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George Arison is telling me about a hookup. Arison, the 47-year-old CEO of the LGBTQ dating app and social network Grindr, recalls an encounter with a man who ranked low in physical chemistryit was in my bottom quartile of hookups, he says, as if reviewing a spreadsheet of thembut high in intellectual compatibility. That bottom-quartile hookup is now a good friend of his. To Arison, the story illustrates how meaningful relationships can grow from the random connections Grindr facilitates. And if Grindrs short time as a public company is any indication, solid financials can too. Its been a rough stretch for dating apps. Match Group, which owns Tinder and Hinge, among others, commands roughly 42% of the dating services industry, according to market research firm IBISWorld. But its earningswhich stood at $551 million in 2024have been steadily declining since 2022, even amid modest revenue gains. As of February, Match had replaced its CEO twice in the past three years, and activist investors have been pushing it to reverse declines in usage, particularly among Gen Z. Grindr, meanwhile, continues to grow after going public in 2022. The company increased revenue 33% last year, to $345 million, and boosted monthly average users 7% to reach 14.2 million people, with more than 1 million of them paying. Investors have been pleased: At press time, Grindr stock was up 70% over the past year. More importantly, among its core audience of gay and bisexual men, the appwhich eschews dating-app features like swiping and matches for a distance-based grid of available usersremains synonymous with hooking up. Arison, who joined Grindr in October 2022 from used-car marketplace Shift, says the company still has plenty of room to grow. [Photo: Grindr] The married father of twos vision for Grindr is for it to become the global gayborhood in your pocket, a kind of digital version of the Castro in San Francisco or Boystown in Chicago, where queer people meet up every day for companionship and commerce. The company is taking the next step in building that gayborhood: incorporating telemedicine services into the app. Users in Illinois and Pennsylvania can now sign up with Woodwork, an online service similar to Hims & Hers that offers easy access to erectile dysfunction medications. Woodwork will roll out nationally throughout 2025. Arisons pitch, in a nutshell, is that other telemedicine services are for straight people. Woodwork, whose website features photos and videos of jacked dudes writhing on beds and grinding on logs, is a service proudly by and for gay men. If it works, Grindr could begin to peel off some of the nearly $3 billion that Grand View Research says ED treatments command. But there are no guarantees. Similar companies have sought growth by exploring adjacent marketsremember Bumbles app for finding friends?and discovered that their user base only really wanted one thing from them. (Bumble stock is down roughly 60% over the last year.) But Arison has an expansive vision for building out Grindr to appeal to people looking for relationships while still bolstering the companys core business as a hookup app. His experimental approach of testing and refining new featuresmany driven by AIthat could eventually attract paying subscribers is a tall order, and he knows it. Arison pushes employees to work at least 10-hour days and promises that he pushes himself even harder. In conversation, he uses the word hardcore enough that it begs a comparison to Elon Musks approach to running businesses. Elon Musk is the greatest entrepreneur that the world has ever produced, Arison says, though he allows that there are a lot of things about Elon that are not great. Born under Soviet rule in Georgia (he moved to the U.S. at age 14), Arison relishes proving people wrong and pushing for high performance. The only limitation on your ability to be better is your own belief that you cannot be better, he tells me. One of my fundamental mottoes in life is Do impossible things. Most people think Im nuts, but Im just like, my entire life is impossible. So you cannot prove to me that what Im saying doesnt make any sense, because everything Ive done in life so far has shown that actually its true. Inside Grindrs San Francisco officewhere a neon eggplant emoji radiates on a nearby wallhe discusses Woodwork, the pressure of leading an LGBTQ-focused public company, and why hes always in founder mode. This interview has been edited and condensed. Lets start with the big news. Grindr is venturing into telemedicine by offering erectile dysfunction pills through a service called Woodwork. On one hand, this move feels obvious. Lots of gay guys use ED medicines recreationally. On the other hand, I never predicted Grindr would have a telemedicine division. How did you guys get here? When I started talking to shareholders, part of the conversation was: What do we want Grindr to be? Just a dating app or something more? Their view was very strong: We want to be a lot more. And so we developed a strategy for that, which was: We want to be the global gayborhood in your pocket. That involves making the core product exceptional, making AI front and center, and building out neighborhood expansion opportunities. What are other things that you get in the neighborhood when youre there that you might not be getting on Grindr, but we could offer? We wanted to do things that were aligned with what users want and already use. [Photo: Grindr] The three big buckets that we thought were worth investigating were health and wellness, travel and luxury lifestyle, and local discovery. Health and wellness made the most sense to start with because Grindr already dabbles there; we were instrumental in making PrEP [pre-exposure medication to prevent HIV infection] acceptable and popular. We went to users and asked, If we were to do things in health, what would you want? One of the first things that came out was that a third of Grindr users actually use ED medications. That gave us a very clear opportunity. Users want it, but theyre buying these products from companies that in no way speak to who they are. Like, Ive never seen a gay ad for a competitor product. How are you thinking about what other telemedicine services you could provide? Can you imagine offering PrEP or post-exposure medication to prevent STIs [DoxyPEP]? We already partner extensively with PrEP providers. But I dont think ED meds will be the only thing. Itd be logical to extend into haircare, skincare, and other things of that nature. One area of health and wellness Im hoping well get to is helping you find the right physician. I used to go to the Stanford LGBTQ clinic and had a very good doctor there, but then he stopped doing clinical work. I really wanted a gay doctor, purely because its an easier conversation to have. I could not find a doctor I liked who was available in the Bay Area within 20 minutes of where I live. So now I have a straight concierge doctor, whos very nice, but I do cringe about certain conversations that I have to have with him. If I, the CEO of Grindr, who, frankly, has a lot of financial means, have had such a hard time finding the doctor I want, then everybody else probably has the same experience, except its a lot worse. That feels like a unique opportunity to create access to medical practitioners, especially in a telehealth sense, potentially for people who are in rural communities. Its been a tough year for dating apps, with lots of talk about Gen Z avoiding dating apps altogether. But Grindr stock is up. How are you bucking the trend? This whole Gen Z-avoiding-apps thing makes no logical sense. Gen Z loves TikTok and loves Reels and thinks you can read something in Google and youre an expert in it, but theyre not gonna do dating online? What I do think, and what makes logical sense, is that if you dont build a product that Gen Zers want, theyre not going to use it. Thats where I think some of our peers have fallen flat. Grindr is fortunate. Our younger, 18-plus cohort wants to be in an environment where there are older people as well. Friendships between younger and older people are much more common in our community. Secondly, we have a robust free product, which benefits younger users. And thirdly, we are doing product-led processesits not just monetize, monetize, monetize. Were saying: Build new things, and those things will lead to revenue. Do you see dating-app fatigue at Grindr? Is Grindr in a different business than Hinge? Were partly in the dating business, but were actually a social network. So we dont see dating fatigue here. What I do see is we need to do a much better job of making it easier for people who want to date to date. If there is one thing that people try other products for, its datingand then they come back to Grindr. But they tried those other ones because we dont have dating features like Hinge or Tinder. We have something that they dont have, which is a critical mass of users. So for our users sake, we need to offer them better dating experiences and better dating features to satisfy their needs. We did a big survey of gay and bi men right before the election, mostly for our education. One of the most striking numbers was that for people 35 and under, 50% of gay men want to be in a monogamous relationship at some point. And 25% said they wanted to have kids. When I wanted to have kids, I was like 1 in 100. So to now be in a place where you have 25 of 100 people saying they want to have children is a game changer. Andrew Sullivan, back in the day when he was making a case for gay marriage, a lot of it was like, if you normalize gay marriage, then a lot of gay men will actually move more in the direction of wanting to be in monogamy. And I think the reality is proving him out to be correct in that senseand I think thats really encouraging, but also a message to Grindr that we do need to have a much better set of dating features. Lets talk AI. Youve talked a lot about building an AI wingman in Grindr. Hows that coming? So, I want an AI chat inside Grindr that is basically the wingman for your Grindr user experiencethat can help you in any of the things that youre doing. Its composing the messages that youre sending, or helping you find the right people to talk to, or helping you make your photos better. So thats the goal. Given where the technology is right now, to make this be good is actually really hard. And so you could either say, okay, its gonna take me two years to make this be as awesome as I want it to be. Or, Im gonna build a bunch of little things, and each of them is going to then create the circle that is the AI wingman. Were building these little agents, and as we build more and more of them, they will kind of unify into one big tool. [Photo: Grindr] Most of the road map for this year is around using AI to create really unique and new experiences in the product. One of the things that I’m super psyched about, and we think will be really awesome, is what’s called A List. This looks at your entire chat historyobviously, with users’ permissionand comes up with people that we believe you should reengage with based on your past conversations and then over time, based on your other conversations as well. It is now in beta testing, live to a set of users. It’s for [$40 per month] Unlimited users only at this point, partly because it’s all AI and running it is actually quite expensive. Ive read complaints about charging for things that used to be free. Cory Doctorow famously called this enshittificationthe idea that pressure to grow revenues results in a worse user experience over time. How do you think about that? I think about it a lot. I dont want Grindr to end up like some of our competitors, who hollowed out their products focusing only on monetization and building nothing. We have built a lot of very cool new experiences for people over the last three years. And if you create value for people, its a reasonable thing for people to have to pay for those experiences. Albums [which lets users share collections of photos with other users] was not in existence until 2022; over 2 billion albums were sent last year. Every user has access to a free album; if youre a paying customer, you have access to more. We just launched Right Now [a feature focused on quick hookups], which is available to everybody for free. Its fair to assume that at some point, some parts of the Right Now experience will be paid, but by no means will all of it be. Maintaining a robust free product is critica. We want free users to be very, very happy. But the way we can afford to have a very strong team to build all these new things is by having people pay for it. You faced a significant backlash in 2023 after you announced a return-to-office policy that led to half the workforce resigning. Was the scale of that turnover intentional? Do you have any regrets about it? It was not intentional. We tried really hard to get people to stay. But people were presented with a choice about how we wanted to work; return-to-office was a small component of that. For a bunch of people who were here before I got here, weve become an awesome company, frankly. And for a bunch of people, its not what they wanted. Ultimately, I was hired to do something, and that was to take this company public and then to drive incredible growth. For that, you needed people who would be on board and wanted to do that. I think we did the right stuff to make it happen. Transforming the team into one that is much more hardcoreand I dont shy from that word, honestlywas really important. Working 50 or 55 hours a week should be completely reasonable at a tech company. We pay extremely well. We have very good stock packages. Everyones an owner at this company, and I want them to think like an owner. Thats founder mode. Ive been in founder mode my whole life. What are big misconceptions Wall Street has about Grindr? The first is around people thinking of Grindr as purely a dating app. The biggest question there is around Is there a significant risk that the same thing [that happened to dating apps] happens here? Dating products have a shelf life. They constantly go out of favor. But weve been around for 15 years. We were here when OkCupid was really popular, and we were here when Tinder was really popular, and were around now, when Hinge is really popular. Think of us as a combination of a dating product and a social network. We monetize the dating part of the social network, but we do a lot more. Thats the single biggest area where we need to so some education. As the CEO of one of the only public companies focused on serving gay men, what kind of unique pressure do you feel? Its a little different from running a marketplace for cars. Ive been fortunate in that Ive never actually experienced as much homophobia as a lot of people have experienced in their lives. I did a lot of work in places where youd expect there to be homophobia. When I was doing Shift, I never ran into that; car dealers or car companies were always very supportive and everything. But it was surprising the level of homophobia that I experienced when I took this jobnot on a personal level, but in a professional sense. There was a bank that we wanted to work with at one point, and they just werent able to do that. I dont think individually anyone was homophobic, but as an organization, they couldnt come to a place of saying yes. But now that bank is an extremely big supporter. I think the fact that we were public for a year, we execute really well, weve shown what we can dothat changed the organizations mind and made a lot of people inside the organization extremely happy. To me, that has created incredible motivation, because part of our mission has to be we do super well as a business and we force everybody to change. Given that, how do you think Grindr should navigate politics at this moment, given that LGBTQ+ is inherently political? Our policy is were not in politics. We are in the business of creating a space for our users to have fun. In some ways, our users want to forget about politics when theyre in their app. Secondly, our user base is not monolithic. Its actually far broader in its point of view than most people would expect. So I think my job is to do everything I can to create a safe, fun, happy space for them. There are some things that its actually very important for us to be very loud on, and they involve human rights and access to healthcare, especially internationally. We have Grindr for Equality, which does a lot of work around human rights and health access abroad, working with organizations in those different countries and giving them access to the Grindr app for advertising. We do similar stuff in the U.S. We do that generally under the radar and dont talk about it, but we do a lot of messaging around issues inside the app. Where we know our user base is fully in alignment, were actually very willing to take a position. What are users aligned on? Gay marriage. So if that ever comes under threat, we will be very, very loud about it.
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E-Commerce
Summoning a robotaxi from your phone is not a futuristic fantasy since Waymo achieved full commercial deployment.
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The Fast Company Impact Council is an invitation-only membership community of leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual dues for access to peer learning, thought leadership opportunities, events and more. For years, banks have known their customer experience needs to catch up to the digital expectations set by tech and retail giants. Now, with AI dominating the boardroom agenda, the temptation is to bolt on yet another tool and call it transformation. But real progress doesnt come from piling on more toolsit comes from using AI to intelligently orchestrate smarter, more connected customer journeys. Recently, Ive spent time with several banking leaders exploring how theyre applying AI across their operations, from servicing and support to fraud detection and lending. What Ive seen confirms a pattern: The most successful organizations arent chasing hype. Theyre focused on orchestration. What AI is really solving for in banking For most consumers, banking is about trust, simplicity, and confidence. They want fast answers, frictionless support, and personalized help when it counts, whether theyre applying for a mortgage, reporting a lost card, or just resetting a password. Too often, those journeys are fragmented. Customers bounce between bots, forms, and phone calls. Agents are left trying to stitch together context. The experience is frustrating for both sides, and every one of those missed moments erodes trust. AI has the potential to fix this. But only if its used in the right way. The real opportunity isnt automation for automations sakeits intelligent orchestration. That means building systems where AI helps guide the customer from start to finish, hands off to a human when it makes sense, and ensures everyone involvedespecially the agenthas the context they need. From automation to orchestration In one conversation, a financial services team showed how they reimagined the mortgage prequalification journey. What stood out wasnt just the AIit was how the experience stayed focused, relevant, and responsive across every interaction. AI agents collected essential details, routed inquiries accurately, and passed full context to human advisors. Customers felt supported. Advisors were prepared. And the whole process moved faster. The shift was clear: not more technology, but better design. AI used not as a standalone fix, but as connective tissue across the customer journey. Its not about replacing peopleits about designing better systems Theres still a lot of fear that AI means fewer jobs. In reality, the best implementations are making people better at their jobs. Human agents become “super agents”equipped with real-time summaries, suggested responses, and full visibility into a customers journey. And this isn’t just about contact centers. Product, compliance, and CX teams are increasingly hands on in designing and refining AI-led experiencesoften without writing a single line of code. Thats a meaningful shift in how organizations move from experimentation to execution. Why connected experiences matter more than ever Consumers now expect connectedness, not just availability. In recent banking demos, AI agents were able to detect user intent more effectively than traditional natural language understanding systems, guide conversations toward specific outcomes, and seamlessly escalate when needed, all while maintaining continuity. In one example, a customer exploring refinancing options asked a mix of basic and advanced questions. The AI not only responded accurately, but also captured key qualifying details and facilitated a warm handoff to a human loan officer. The advisor didnt need to repeat questionsthe context traveled with the customer. Thats orchestration in action. From system of record to system of action Traditional systems were built to store data, not act on it. But modern platforms must be systems of action, capable of interpreting signals and responding in real time. This means using AI to go beyond logging interactions and instead drive proactive engagementsurfacing insights, anticipating needs, and guiding the next best action. Whether its a lost card or a mortgage inquiry, the most successful brands are rethinking the architecture behind the experiencenot just layering AI on top. This is a window of opportunity Retail has already started to rethink how it delivers value through AI. Banking is close behindbut with higher stakes, more regulation, and bigger complexity. That makes clarity even more important. This moment isnt about racing to launch the next chatbot. Its about reimagining how every part of the customer journey connectsand whether it delivers the kind of trust, empathy, and outcomes that consumers expect from their bank. AI is no longer a nice to have in the CX stackits becoming the connective infrastructure. But only if its applied intentionally, not reactively. The gap between brand ambitions and customer expectations is shrinking. And for banks that act now, with a focus on orchestration, that gap becomes a window of competitive advantage. The organizations that get this right wont just modernize. Theyll leadbecause customers will follow the brands that make things easier, safer, and smarter. John Sabino is CEO of LivePerson.
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E-Commerce
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