
GetYourGuide CEO & Founder, Johannes Reck: The Wild Story Raising $450M From Masa and Softbank
Johannes Reck (guest), Harry Stebbings (host)
In this episode of The Twenty Minute VC, featuring Johannes Reck and Harry Stebbings, GetYourGuide CEO & Founder, Johannes Reck: The Wild Story Raising $450M From Masa and Softbank explores from Student Side-Project To SoftBank Unicorn: GetYourGuide’s Wild Ride Johannes Reck, co-founder and CEO of GetYourGuide, recounts the company’s journey from a failed university side-project to a multi-billion-dollar global experiences marketplace backed by SoftBank’s Vision Fund.
From Student Side-Project To SoftBank Unicorn: GetYourGuide’s Wild Ride
Johannes Reck, co-founder and CEO of GetYourGuide, recounts the company’s journey from a failed university side-project to a multi-billion-dollar global experiences marketplace backed by SoftBank’s Vision Fund.
He describes multiple pivots before finding product-market fit, brutal early years of near-bankruptcy, and the transformational impact—both positive and negative—of large US-led funding rounds.
The conversation dives into lessons on dilution, founder re-ups, hiring at different stages, managing boards, and surviving existential crises like COVID, which wiped revenues to zero for over a year.
Reck also reflects on angel investing, European tech’s structural weaknesses, and what Europe must do—capital, immigration, and policy—to compete with the US and China.
Key Takeaways
Don’t over-raise early; manage dilution deliberately.
Reck now believes his large Series A was too dilutive, creating cap table complexity and misaligned incentives, and advises founders to raise what they can productively deploy at that stage rather than maximizing headline round size.
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As a founder, you must set strategy—don’t outsource it to VCs.
After the Series A, GetYourGuide tried to follow board-driven ideas (SaaS for vendors, many markets, many segments), hired the wrong senior people, and saw growth fall; Reck only regained momentum when he pushed back, narrowed focus, and reasserted his own strategy.
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Match leadership hires to stage; big-company stars often fail early stage.
Reck learned that executives from large, mature companies can be disastrous in a 30–50 person startup still searching for deep product-market fit; early-stage firms need highly entrepreneurial, hands-on builders rather than process-heavy managers.
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In crises, build scenarios and optimize for survival plus rebound.
When COVID dropped revenues to nearly zero in three weeks, Reck rejected advice to fire almost everyone; instead, he modeled multiple scenarios, preserved core product and engineering, cut selectively, and used equity-for-salary reductions to be ready for the eventual travel surge.
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Large, reputable US funds materially change perception and access.
The Spark-led Series A turned GetYourGuide from a “nobody” into a visible European startup, dramatically improving hiring and making subsequent rounds easier; Reck notes that having top-tier names like Spark, Sequoia, or Index on the cap table is a powerful signal.
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Profitability is a powerful focusing constraint and strategic advantage.
Post-COVID, GetYourGuide reached break-even and now funds innovation largely from cash flows; Reck argues this forces sharper prioritization, kills mediocre projects faster, and reduces dependency on volatile capital markets.
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Europe must fix growth capital and talent immigration to compete globally.
Reck stresses that Europe under-invests in late-stage tech, makes it hard for world-class talent to migrate, and risks being outpaced by the US and China; he advocates more growth capital, aggressive talent incentives, and less red tape.
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Notable Quotes
“We went from a nobody to a superstar literally overnight.”
— Johannes Reck
“We listened way too much to the VCs and completely lost our way.”
— Johannes Reck
“At Booking, the innovation department had one person – me – and it was called the ‘no department’.”
— Johannes Reck (quoting Kees Koolen)
“It took three weeks from that board meeting to us being at zero revenues.”
— Johannes Reck
“I want to be that sequoia after the COVID crisis, so let’s build that sequoia now.”
— Johannes Reck
Questions Answered in This Episode
How can founders distinguish between valuable board input and advice that will distract them from their core strategy?
Johannes Reck, co-founder and CEO of GetYourGuide, recounts the company’s journey from a failed university side-project to a multi-billion-dollar global experiences marketplace backed by SoftBank’s Vision Fund.
Get the full analysis with uListen AI
What practical criteria should early-stage founders use to decide whether a senior hire from a big tech company will actually fit a 30–50 person startup?
He describes multiple pivots before finding product-market fit, brutal early years of near-bankruptcy, and the transformational impact—both positive and negative—of large US-led funding rounds.
Get the full analysis with uListen AI
In a crisis like COVID, how do you balance empathy for employees with the hard financial decisions required to survive?
The conversation dives into lessons on dilution, founder re-ups, hiring at different stages, managing boards, and surviving existential crises like COVID, which wiped revenues to zero for over a year.
Get the full analysis with uListen AI
Given his experience with SoftBank, how would Reck advise a founder approached today with a very large growth round offer?
Reck also reflects on angel investing, European tech’s structural weaknesses, and what Europe must do—capital, immigration, and policy—to compete with the US and China.
Get the full analysis with uListen AI
What specific policy changes does Reck believe European governments should implement first to meaningfully boost growth-stage capital and tech immigration?
Get the full analysis with uListen AI
Transcript Preview
I would have not raised as big of a series A. Looking back, I think it was too much dilution. What did change was that suddenly, I felt like a celebrity. That was the moment when I made the biggest mistakes. If you have a Sequoia Capital or an Index or a Spark Capital on your cap table, the reality is that your next round will be so much easier.
Ready to go? (upbeat music) Johannes, dude, it is so good to make this happen. I have been a fan and follower from afar for a long time. So thank you for joining me, man.
Thank you for being here.
Now, I would love to start with the beginning, 'cause I hear that Get Your Guide is actually the result of great friendship. It's you and Tao coming up with an idea from university together. Can you just take me back to you and Tao sitting in a room together, deciding you were gonna start a company together?
Yeah, totally. So this is actually 2007, 2008. Um, you know, Tao and I were both students at the Swiss Federal Institute of Technology. He was doing physics, I was doing biochemistry and neurobiology, so something very remote from online travel. And, uh, we both led a student delegation to Beijing in China, uh, at the time. And I made a pivotal mistake in that I booked my flight ticket a day early and arrived in Beijing, uh, without the group. And, you know, I was trying to, you know, do stuff then in my hotel room, I logged on the internet, you know, I was, like, going on Google trying to find things to do, going to the Beijing Wall and, like, doing something with the day, and I couldn't find anything, I was stuck in the hotel room. Next day, Tao shows up, you know, he, he shows me the city. Um, you know, we go and see, um, the Beijing Wall, the Great Wall, you know, we have Beijing duck, you know, in the hutong. So it was, like, a really special day. And, um, you know, from that epiphany really of, like, having seen the, the city through the eyes of a local, someone who speaks the language, we went back, um, to Switzerland, to ETH, and said, you know, "We have to build a website. We have to build a community for people, uh, so they are able to do that." A- and we did that. And, like, the prequel to, to Get Your Guide was, like, we were building a travel community for everyone to be a guide. No one actually used that, you know, I think we had 100 guides at the-
'Cause that's what I read. I read that you pivoted three times before you found real product market fit.
Totally, it was terrible. So-
So what was the first iteration?
First iteration was literally a peer-to-peer websites for guides. You know, s- small, like, untold story is we also considered doing something, uh, like couch surfing at the time. So, so homes and we, you know, we thought, you know, "No one is gonna stay at someone else's home." So, like, you know what, discarding that idea. You know, someone else in San Francisco picked that up, uh, very successfully. And then, you know, we went to guides and we're like, you know, gui- like, guiding is such an important thing in travel, so can't we bui- build a community of guides? But we're thinking this, you know, from the lens of the student. We didn't do any market research or anything. So we built a social network, only 100 students signed up. Most students don't have time to be guides. And we, we had, I think, three to five bookings in the first two years of our prototype. Three of which was my mother because she took so much pity on us students. (laughs)
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