Forbes - USA (2019-12-31)

(Antfer) #1
en app, called Adobe Spark, since 2016. While
Canva claims that its tools are used at 50,000
universities and 25,000 nonprofi ts, Adobe says
it’s given out 23 million free Spark accounts to
students and teachers. In December 2017, Ado-
be reunited with Scott Belsky, the entrepreneur
whose social media business Behance it acquired
in 2012, to instill a scrappier ethos in its product
teams. “They feel like they’re the underdog be-
cause they’re like, ‘We’re not the coolest startup,’ ”
says Belsky, chief product offi cer of Adobe’s Cre-
ative Cloud unit.
Then there are the typical startup growing
pains. Until two years ago, Canva’s tool for edit-
ing its core code was so clunky that only fi ve engi-
neers could work on it at a time. Much of the com-
pany’s focus last year was on a complete rewrite of
the front-end interface of its app. “We’re growing
so fast that things are breaking constantly,” Ob-
recht admits. And in May, Canva suff ered its big-
gest test of customer trust to date. Days after Can-
va announced that Meeker’s invest-
ment had valued the company at $2.5
billion, a hacker in Europe breached
its systems, downloading 139 million
user names and email addresses before
Canva could stop the attack.
Stuck in California, Perkins and
Obrecht called and texted with At-
lassian’s co-CEOs and cofounders
(and Canva investors), Mike Cannon-
Brookes and Scott Farquhar, reach-
ing Farquhar as the billionaire was
on a runway in Peru en route to Ma-
chu Picchu. At their urging, Canva
called the FBI and launched a for-
mal review; two weeks later, Can-
va announced two-factor authentica-
tion for all users. Though Perkins says
Canva’s users responded by rallying
behind the company, it was a warn-
ing: With better recognition comes a
bigger target on your back.
Those close to Perkins are confi dent
that she can handle the pressure. Guy
Kawasaki started his career as a hype-
man for Steve Jobs, traveling the world
to tout all things Apple in the 1980s.
The former Forbes columnist says he’s
happy to end his career doing the same
for Perkins, investing in Canva and
joining the company as “chief evange-
list” back in 2014. “More people can
use the democratization of design than
can use a Macintosh,” he says. “You
don’t have to be in Silicon Valley—you
don’t even need to be in America—to
be successful. Holy cow.”

DECEMBER 31, 20 19

company matched more of Adobe’s own features
by announcing a video-editing tool and an apps
suite; it’s still working on improvements to its free
alternative to Microsoft PowerPoint, which has
already been used to make 80 million presenta-
tions. But Canva’s long-term growth prospects de-
pend on whether corporations will progress from
small pockets of fans to accounts reaching thou-
sands of employees. After years of adding more
features to Canva’s suite, Perkins is betting on the
opposite approach for corporate America. By of-
fering limited sets of templates and options, Can-
va hopes execs will trust more employees to cre-
ate their own content. At Realty Austin, a midsize
Texas residential and commercial real-estate fi rm,
a marketing team of six used to create all printed
handouts and digital assets for its agents to pro-
mote events like open houses. Now, with Canva,
the company’s 550-plus agents create material for
their own listings, faster and on their own time.
Adobe isn’t sleeping while all this goes down.
It has off ered its own freemium, templates-driv-

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TECH’S NEW ROLE MODELS
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See story, page 41
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