When people need help finding love, they often turn to dating websites and mobile applications. When leaders of these companies need help, they turn to Mark Brooks. Not only is he a leading authority in the online dating industry—Mark is also a graduate of our Program for Leadership Development (PLD). He recently sat down with us to share insights into his personal leadership journey and the path that led him to PLD.
How did you get started in internet dating consultancy?
My career consulting in this industry began in 2005. After working with Friendster, FriendFinder, and Cupid.com, I simultaneously received three new job offers. I decided to say yes to all three, formed my own consultancy-agency, and never looked back. We've had 106 clients over the years and have grown to a team of 29 world-class internet dating professionals. We're still very niche and small, but it's been a great lifestyle business, and we've served some amazing people!
Is there an accomplishment that you are most proud of?
I guided PlentyofFish.com (POF) for six years. When I started working with the founder, he was working out of his apartment and had no employees. POF became one of the greatest disruptors and success stories in the dating industry, second only to Tinder. The company sold to Match Group in 2015 for $575 million. That felt good.
What are the biggest challenges currently facing your industry?
The online dating landscape has changed dramatically over the last five years. The move from web to mobile has been especially pronounced. Mobile online dating is simply a superior and far more addictive experience.
The industry has also been routed by Tinder. My agency has really had to up our game to win business from Tinder competitors who are increasingly feeling the squeeze. But I've expanded my team considerably, along with our offerings, so we've adapted and upped the ante in terms of the value we're able to deliver.
What led you to apply to PLD?
As a teenager, I aspired to attend Oxbridge. But largely due to some family matters, I made a real mess of my A levels and didn’t make the grades I was capable of achieving. It was a big disappointment. I still ended up going to a good university, but I always felt a longing to attend a truly magnificent institution.
Years later, I toured the Harvard Business School (HBS) campus on a trip to Boston and instantly felt at home. I decided to rectify the path I'd broken so many years before and apply. I started by attending two Executive Education short courses—Launching New Ventures, and Driving Digital Strategy—and I was hooked. When I learned about PLD, it seemed like the perfect fit for my career stage.
How is PLD different from the short courses?
One word—camaraderie. The short courses were wonderful learning experiences, but PLD provides more time to bond and get to know each other. I think the Executive Education one-week courses are a good place to get a first experience at HBS, and PLD is the perfect springboard to the next level.
How did PLD equip you to address the challenges facing your industry?
Professor Michael Tushman said that we should be architects of our businesses. I found this to be highly resonant. It's so easy to get stuck in the trenches, when often our real role is to design our business for success.
The second most important lesson, which came from Professor Eric Van Den Steen, was to think more about creating sustainable competitive advantage—or "moats." It's easy to find businesses that make money but tough to make them defensible.
Where do you see your career path going, moving forward, as you grow personally and professionally?
I jokingly tell people that I'm still figuring out what I want to do when I grow up. But, I'm not kidding. I've let my passions steer me for the last 20 years and not been as strategic as I could have been. I feel my life's work is ahead of me—I'm 47, but plan to continue to 97.