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Garrett Camp is a Canadian entrepreneur, businessman, and investor. He co-founded StumbleUpon in 2002, Uber in 2009, and Expa in 2013. Currently, Garrett serves as Chairman for both StumbleUpon and Uber.

Background


Early life


Garrett Camp was born on October 4, 1978 in Calgary, Alberta, Canada. His mother was an artist and his father was an economist. The couple decided to change their careers to built houses. Garrett claims to have inherited his parents’ entrepreneurial spirit.

Education


After completing his schooling he enrolled in the University of Calgary for a degree in electrical engineering in 1996. After his junior year he moved to Montreal for an internship at Nortel Networks where he worked on speech recognition technology. During his stay in Montreal, he also took courses at Concordia University.
He returned to Calgary in 2000 to finish the degree. He then started working on a Masters in Software Engineering and researched collaborative systems, evolutionary algorithms and information retrieval.



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StumbleUpon


While at the University of Calgary, Garrett decided that he wanted to start his own startup. He teamed with three of his friends (Geoff Smith, Justin LaFrance and Eric Boyd) to discuss potential ideas. The friends discussed five or six ideas before eventually deciding on creating a discovery engine, StumbleUpon. StumbleUpon was designed to help people find sites that are more targeted to their interests than they would be with a regular search engine.

MVP (May 2002)


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Customer Problem


According to Garrett, although Google had been around for 2 years already, it was still only good if internet users actually knew what you wanted to look for. For him, even if Google had search almost solved, the discovery side had not been cracked. As such, StumbleUpon was engendered as a tool for finding interesting pieces of content all across the web.

Customer Segmentation


Stumblers, as called by Garrett, were typically intensive internet users, desperate to find original and exciting content across the Web that catered to their interests.

Value Proposition


The initial value proposition was based on users building up a profile of their content likes and dislikes, which over time would allow the service to suggest content around the web that matched users' viewing habits.

Leaps to Faith


Two leaps to faith underpinned StumbleUpon: #1 users rating a page and sharing their opinion with other community members and #2 users not searching for content themselves but accepting content recommendations from other community members.



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UberCab


According to Garrett, UberCab was born on a snowy night in Paris in 2008, when he and his friend Travis Kalanick could not hail a cab. The two vowed then and there to solve the problem through a mobile app based service. After getting back to San Francisco, Kalanick pretty much moved on from the idea, but Camp did not. He began obsessing over the concept of a car service, so much so that he bought the domain name UberCab.com.

MVP (May 2010)


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Customer Problem


Being unable to get a ride with style and comfort within minutes anywhere in San Francisco.

Customer Segmentation


UberCab was geared towards Camp, Kalanick and all their "baller" friends that wanted to ride around San Francisco in style.

Value Proposition


The service launched in San Francisco with only a few cars, a handful of employees, and a small seed round. The initial premise was very simple. After entering credit-card information on UberCab's iPhone app, anyone invited by Garrett and Travis could summon a black car with the press of a button. G.P.S. took care of the location, and the cost was automatically charged. In a phrase often used by Garrett, all their friends were riding like millionaires.

Leaps to Faith


Two leaps to faith underpinned UberCab: #1 sharing the use of a black car between friends and #2 being able to summon it at the push of a button on an iPhone app. Only a few years before, both ideas would have sounded ludicrous even for the most tech savvy millionaires in the Bay Area. Even these leaps to faith were initially underestimated by Garrett and Travis, as they both thought that UberCab made only sense in San Francisco, a city whose cab industry badly underserved the needs of its affluent citizens.


MVP (July 2010)


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Customer Problem


Still the same problem, i.e. being unable to get a ride with style and comfort within minutes anywhere in San Francisco.

Customer Segmentation


Still geared towards "baller" friends of Camp and Kalanick living or visiting San Francisco.

Value Proposition


The value proposition changed slightly, it was now not limited to an iPhone app. In effect, black cars could now be summoned via SMS or the Web.