After going public in 2007, the 25-year-old company had seen little to no growth. The online auto parts retailer relied on outdated technology and a less-than-defined vision that tried to do it all with a wholesale business, a pickup window, and even a retail store.
"For me, the most important thing was to make sure that we have the right people in the right roles," he told Business Insider. "If you ever get lucky enough to be hiring people, make sure you're hiring people that not only you can teach, but make sure you're hiring people who are also going to teach you things," BezosRestructuring the company's management team, Peker said, gave fresh energy and ideas. But he also needed to present them with a vision that would inspire them.
"We're big believers in open communication and encouragement — building an environment where people work hard, but they have fun," Meniane said. , where the company was praised as "a workplace that people genuinely look forward to coming to every day." Outside of the cubicle, Meniane also emphasized the importance of diving deep into every aspect of the business.