Facebook ceo turns 28, ipo could be $100 billion gift - China Digital Quran Pen Reader

Witheight years on the job, he's logged more time as leader thanthe average CEO, whose tenure is a little more than seven years,according to Spencer Stuart. Even so, the pressures of running apublic company will undoubtedly take some getting used to. OnceFacebook begins selling stock, Zuckerberg will be expected toplease a host of new stakeholders, including Wall Street investmentfirms, hedge funds and pension funds who will pressure him to keepthe company growing. Young as he may seem -especially in that hooded sweatshirt-Zuckerberg will be about the same age as Michael Dell and olderthan Steve Jobs when those two took their companies, Dell Inc.

and Apple Inc.,public. In his years as Facebook's CEO he's met worldleaders, rode a bull in Vietnam while on vacation, started learningMandarin Chinese and as a personal challenge, wore a tie for thebetter part of a year. Facebook, of course, got its start in Zuckerberg's messyHarvard dorm room in early 2004. Known as Thefacebook.com back inthose days, the site was created to help Harvard students –and later other college students – connect with one anotheronline. The scrappy website later grew to include high-schoolers,then anyone else with an Internet connection.

Today more than 900million people log in at least once a month, making Facebook theworld's definitive social network. All along, Zuckerberg has shown a maturity beyond his years. As thesite grew rapidly and caught the eye of big media and rivalInternet companies, Zuckerberg consistently rebuffed mouth-wateringbuyout offers, including from Google Inc. and Yahoo Inc.

"Simply put: we don't build services to make money; wemake money to build better services," wrote Zuckerberg in hisletter to prospective shareholders. "And we think this is agood way to build something. These days I think more and morepeople want to use services from companies that believe insomething beyond simply maximizing profits." People who've observed Zuckerberg closely say his age is anasset. His is the generation that grew up with social networking,with computers all around them and the Internet as somethingthat's always existed. Many of his employees are younger thanhim, as are a lot of the up-and-coming technology entrepreneurswith whom he competes.

"I don't think you could build a company like this ifyou were an old guy like me," says David Kirkpatrick, a59-year-old author who chronicled the company's early historyin "The Facebook Effect". Kirkpatrick, who is alsofounder of Techonomy, a media company that hosts conferences on therelationship between technology and economy and social progress,first met Zuckerberg six years ago. He says he was impressed withhis vision, even then. "It's the willingness to takerisks, the willingness to abide by a very contemporary vision… I don't think that he's too young. I think mostCEOs are too old." Zuckerberg, who lives in Palo Alto, Calif.

with his girlfriend anda white Hungarian Puli dog named Beast, has matured as a leaderwith the help of experienced mentors. One of his closest advisorsis Sheryl Sandberg, who he hired away from Google in 2008.Zuckerberg, known for sometimes-awkward public appearances,realized that the razor-sharp, people-savvy advertising executivecomplements his own shortcomings. Sandberg is Zuckerberg'sNo. 2, the chief operating officer who oversees advertising andoften serves as Facebook's smiling, public face. Thenthere's Donald Graham, the 66-year-old CEO and chairman ofThe Washington Post Co., who serves as a mentor to Zuckerberg andholds a seat on Facebook's board of directors.

Rebecca Lieb, analyst at the Altimeter Group, says Zuckerberg hasassembled a team of "truly exceptional lieutenants."David Ebersman, Facebook's chief financial officer, who hailsfrom biotech firm Genentech, is another example. Zuckerberg hiredhim in 2009, saying that Ebersman's previous job, helping toscale the finance organization of the fast-growing biotech company"will be important to Facebook." He was right. Facebook's revenue grew from $777 million in2009 to $3.7 billion last year. In the first quarter of 2012 it wasmore than $1 billion. Obviously, Zuckerberg still has a lot to learn.

As part ofFacebook's pre-IPO "roadshow" last week,Zuckerberg visited several venerable East Coast financialinstitutions wearing his signature hoodie. While Silicon Valleyinsiders defend his fashion choice, others saw it as a sign ofimmaturity. Was it, as some speculated, a sign of a rebellious20-something acting out? For Michael Pachter, analyst at WedbushSecurities, Zuckerberg's attitude and attire symbolizes"a level of aloofness to stakeholders." "He seems very customer focused and very employee focused. Iam not sure he cares about anyone else… If he's goingto go public, he has to answer to shareholders," Pachtersays. "That's why Google hired Eric Schmidt.That's why Steve Jobs was ultimately forced out ofApple." Jobs, in fact, was another Silicon Valley luminary who hadZuckerberg's ear.

He was 25 in 1980 when Apple went public.He was ousted five years later after clashing with John Sculley,the former Pepsico executive Apple hired as chief executive. Jobsfamously returned to lead Apple in 1997 and the company has thrivedsince. Not much is known about the relationship Jobs and Zuckerbergshared, but Jobs reportedly told his biographer Walter Isaacson:"We talk about social networks in the plural, but Idon't see anybody other than Facebook out there. JustFacebook, They are dominating this.

I admire Mark Zuckerberg . . .for not selling out, for wanting to make a company. I admire that alot." When Jobs died last October, Zuckerberg wrote on his Facebook page,"Steve, thank you for being a mentor and a friend. Thanks forshowing that what you build can change the world.

I will missyou." Jon Burgstone, professor at the Center for Entrepreneurship andTechnology at the University of California, Berkeley, believes thatZuckerberg will need to keep his perspective and continuedeveloping. "He has already become one of the world's most famouspeople, and also the richest," he says. "He walks intoa room and you can feel people's excitement and the rush tobe near him. He's already had time to learn how to deal withsuch fame and fortune, but now it's advancing to an entirelynew level. How will he handle it, emotionally andprofessionally?" Lieb marvels at the life Zuckerberg has led so far.

Imagine beingin your 20s, a self-made billionaire, your life the subject of aHollywood movie. "It's a lifetime and the guyisn't 30 yet," says Lieb. He's made big mistakes, especially with regard tousers' privacy. One example is Beacon, Facebook'smisguided advertising product that broadcast user'sactivities on outside websites without their consent.

Still, hetook steps to correct them. On blog posts about Facebook'sprivacy blunders, he's admitted the company has mademistakes. His 2007 post about Beacon showed his straightforward,methodical thinking: " We've made a lot of mistakes building this feature,but we've made even more with how we've handled them.We simply did a bad job with this release, and I apologize for it.While I am disappointed with our mistakes, we appreciate all thefeedback we have received from our users. I'd like to discusswhat we have learned and how we have improved Beacon," hewrote five years ago. Facebook shut down Beacon two years later.

Zuckerberg has done well for himself so far, but he'll bepulled in many directions once Facebook is public. "There is going to be a tremendous amount of scrutiny on thiscompany," Lieb says. "Who really is qualified" tocarry such a weight? ( MORE: The $100 Billion Question ).

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