edward just mentioned about international students coming to the Saudi Arabia. Uh, we're looking at Saudi Arabia as an international educational hub basically. And we have just uh launched the new platform that we have which is study in Saudi with the new educational visa. Uh, this year we have received more than 200,000 applications, uh, who, who wants to study in, in Saudi. We have uh different universities participating within that platform. And uh uh as, as, as uh what uh Edoard mentioned the experience here is different, especially with international students, and we don't want them just to come here and study, want them even, even to be able to work to participate in, in, you know, different. Research Center and so on. So, uh, the main idea of study in Saudi and all these related initiatives is to have more international students coming to study in Saudi, uh, and they even private or even international universities that are opening soon in the kingdom. Uh, so we're looking at international students as, uh, uh, you know, uh, they can come not only to study, to create knowledge, to innovate, even to create future together. So it's a holistic approach when coming to study in the kingdom. Not only will you receive a great education, but also, also a cultural experience. Yes, exactly, and we call this is a study plus, OK, so we don't want the students just to come here and study with them. We want them even to, to, to work here in this in Saudi to participate in in different initiatives and within the innovation centers and these kind of things. Uh, Mr. Beer, I'd like to turn my attention to you and ask you more about Malverne. Of course, uh, it will be opening in 2027 and Riyadh exciting news. What does that decision say about how Saudi Arabia is positioning itself in the new global educational landscape? Thank you. I mean it was terrifically exciting to announce the launch of Modern College Riyadh a couple of months ago, and it really talks to the dynamism that we're seeing in Saudi Arabia, the sense of movement, progress, and it's both actually already within the kingdom, but also the number of businesses and companies and workforces that are moving here. So we see really high quality premium education as vital both to help develop those that are already in the kingdom, but also to be attractive for companies that are bringing their staff into into the country, and that's something obviously that we want to want to provide. But one of the biggest areas for us as well is the culture of innovation that we're seeing here. So you might think, so Melbourne College is actually 160 years old. You might think that a heritage organization like that is rather old fashioned and stuck in its ways, but we're very much not. We have our school sort of motto is Wise is the one that looks ahead. And we have a real heritage of innovation. There's actually 4 Nobel Prize winners that have come out of the college, and it's been quite interesting today because there's been a lot of talk about AI. Well, one of the original members of the what was known as the Dartmouth Workshop back in 1956, who were the original sort of birthplace of AI was an old Malvernian, which we're very, very proud of in the current environment. So that culture of innovation for us is very, very important and what we're looking forward to here and it goes back a little bit to what I was talking about employability. is that we can give students the absolute fundamentals of an excellent education through the International Baccalaureate, the foundations of regular subjects, but actually we can build on that with digital skills, with AI skills, and with looking at new ways of engaging our pupils. So for example, through gaming, which is obviously very, very popular in the kingdom, and how we can use that as a learning tool and a way to drive pupil engagement in our schools. So there's a real match for us about making the best of a strong heritage in education, but also bringing together the innovation that's there. And the last thing I do want to say on that as well is that we think there's a real cultural element in there that we're looking forward to. So it's about combining what the British side of the education that Bolton College brings, but melding that with the culture in Saudi Arabia, so making sure that Arabic is right up there on our curriculums, but also how we do our performing arts, music, theater, and bringing in the wider Saudi culture. Thank you so much, Mr. Weir. Sir Edwards, I'd like to turn my attention to you and ask you about the era of geopolitical shifts. How can universities act as bridges of collaboration, particularly between East and West, to advance scientific and educational progress, and if you can share a success story also. I think this is one of the most important things universities do in today's world. An international student movement is a huge part of that because when international students come and work in a country, you know, some of them stay and make their careers there, but the great majority go home and they're then soft ambassadors, soft cultural ambassadors for the country they've been to. That's been hugely helpful to the UK, but also to Australia, you know, another country where I, I worked for many, many years, which, uh, was probably the first of the Western countries to establish major links with much of Asia, especially Southeast Asia. Um. Now, this means that universities must have a global mindset. We have to educate our young people as global citizens, as part of the skill set you mentioned, you know, tolerance of ambiguity. People come from different backgrounds, learning to listen to people whose points of view are different to your own, helping you grow, and acquiring this broad experience at the same time as the skill set that makes you job ready. So, and I think we're getting quite good at doing that, but the opportunities that come from modern technologies like the advances in AI, you know, give us a huge increase in bandwidth in achieving these things. I do want to ask a follow up question on this because I feel during my time we were trying to be a global, global student, but now students truly are global. So wherever they go they already have, you know, information about that universe that country. They go in understanding more about that. People tell me about your experiences from that area. I think. This is probably more advanced in countries like Australia and to some extent the UK than the US as much of the US system is quite homogenous and international students in large numbers have only started to come in fairly recent years. But many UK and Australian universities have had 30 to 40% international students from almost 100 countries, you know, for 25, 30 years. And this has given an incredible mindset to the young people who go there. Kings, the last university in London I was the president of, had over 100 student societies from different countries, including the Saudi society that had about 300 young Saudis in it, and I used to meet the students and it was incredibly invigorating to see how they respect each other's viewpoints, you know, young people are Almost without exception, they're open minded. They're open to the world. uh, they learn from people from other countries and they love it. Uh, and I think that will happen more and more in Saudi Arabia as more international students start to come to the great universities here. Um, you know, I see, uh, and I, I don't work for the ministry here, so I might be going. But I see as in Singapore when Singapore was starting to move forward educationally, the sending of large numbers of young Saudis overseas, which has been going on for many years now, was a sort of stepping stone as the those young people came back and populated universities and other entities in the kingdom. But also as the standard of education and universities in the kingdom itself continues to rise, so there will be a time not so long from now, when not so many Saudis would go overseas because the quality of the university system here will be so strong and Example, as to how that can be done now is a, you know, small, large research institute in some ways, uh, but, um, you know, they're going to be some very significant Saudi universities in the top 100 in the not too distant future and, and better. Thank you so much, Sir Edward. Thank you all to our amazing speakers for this lovely uh panel today. I hope you enjoyed it as much as I did and learned as well. So the children are truly our future. They're bright, they're understanding, and they're open to the global audience. Thank you all for being here. Thank you for being part of this.

Gillian Zucker, master operator at the L.A. Clippers, discussed her unique relationship with owner Steve Ballmer, emphasizing his genuine love for the game. She detailed her career journey, from Hamilton College to roles in PR, sales, and operations. Zucker highlighted the transformation of the Clippers’ fan base and the development of Intuit Dome, focusing on frictionless technology and fan engagement. She shared insights on leveraging data for personalized experiences, such as rewarding loud fans and using facial recognition. Zucker also touched on the Clippers’ commitment to sustainability and efforts to enhance the fan experience through innovative features like the Halo scoreboard and the Wall. 

Gillian Zucker's Blueprint for Modern Sports Entertainment

Photo Courtesy of Gillian Zucker; Graphic by Fortune

Leadership

For sports franchises built on storied legacies, embracing innovation is a total game-changer— and Gillian Zucker is going long on reimagining the future of sports. We'll hear from this powerhouse president about the winning strategies for leveraging technology in sports  operations, including pioneering initiatives like the tech-enhanced fan journey at the Intuit Dome, home of the LA Clippers–two crown jewels in Steve Ballmer’s Halo portfolio. As stadiums evolve into dynamic, experience-driven destinations, this conversation will explore how v isionary leadership is shaping what comes next. 

CHANGING THE GAME: HOW TECHNOLOGY IS REVOLUTIONIZING SPORTS OPERATIONS

Hello, everyone. All right, so I am dying to know how many of you, uh, prefer to watch a sports game in person versus, uh, on your couch, on your TV. So, show of hands, who prefers it in person? OK, alright, uh, on your couch? All right, all right, it sounds like in person is, is the dominant way to go, which we have the expert here, Gillian, who you've been to over 100 stadiums, is that right, Gillian, in your research for Intuit Dome? Yeah, we just, uh, this past summer, opened the new Intuit Dome, the new home of the LA Clippers. In Los Angeles and as part of that process over the course of 7 years, I visited any facility that I possibly could, some of them sporting facilities, some of them other types of entertainment events. What do you think is the number one thing that makes someone want to come into a stadium versus stay at home, lay on the couch? I think we're in the experiential economy. It's so important to people now to have experiences where they can connect, and I think a lot of that just has to do with how much time we spend looking at our phones and engage with screens. And so when you have an opportunity to do something that sort of forces your head up and forces you to engage with those around you and it's something that's really enjoyable, you want more of it. Yeah, that makes sense now. I don't envy your position because. You have quite the intimidating boss, Clippers owner Steve Ballmer. Talk to me about how you got him to build into a dome, because didn't he come in with the idea that we already have a stadium. I'm buying this team because it's everything's done for me pretty much. Yes, very famously during my job interview with him, I had had some experience in building facilities and I began to tell him about that experience so that eventually. when he wanted to build a new facility for the Clippers, I would be ready to help him to do that, and he stopped me. He said, Stop, stop right there. We are never building a new arena. He's like, This is why I bought this team. It's the best part about the whole thing. I don't have to worry about this. We have somebody else. They manage all of this for us. We don't have to worry about the cleaning the place. We don't have to worry about the capital that's associated with it. This is, this is the best thing about this team. And then a few weeks went by and then maybe a couple more and at that point he said, you know, here's the thing that I didn't realize is you don't have your own home. We shared our arena with another NBA team. We also shared it with a hockey team and a lot of concerts. And so as a result of that there wasn't branding. There weren't the things that make it feel like it has a personality that's associated with your franchise. He was like, we lose home court advantage and we have to fix this. So let's go find a piece of property, and we did. Amazing story. Now you tell me that you've embedded data into every part of Intuit Dome, you know, from shaping staffing plans, from seat assignments, menus once famously overruling Steve Ballmer on a menu placement. Tell us about that and how you integrate this tech into your stadium. You know, I think everybody wishes that they could know everything about their customers. Like, imagine if you could know everything about your customers. And so when we started thinking about Intuit, when you think about a typical Uh, arena experience where you come to a concert or you come to a game, you come in and you may come with let's say 4 people and you have all 4 tickets on your phone. So we would know who you are, but we would not know who those other 3 people are because when you get to the gate, you just swipe, swipe, swipe, swipe. So we essentially know 25% of the people who are coming in, and that's roughly true pretty much across the industry. So in our minds, we said, look, imagine if you could know everyone. So one of the things that we set out. In a dome was to make sure that people understood you have to have your own ticket on your own device when you come into the building, and that enables us to customize the experience. Well, we had to give people something in exchange for that friction that we gave them up front. And so what we said was that if you do that, you can put your phone in your pocket and you will never need it in this facility. It becomes your ticket, it becomes your wallet. It becomes your entry to clubs. It becomes your pass. It also you know, your reward system so we can reward you for behaviors during the game because we know who you are. Can you give me an example of that? Like what's the reward someone would get? Yeah, so one of the things that we have is this really amazing technology that we found that allows us to measure decibel levels down to a single seat. So when we first discovered the technology, it could do that down to about 25 seats, and we met the CEO and we said, Hey, could you get this down to a single seat in 2.5 years when we open? And he said, Yes, I can do it. And he did. And so that allows us to know how loudly each fan is cheering, and we can reward them for that behavior. So every game at the end of the game we actually reward the very loudest fan in the arena and we know exactly who they are and they win things like an autographed James Harden jersey and other fantastic things. And during the playoffs we utilized it. We had a pivotal game 6. We were playing it into a dome. It was must win against the Denver Nuggets and what we had learned through this information was not only who our loudest people were, That cheering's contagious that when you cheer you give the people around you permission to be loud as well. And so we invited the loudest fans and we had them bring a guest so that they can encourage that throughout the arena and help us with home court advantage. So interesting. So can you, you can tell in real time who is actually screaming the loudest. Yes, we can. We don't know what they're saying, but we do know how loud, right? That was my next question. And then how does that relate to, and I don't know if people have heard of the Wall, which is tell us what the wall is. And how that works with the tech you have and maybe you even have some props. I do. I have a couple of problems. So it's important to keep in mind that the whole idea of this building was was to create home court advantage but also to delight people, to bring them kind of more than they would expect, and Intuit Dome has a real personality. It's quite a unique place to see a game. So on one end of the arena is an architectural marvel. It's basically the steepest grandstand code allows, but it's also very comfortable. It has a lot of leg room. It starts in row 1, goes up to row 50. On 4500 people strong and we only let Clippers fans sit there. So you cannot sit there if you're wearing an opposing team jersey, if you're cheering for the other team, we kick you out. And in the middle of it is a standing supporter section that you have to basically audition to come to. But we've made those seats really, really affordable. It's $999 for a season ticket. The trick is your seat gets assigned when you show up. So if you show up early, you're going to sit down low, and if you show up late, we oversell it, so you might be standing and then they come to us and they ask us for all kinds of props. They come up with crazy ideas. I brought a couple of them. Our mascot is Chuck the Condor. Their job is to keep the opposing team from making their free throws. So the time when the opposing team is shooting, they do things like this, and we have this direction, pretty good, and they also all have these. This is our loud cup. This is actually intended to reduce lines at concessions. So bottomless drinks, you have your own cup on one side you sip, and on the other side you chair. Love that sound. OK, I'll come to the audience for a question in a second, but Gillian, I have to ask, you know, with all this, it seems like consumers are putting a lot of trust into you to safeguard their data, all these things, measuring their sounds. How do you ensure that their data is treated with respect and how do you alleviate concerns that people might have about it? were really worried about it, you know, I remember in the beginning how much research we did about this, and what we learned was when you go to people and you ask, how do you feel about facial recognition, they say adamantly opposed to it. I want to have nothing to do with it. And then we say, how do you feel about clear? And they're like, I love clear. And they're like, how do you feel about your iPhone and the ID that you use with your face to open your iPhone? People are like, it's amazing. So what we learned is that there are certain technologies that they really trust and so we went to them. We didn't have any we're a basketball team, we don't build tech. So we went to people who do do this who safeguard people's information that they're comfortable with and we utilize that. Any questions out here in the audience? OK, well, I have another and this is based on uh my own personal background and bias. So I feel like, you know, a lot of legacy sports fans, uh, my dad, a Mets season ticket holder being one of them since the 80s, are really resistant to new tech and, and to changes. They like the old school way it's done. How do you balance that need for tradition when you're dealing with sports also with new technology? Well, I think it's two things. Number one, it's entirely voluntary. So you don't want to do it, you're not comfortable with it, you don't have to. We have other. Mechanisms, but what we found was that a certain number of people would sign up for game face ID before the game, and then we would find that that number would increase by 15 to 20% by the time they left the arena. So what you really need to do is provide them with something that's so incredible, that's so advantageous to their experience that they say, I definitely want this, you know, our concept was, can we eliminate lines? Like, imagine going to a sporting event and not having to wait in line for your hot dog. Yes, it's possible. Come into a dome and you can experience it yourself. How? How do you do that? Well, in a lot of different ways. I mean, one through technology and secondly through architecture. So you know Steve spent so much time talking about the restrooms, and I remember we were saying, oh, we can use technology to kind of indicate where the shortest lines might be to send people to the right place, and he just denied that on its premise. He was like, no, you know this can be solved by just having more. So we did some pedestrian modeling. We had 50% of the people in a single section get up at the same time. Go to the restroom, go to a concession stand. Could we get them back in their seat before the end of the quarter break? And if we could, we had enough restrooms, and if we couldn't, then we kept adding more. So we have over 3100 different fixtures for people. So if you come into a dome, you're not waiting in line for the bathroom. You tell Madison Square Garden. because I'm constantly line again you have a lot of luxuries with a new facility that you don't necessarily have with one that's been very fair. Uh, what is the biggest tech investment that you've made that you don't think hasn't that hasn't paid off yet, I would say, or one that that really flopped that you're really excited about. Um, we have one that actually I'm really excited about, but I don't think it's, it's progressed to the level that we want, but we have a board that's in the facility that when you come in, it actually um specifically greets you. So when I look up at that board, it will say Hi Gillian, welcome to Intuit Dome. You're sitting in and it'll have my section row and seat number and it'll tell me where the. This concession stand is to my seat or it'll tell me something interesting about the game or concert that's coming up. If you were coming in and you were standing right next to me, you would see your name and your seat location, and over 100 people can look at that same board at the same time and all see something different. So it's pretty amazing and it is one of these, you know, we said we weren't going to have any tech for tech's sake in the building. Like we only wanted things that actually enhanced your experience, and this one what we found it does is it it it's exciting enough that it gets people to engage with our face ID so it's helped us to achieve, you know, more buy-in for that. But I think um at the same time at some point when um the detail on it gets better we'll be able to do much more with it and I'm looking forward to that day. One last call for questions. OK, I have one for you. All of this tech sounds really cool but also very expensive at the same time. So what metrics or KPIs do you use to measure the real return on investment for these types of innovations, both in terms of fan engagements and also growth of your business? Steve was pretty clear when we built the building. He, he wanted it to be this incredible experience for fans. I mean, it was built for. Basketball fans, um, but he also wanted to not be dumb about the investment and what he kept saying was like I look at index funds. I need to get the same return on the building as I get on index funds and anything that you can do within that ROI is good by me. So that was basically our metric as we looked at these things and there were a lot of different technologies that we saw that were very expensive that we had to pass on because we couldn't do that and deliver the kind of. ROI, but there were other things, and you know you have to be choosy. What are the things that are going to have the biggest impact? It's, I think it's interesting at the end of the day that some of the things that have had the biggest impact in that building are definitely not the most expensive. Interesting. All right, last question for you. You've kind of just alluded to this. What are some of the craziest tech pitches or ideas that you've gotten that either you didn't consider or or the ones that you did and now they're in there. Yeah, I mean, we had an awful lot around holograms, you know, so there were a lot of different companies that came to us that said they could make holograms of our players or different ways that people could interact with them, and those are wonderful, but they tend to be the kind of thing that people have that interaction once, but by the time they see it multiple times, it's something that people grow weary of. So we were always looking for technologies that would be things that would continue. like excite people. We found all sorts of interactive games that were really popular. I think the things that we try on our Halo boards, so we have this giant two-sided Halo scoreboard, the largest video screen of its kind in any indoor facility. It's a full acre of LED and with this board we're able to do a whole bunch of things like provide a lot of. Statistical information and other opportunities to entertain, but one of the things that we really wanted to do was figure out a way that players could kind of jump out at the board at the fans, and it almost feels like they can reach out and touch you. And so we spent a lot of time focused on that and we're finally able to achieve it midway through the season. Very cool. Well, thank you so much for your time, Elaine. I appreciate it. Thank you. Thank you.

Brian Chesky is the founder and CEO of the roughly $85 billion home-sharing business Airbnb. The company has been around for nearly 20 years and has had its ups and downs, but Chesky is still adamant that he will overtake the hotel industry. And in 2025, Chesky says Airbnb will roll out the biggest updates to the business ever.
Fortune Next to Lead editor Ruth Umoh sat down with Chesky to discuss his contrarian management philosophy, why most business advice books are wrong, and why he doesn’t believe in employee autonomy.

Airbnb CEO’s Counterintuitive Leadership Playbook for the $85 Billion Brand

Fortune Next to Lead editor Ruth Umoh sat down with Airbnb CEO Brian Chesky to discuss his contrarian management philosophy, why most business advice books are wrong, and why he doesn’t believe in employee autonomy.

Fortune Next to Lead editor Ruth Umoh sits down with Airbnb CEO and founder Brian Chesky.

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