Who owns gopro

Holders of Class A common stock are entitled to one vote per share, and holders of Class B shares are entitled to 10 votes per share. Woodman owns He also owns , Class A shares as of that date.

Since Woodman's humble beginnings in his Volkswagen bus, in which he drafted up patents and legal documents for Woodman Labs, he's helped GoPro grow into a billion-dollar technology company. Traders exited their positions in after-hours trading after the company reported a drop in revenue in the third quarter of Woodman and his wife Jill are co-trustees of the Woodman Family Trust, which owns roughly Prior to joining the company, he served in various positions at Qualcomm, Atheros Communications, and Intellon.

McGee owns a total of , class A shares. Kenneth Goldman has served on GoPro's board of directors since December and as a lead independent director of the company's board since April Goldman has been the president of Hillspire LLC, a wealth management service provider, since September Goldman owns , Class A shares and 95, Class B shares.

Peter Gotcher has been on the company's board of directors since June and is an independent private investor who focuses on investments in digital media technology companies. Gotcher was a venture partner with several private investment firms, including Redpoint Ventures from September to June and Institutional Venture Partners between and He also founded Digidesignm a manufacturer of digital audio workstations, serving as its chair, president, and CEO.

He Avid Technology's executive vice president from to He is also on the board of trustees of Santa Clara University and chairs the board of Dolby Laboratories. Gotcher owns , class A shares and 17, class B shares. Alexander Lurie, who also goes by Zander Lurie, has been a member of the company's board of directors since SurveyMonkey creates and publishes online surveys. He's a familiar face at GoPro, having served as the company's senior VP of media between November and January He's worked in the digital media space for a number of years, including as executive vice president of Guggenheim Digital Media between and as well as senior VP of strategic development at CBS from to Lurie owns , Class A shares as of April 20, Individual shareholders aren't the only ones highlighted on the company's proxy statement.

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Employees Sector Leisure Goods. Sales or Revenue Industry Consumer Goods. Description GoPro Inc. Key People GoPro Inc. Kenneth A. Alexander J. II Ltd. Shaz Kahng Director. Charles Lafrades Chief Accounting Officer. Eve T. Goldman Lead Independent Director. Lauren Jane Zalaznick Independent Director.

Susan M. Lyne Independent Director. Lurie Independent Director. Frederic Welts Independent Director. I'm the one who put the cart before the horse. Still, GoPro continued barreling toward unveiling its entertainment initiative by the end of Woodman felt he had a roster of new products that would reignite the camera business. GoPro had acquired several small software outfits that would make it easier to edit videos and built a service that made it simpler to offload footage from a camera.

It had a new flagship camera in the works that would be waterproof without a separate case, and it was building its Karma drone, which would launch the company into a hot new market that many were predicting would rule the holidays that year.

When the release date finally came that September, Woodman ran onto a stage at the Squaw Valley Ski Resort near Lake Tahoe, high-fiving a screaming crowd stocked with GoPro-sponsored athletes and influential lifestyle vloggers who get free GoPro cameras.

The past two years had battered the formerly charmed brand, but now he'd show the world that the company still had that old GoPro magic.

Except it didn't. A few weeks later, GoPro acknowledged "production issues" with its new Hero5 Black flagship it was leaking when underwater, Woodman says now and had to scramble to fix the flaw. Ultimately there were fewer Hero5 Blacks on shelves for the crucial holiday season. Days later, a customer posted a YouTube video showing a new Karma drone plummeting to earth midflight. Only a few thousand drones had shipped, so they knew the situation was containable.

But since nobody had a clue what was wrong with them, there was no quick fix. The only option was a total recall, which they issued within a few hours. And as soon as you say that, you're just like It was like, 'Fuck.

And then to have our reputation falling out of the sky, coupled with the Hero5 Black problem--it was absolutely crushing. It made us look like we were completely incompetent. Teams of employees flew hundreds of the recalled drones above the company parking lot for weeks, and eventually learned that a simple plastic latch was coming loose, causing the battery connection to slip out of place.

That meant the problem was easily fixable. But the Hero5 Black issue, too, stemmed from a lapse in quality control. The camera wall was only 0. The real cause of both problems, he continues, was that "the teams were killing themselves to launch the products on time.

We were doing too many things, and it was taking too long to make decisions because management was juggling too many projects at once. Weeks after the Karma recall, GoPro announced layoffs. Then, in March , a month after the Karma was finally reintroduced, came a second round of layoffs. All told, around people were fired--more than a quarter of the company. The entertainment division was shuttered, though a few dozen company stalwarts stayed on.

Management took a big hit too: More than 40 percent of the people at VP level or higher departed, says Prober. Before the IPO, GoPro had been a fairly simple operation, with sales, marketing, engineering, and design teams working on all of the company's products. After the IPO, as GoPro tried to build new businesses, the company moved to a more siloed structure, where multiple divisions--software, hardware, media--ran largely as separate business units.

This bred more bureaucracy and made communication and collaboration difficult--which, Prober contends, enabled some mistakes. With the layoffs, GoPro went back to its earlier, flatter structure. If you're trying to be something you're not, everybody's going to know it, and nobody's going to think highly of you for it.

And the truer that you can be to yourself, the better chance you have of fully realizing your potential. Well, here's what we've got to do.

Woodman started sharing his contrition with the entire company. Previously, GoPro had held quarterly all-hands pep rallies, called hangs, but now the company added more subdued monthly affairs, with Woodman standing in front of a few hundred employees the rest watched online giving a speech and then taking hard questions for as long as two hours.