We identified the 54 most powerful people at Netflix. Here's our exclusive chart of its top executives and their roles.
Netflix, the global leader in streaming TV, is facing more pressure to hold onto its standing as legacy-media and tech rivals pursue their own streaming plays. Business Insider spoke with current and former Netflix employees, and industry experts, to identify the 54 most powerful executives who are leading key growth areas at the company. They include influential execs like chief content officer, Ted Sarandos, as well as some less familiar names, like Rochelle King, vice president of creative production. View Business Insider's exclusive interactive chart below.
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Netflix is the leader in streaming TV with a global audience of 167 million subscribers and counting. Its last decade of unrivaled subscriber growth, and an equally impressive stock climb, has forced legacy media to take streaming seriously or risk irrelevance, and tech titans to vie for a piece of the streaming TV pie. By the end of 2020, Apple, Disney, Comcast, AT&T, and ViacomCBS will each have unveiled new streaming strategies to challenge Netflix and keep up with the viewer shifts it spurred. The new competition is placing more pressure on Netflix to expand internationally where there's still ample room for growth and to improve its balance sheet. Business Insider spoke with current and former Netflix employees, and industry experts, to identify the 54 most powerful executives who are leading key growth areas at the company. Netflix has many leaders — not all of whom are included here — but this list gives an inside look at who to watch in 2020. At the top of the company is chief executive Reed Hastings, who cofounded Netflix in 1997 as a hub for online-movie rentals, oversaw its move into streaming video 10 years later, and drove the company to become the first truly global TV service. Hastings' core leadership team includes influential execs like content chief, Ted Sarandos, who oversees the company's colossal content budget; and chief product officer, Greg Peters, who is responsible for every aspect of the platform from its price to giving users the option to turn off auto-play video. There are also execs driving key initiatives within Netflix whose names might not be as familiar as those in the c-suite. They include movie boss, Scott Stuber, who is turning the company into a major player in Hollywood; top animation exec, Melissa Cobb, who is helping Netflix compete with Disney Plus; creative-production lead, Rochelle King, who is managing one of the fastest-growing teams at Netflix this year; product vice president, Todd Yellin, who is pushing Netflix to evolve entertainment with new formats like "Black Mirror: Bandersnatch"; and Bela Bajaria, who is developing content for crucial international audiences. Each plays their part to get people to spend more time with Netflix, which will be a key factor in keeping viewers around as new platforms launch. "The real measurement will be time," Hastings said at the New York Times Dealbook conference in November. "How do consumers vote with their evenings?" This chart is interactive. Click on "core team" to get the full list of names.
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Business Insider asked Netflix insiders how to get a job at the streaming company. See our coverage on BI Prime:
Exactly what it takes to get a job at Netflix, according to its head of hiring, former employees, and recruiting experts: Insiders share their best tips for navigating the hiring process, from how to prep for an interview to what to do if you don't get the job.
Netflix's recruiting boss reveals the team the company is staffing up the most in 2020: Netflix's creative-production team will be its biggest hiring priority.
How to get noticed by Netflix job recruiters who can help you get hired, according to company insiders: The first step is to craft your online persona to tell your professional story.
How to get a job interview at Netflix with the help of employee referrals — and what to avoid doing, according to company insiders: Recommendations from Netflix employees can get prospective candidates noticed by Netflix recruiters. Former employees shared their top tips on getting referrals, and using them to land a job.
Netflix's 5 toughest job-interview questions, according to company insiders: These are some of the job interview questions prospective candidates should be prepared to answer at any stage of the hiring process.
What to do if Netflix rejects you for a job the first time around, according to its head of hiring: One employee interviewed at Netflix three separate times before being hired, Netflix's vice president of talent acquisition said.
The top 10 slides from Netflix's groundbreaking first culture deck that experts say had the most impact: Netflix's culture deck is a must read for prospective candidates. Recruiters explain what sets Netflix's culture apart from other tech companies. Join the conversation about this story » NOW WATCH: Documentary filmmaker Ken Burns explains why country music is universal
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10 Quibi insiders describe working on shows for the video startup, which raised $1.8 billion and has become a media punching bag after a sluggish launch
Quibi's sluggish growth since its April debut has made it the butt of some media jokes:...Quibi's sluggish growth since its April debut has made it the butt of some media jokes: "Yes, Quibi still exists," cracked the headline of a June Marketplace episode. Business Insider got the inside story of how people who have developed or worked on shows for Quibi feel about the service post-launch. Most of the people said it showed promise and was producing high-quality programming, but were disappointed with the initial response. "I genuinely thought it would do better," one person said. "I'm not using it as much as I thought I would." The insiders also described a demanding workload on Quibi productions, which was intensified by the pandemic, as well as extensive notes from Quibi's content execs, on everything from the graphics to the talent on screen. If you have a tip about Quibi, contact the author at email@example.com, or message her on Signal at 347-770-5933. Click here for more BI Prime stories. Not long after the mobile-video service Quibi launched, its cofounder Jeffrey Katzenberg ruffled feathers with a quip to The New York Times that one of the company's core bets was not panning out. The startup, which had raised a mammoth $1.8 billion from venture backers, had hired publishers like BBC, ESPN, and E! to create short-form news and lifestyle programming. The slate, called Daily Essentials, aimed to help make Quibi a habit for its target audience of 20- and 30-somethings who spend their days glued to smartphones. "The Daily Essentials are not that essential," Katzenberg told the Times' Nicole Sperling in early May. He also blamed the coronavirus pandemic for Quibi's anemic growth since launch. The remark didn't sit well with some people who were actively working on Quibi's Daily Essentials. "It was disenchanting and concerning," a development exec at one of Quibi's content partners told Business Insider. "You're talking about hundreds of people working on various Daily Essentials ... It leads all of us to ask and wonder, what exactly the future is for the 'essentials'?" "What exactly is the future" is a fundamental question that plagues not just those working on the Daily Essentials, but other Quibi insiders, as well. During May and June, Business Insider spoke with 10 people who had developed or worked on shows for Quibi, including four who were actively involved in productions at the time. The people asked to remain anonymous because they did not have permission to speak about Quibi's productions. The people described a demanding workload that was made more complicated by the pandemic, as well as a stringent content-development team at Quibi that gave feedback — on everything from the graphics to the talent on screen — well beyond what rival platforms like Netflix typically give. Most of the Quibi insiders said they'd used the service themselves and thought it showed promise and was producing high-quality programming. But, like Katzenberg, they were disappointed with the initial response, and some found themselves not considering Quibi content "essential" in their own media diets. "I genuinely thought it would do better," a person who had worked with Quibi's content team said. "There was a lot of excitement in development … I watched a few of the shows. I'm not using it as much as I thought I would." It spotlights a core issue for the subscription service as it prepares its next slate of programming. Quibi commissioned top publishers and Hollywood studios to create short-form programming that was as good as the shows and movies you'd find on Netflix or traditional TV. But the programming — like "Chrissy's Court," a celebrity-infused take on reality court shows; reboots of "Punk'd" and "Reno 911"; and thrillers like "The Most Dangerous Game" — isn't drastically different from what's available on other platforms. The in-between moments of the day that Quibi's 10-minute-or-less episodes were designed to fill have mostly dried up during lockdown. And Quibi has yet to land a cultural hit that forces people to take notice, like Disney Plus' "The Mandalorian," Netflix's "Orange Is the New Black," or Hulu's "The Handmaid's Tale." Quibi was fighting an uphill battle by launching on April 6, amid a global coronavirus pandemic and with WarnerMedia's HBO Max and NBCUniversal's Peacock on its heels. The subscription service, which starts at $4.99 per month with ads, gained some early traction with the help of a 90-day free-trial offer that helped drive 1.7 million app downloads in the service's first week. But the service soon sank in the US iPhone app rankings. By May 29, it had fallen out of the top 200 in the iOS app store, according to the analytics firm App Annie. As Quibi battles to build a subscriber base alongside established video services like Netflix, newcomers like HBO Max, and digital platforms like Instagram and TikTok, Quibi's programming can't just be good, it needs to be unmissable — if not for the general public, then for a passionate subset. "Nothing has broken out," said Alan Wolk, cofounder of and lead analyst at TVREV. "Quibi hasn't found its niche yet. And then the second part of that is finding a niche that's going to get people to actually subscribe and pay." Quibi execs are very, very involved in productions and tend to give a lot more notes than competitors The pandemic has created challenges for Quibi's production teams, which, like the rest of the industry, were forced to pause or shift to remote work. Quibi thinks about its content in three main buckets: Movies "told in chapters," or episodes Scripted and unscripted series that are similar in quality to what you'd find on TV Daily Essentials, or timely news and informational programming that is released daily Its launch slate of shows and movies was mostly complete by March, when the production shutdowns rippled throughout the global TV and film industry. The Daily Essentials were still in production, as were some shows due to hit during the summer and fall. The pandemic pushed Quibi's production partners to work even harder to stay on schedule. "This process was difficult as it was to begin with," a second development exec working with Quibi said. "The pandemic added so many layers of complication … The workload was really tough, also because of the feedback that came back and forth that I would call nitpicking in some instances." Multiple insiders said that Quibi's content execs gave extensive notes to production partners on what the shows should look like, down to the graphics, set decorations, on-air talent, wardrobe, and zoom of a shot. The feedback, the people said, went beyond what execs at other mobile-first platforms like Snapchat Discover and Facebook Watch, or at Netflix, typically give. Some notes were more extensive than what TV networks provide. "There are notes and then there are Quibi notes," one of the development execs said. "Quibi from the start of an idea, to the title of the show, to the set design, color scheme, pixels in the graphics, I don't know that there was a detail that Quibi isn't involved in." The intense feedback was partly because Quibi was endeavoring to create content people hadn't seen before, and had very specific ideas about how it should look. The workload was also compounded by Quibi's Turnstyle feature, which shifts between portrait and landscape orientations as viewers rotate their devices. It requires two cuts for every video. "A lot more goes into it than just creating a separate angle for format," another person said. "There's a whole decision-making process on the graphics and styling." Quibi has touted Turnstyle as a key tool that will unlock new ways for content creators and advertisers to tell stories on smartphones. But, so far, it hasn't been enough to make Quibi stand out for audiences. "All of our shows and partners are having to work harder and smarter since COVID forced us into an industry-wide remote reality," Becky Brooks, head of lifestyle programming for Quibi, said in a statement to Business Insider. "We're exceptionally grateful to our partners at how quickly and efficiently they were able to pivot and stand up quality shows." The streaming service was going after mobile-forward millennials, but is still learning who its real audience is In the weeks since launch, the insiders said they hadn't noticed major shifts in the kinds of notes they were getting from Quibi execs. They thought Quibi might need more time to gather and analyze the data before changing course on its content strategy. Bloomberg's Lucas Shaw and Kelly Gilblom reported in May that Quibi was starting to reassess some of its upcoming slate. For the most part, production teams are still working off Quibi's initial assumption of who its audience would be, namely, mobile-forward 25- to 35-year-olds. One person described that target audience as a "premium, film watching" audience. Another person described them as young professionals in their early 30s who were very plugged into culture. Bloomberg reported, however, that the early audience for Quibi had been older and more female than Quibi executives anticipated. The data Quibi has provided to production partners has so far been limited, said some of the insiders, who declined to share details due to non-disclosure agreements. But it's not unusual for a streaming service, especially one as young as Quibi, to play its data close to the vest. Netflix, which has been releasing originals since 2013, only said last year that it would start sharing more data with producers. Quibi has shared some stats with the media: The company says 80% percent of Quibi's viewers complete the episode they are watching, multiple outlets reported. And the app had signed up 1.6 million subscribers to a free trial and been downloaded 4.5 million times, The Wall Street Journal's Benjamin Mullin reported on June 3. Quibi needs more than good shows. It needs a viral hit. Some of the people working on Quibi productions also wondered if the company had backed itself into a corner by restricting how users can share its content on social media. The Quibi app blocks users from taking screenshots of the content. Mobile apps from competitors like Netflix and Hulu do this too, but users can capture content on web browsers and desktops, Business Insider's Paige Leskin reported. Netflix has also leaned into using Twitter and other social platforms to promote its programming, including shows like "Tiger King," which inspired memes and went viral. "The original sin of Quibi is that it's a closed ecosystem," one of the development execs said. "They created this walled garden that you could only see these things on Quibi. Quibi also gives its content partners a limited set of assets they can share on social media and other platforms. Two people said they had been pushing Quibi to allow them to use more clips from their shows and promote their content earlier, in the hopes of making it more discoverable. Quibi has started experimenting with sharing some of its content on social platforms in recent weeks. On June 1, Quibi released a full episode of "The Nod with Brittany & Eric," a daily show exploring Black culture that stemmed from a popular podcast, on its social platforms in support of the Black Lives Matter movement. The special episode honored the lives of George Floyd, Breonna Taylor, Ahmaud Arbery, and Tony McDade and discussed police brutality. "We look forward to even more topical episodes and are excited for the future," Ryan Kadro, head of news programming for Quibi, said in a statement to Business Insider. The video had 12,200 views on Twitter and 682 on YouTube via Quibi's official accounts, as of the morning of June 5. It was also shared on Facebook and Instagram, and through the creators' own social channels. The social-media response wasn't overwhelming, but Quibi could lean more into this kind of experimentation to try and kickstart online conversation around its programming. But whether it will be effective is another question. "Quibi wants to be the future of streaming and how people get daily information and entertainment," another of the development execs said. "We're all wondering how that can happen in a world where you need that organic conversation to really blow up."Join the conversation about this story » NOW WATCH: Pathologists debunk 13 coronavirus myths
A memo from Airbnb's CEO announcing huge staff cuts is a case study in how leaders can conduct layoffs in a compassionate way
Airbnb is laying off 1,900 employees, which is about one quarter of its staff. CEO Brian...Airbnb is laying off 1,900 employees, which is about one quarter of its staff. CEO Brian Chesky's memo to the company shows respect and compassion for all employees affected. It's a model for how leaders should conduct layoffs. The memo explains how management decided which positions to cut, what will happen to remaining employees, and the level of job support that departing employees will receive. Click here for more BI Prime stories. On Tuesday, Airbnb CEO Brian Chesky announced to employees that the company is laying off 1,900 employees. That's about 25% of its staff. In the last few months, Business Insider's Troy Wolverton reported, the company has laid off most of its contractors, postponed its summer internships, and slowed its hiring process. Layoffs are not a great experience for anyone, and especially not for the people losing their jobs. But Chesky's memo to employees is a prime example of how to do layoffs right, in a way that's respectful, compassionate, and pragmatic. It's rare to find such an example these days. As Business Insider previously reported, startups including the scooter-maker Bird, the employment marketplace ZipRecruiter, and the women's coworking space The Wing have recently conducted layoffs via massive Zoom calls. Some employees at these companies said they were caught off guard and confused about what was happening. Chesky, perhaps taking a hint from widespread indignation at the idea of layoffs via videoconference, did things differently. His memo to employees followed, almost to a tee, the advice that HR experts have previously shared with Business Insider around conducting layoffs. You can read the full text of the memo here. Here's exactly what Chesky's memo did right. It outlined the decision process for cutting positions In the memo, Chesky was transparent about Airbnb's financial decline. "Airbnb's business has been hit hard," he wrote, "with revenue this year forecasted to be less than half of what we earned in 2019." (The company's 2019 revenue was $4.8 billion, Wolverton reported.) To help alleviate some of the financial burden, Chesky said Airbnb is "reducing the size of our workforce around a more focused business strategy," specifically the business of helping people rent out their homes and find homes to rent. The company is "pausing" its investments in areas like transportation and hotels, Chesky added. That means staff who worked in those areas will likely be let go. Chesky listed as one of his "guiding principles" in conducting the layoffs the desire to "map all reductions to our future business strategy and the capabilities we will need." Elaine Varelas, managing partner at career-management firm Keystone Partners, previously told me that executives doing layoffs should let the business' strategic direction and financial situation guide them. "The positions are what's eliminated," she said, and not the people. It made a justifiable argument for why certain employees will be let go Chesky went one step further, outlining how management reviewed each employee's skill set and considered "how well those skills matched our future business needs." Some employees whose teams were not eliminated will be asked to assume new roles, Chesky wrote. Again, Chesky made it clear that these layoffs are about positions and skills, which are more easily quantifiable and justifiable than how much the CEO likes someone. As Buffer CEO Joel Gascoigne (who conducted layoffs a few years ago) previously told me, it's important to identify how and why positions will be eliminated. Otherwise, executives are vulnerable to subjectivity seeping in — and to employees accusing them of making biased decisions. To that end, Chesky also listed as one of his guiding principles the desire to "be unwavering in our commitment to diversity." It explained why information about staff cuts was kept confidential until now Chesky noted in the memo that management opted to "wait to communicate any decisions until all details are landed" because "transparency of only partial information can make matters worse." This decision to keep news of the impending layoffs private was wise. Varelas told me that a common mistake she sees is not keeping information about layoffs confidential until you're ready to make the announcement. That can lead to rumors — and terror — spreading throughout the staff. It prepared affected employees for one-on-one meetings with their supervisors In contrast to the startup execs that conducted layoffs via a mass Zoom call, Chesky wrote in the memo that the employees who were getting laid off would have one-on-one meetings with a senior leader in their department. Yair Riemer, president of career transition services at CareerArc, previously told me that a one-and-done videoconference isn't the right way to announce layoffs, as efficient as it may seem. Similarly, Varelas said leaders should have one-on-one meetings with everyone who's let go, giving those employees time to process the news and ask questions. It addressed the employees who will be staying on, too Chesky dedicated a few lines of the memo to the Airbnb employees whose positions were not cut: "One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb's story." He also wrote that some employees would receive emails about their new roles at the organization, in line with the restructuring, as well as invitations to discuss their new role with a manager. Riemer said it's important to explain to remaining employees how the layoffs are going to affect the organization. The result? "You end up losing that talent anyway," Riemer said. "They're going to start thinking about moving to competitors. They're going to start getting poached. They're going to start losing faith and confidence in your leadership." It treated departing employees with respect and compassion The most important piece of Chesky's memo is that it acknowledged what a disruptive life event layoffs can be. Employees may not know where their next paycheck is coming from, or whether they can afford their next visit to a doctor. In the current economic environment, they may not be certain they can find another job. Varelas previously told me that respect for employees is key. No one should be "treated suddenly like they're a criminal," she said, or even like someone who hasn't worked hard to help the company grow. Chesky outlined what will happen to employees' benefits after they leave. Specifically, employees in the US will receive at least 14 weeks of severance pay, with additional severance pay available depending on employees' tenure at the company. Employees in the US will also receive 12 months of health insurance coverage beyond their departure date. (In all other countries, health insurance extends until the end of 2020.) Most notably, Chesky wrote that Airbnb has dropped the one-year cliff on equity for everyone the company has hired in the past year. That means they don't have to wait one year, as they typically would, for their stock options to vest. All employees have the chance to become shareholders in the company on May 25, Chesky wrote. It outlined the support employees would receive around career development Departing employees will receive relatively substantial support as they look for a new job, according to Chesky's memo. That support includes an alumni placement team, made up of some Airbnb recruiters who help find departing employees their next role at another company. Those employees also have access to a company that specializes in career transition and job placement services. And they're allowed to keep their company laptop, which Chesky said is an important tool in finding a new job. These provisions for employees are important not solely because they're the right thing to do, ethically speaking. The business case for taking care of employees after layoffs is that they're more inclined to stay loyal to the company. "This is the moment where brands are built or brands are dented," Riemer said. If the company mishandles layoffs, Riemer added, "it absolutely will impact recruitment and talent because the world is small." When former employees, say, write reviews on Glassdoor, they won't say terrible things that will dissuade prospective hires from applying if they were shown compassion. And should Airbnb ever want to hire these folks back, they'll remember how respectfully they were treated at this time. It will make a big difference.SEE ALSO: The startup founder's guide to letting people go efficiently and compassionately, if you have no other choice in a time of crisis Join the conversation about this story » NOW WATCH: A cleaning expert reveals her 3-step method for cleaning your entire home quickly
Amazon is known for putting candidates through a rigorous process that involves hours of interviews and...Amazon is known for putting candidates through a rigorous process that involves hours of interviews and includes a "bar-raiser," someone designated to assess whether a candidate will fit into the culture. Business Insider spoke to insiders about how to master Amazon's 14 leadership practices and prepare to answer behavioral-based questions backed with data and examples. Advertising is a big part of Amazon's hiring effort, with more than 1,000 advertising jobs open across seven teams. Click here for more BI Prime stories. Amazon is known as one of the most difficult companies to interview with, putting candidates through tough questioning and quizzing them on 14 core leadership principles that prioritize behavioral traits over job qualifications. But as its expected $17 billion advertising business grows, Amazon has become one of a few companies that is rivaling Facebook and Google as destination for job-seekers, said two insiders familiar with Amazon's hiring practices. Advertising in particular is a big focus, where Amazon has more than 1,000 openings across seven teams. While hiring activity can widely vary by time of the year, that figure is well above the 130 roles that were open in June. "They are actually working on genuinely cool problems in the space," said one source who spoke on condition of anonymity because the person is interviewing at the company. "There is a bit of prestige of having Amazon on the resume." Business Insider spoke to current and former employees, one job applicant, and a recruiting firm for tips on getting a job at Amazon and what to expect. How to get in the door A referral will give candidates a leg up, and employees get a bonus for making a successful referral, but Amazon doesn't lean on referrals as much as other tech companies, according to Glassdoor. 12% of reviewers on Glassdoor said that they got an interview at Amazon this way. To compare, 15% of Netflix employees come from referrals, and 25% of Facebook employees come from referrals, according to Glassdoor. An Amazon spokesperson said that while referrals can give candidates a boost, the company's full interview process plays a bigger role. How to prepare for the interview Amazon is known for tough interview questions. Instead of asking about people's background or resume, candidates are asked behavioral-based questions. The goal is to find people who align with the company's culture, and it's normal to only be asked a few questions during an hour-long interview, sources said. Connor Folley, CEO of Amazon-focused adtech firm Downstream and a former Amazon employee, said that he prepared for interviews by scouring Glassdoor and compiled all of the questions into a word document. "You'll find that people with no marketing experience are hired into a marketing manager role," he said. "More important is your proclivity towards these leadership principles than having experience in the role itself." Here are some examples of typical interview questions, according to Amazon's Glassdoor page: Tell me about a time that you disagreed with a manager or team member. Describe a time when you went above and beyond the scope of your job. Tell me about a time that you handled a crisis. What is an example of a time you had to make a high-impact business decision with little data or time. Amazon's 14 leadership principles are at the core of the interview process. The principles include "customer obsession" and "learn and be curious." Applicants are encouraged to memorize the principles and provide examples of how they embody the values. Amazon also uses the STAR method, which stands for Situation, Task, Action, and Result, in interviews. Candidates are first asked to describe a situation where they were faced with one of the leadership principles. They are asked to detail the problem and how they solved it. Data-based answers can make a candidate stand out, sources said. The Amazon employee estimated that more than half of successfully answering interview questions comes from being able to quantify an experience and explain it well. For example, Amazon may ask an advertising job candidate about how they helped a brand with its ad-targeting strategy. A good answer would include specific controls and measures the candidate used to tweak the strategy, the employee said. Avi Bogart, managing director of recruitment at Three Pillars Recruiting, a firm that places talent at adtech and media companies, said this focus on specificity is meant to evaluate a candidate's credibility. "When someone isn't being specific, chances are that something is missing — that's such an important thing for how Amazon candidates respond," he said. How the interview process works The interview process lasts about a month, which sources described as quick for a hiring process. Hiring managers are expected to get back to candidates about next steps two days after a phone interview. Those who get an in-person interview can expect to hear back within five days, say people who are familiar with the system. "Amazon has a rule to treat their candidates like customers," said the advertising employee. "They're not in to waste candidates' time. They want to be quick, transparent and over-communicate where they are in each step." An hour-long phone interview is followed by in-person interviews with multiple people in what's known as Amazon's "loop" system. It works like this: Candidates come in and interview with about six employees one at a time, with each employee asking questions about one or two of the leadership principles. Interviewers type detailed notes, which limits the amount of eye contact that they make with candidates. All in, the process can last six or more hours, according to sources. Most of the interviewers are employees in the area the candidate is interviewing for. There's also a person called a bar-raiser from a different department. Sources said that candidates might not know which interviewer is the bar-raiser. These people are well regarded internally and undergo rigorous training to act as a neutral party whose role is to ask tough questions. Bar-raisers are meant to make sure that the candidate is better than half of the employees who currently have the role. Both the bar-raiser and hiring manager have to agree to make an offer to a candidate. "Their job is to dig deeper and probe you — they'll always ask 'Why?'" said Rina Yashayeva, VP of marketplace strategy at Stella Rising, an ad agency that specializes in Amazon and a former Amazon employee who worked there for three years. "Everything should be backed by data." While Amazon's interview process is rigorous and specific to the company, Downstream's Folley said going through the process is a good way to get jobs elsewhere. Downstream's hiring system uses the same method as Amazon's. "We find often times in our hiring that when presented with a rigorous hiring process, the right kind of candidate appreciates it, sees it as a challenge and feels comfortable aligning their personal brand and career with that organization," he said. "It's almost like the process of becoming a Navy SEAL. You see the challenge, want to prove that you can meet it, and become part of that team."Join the conversation about this story » NOW WATCH: Apple forever changed the biggest tech event of the year by not showing up