Bold Leadership Advice from IAC’s Former CEO Greg Blatt

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In a robust community of leaders, Greg Blatt has showcased his ongoing ability to thrive in leadership roles with various internationally renowned companies.

Within businesses of all sizes, across all industries, illustrious leaders must confront adversity. They boldly lead teams to new heights, facilitate growth, and proactively foster their company’s messaging. Through fledgling growth periods, IPO preparation, product launches, or even the occasional faulty acquisition, effective leaders look inward to provide effective guidance, assistance, and direction.

The professional leadership quest may be easy at times. However, unforeseen circumstances may sometimes cause even the most seasoned leader to falter. Such leaders may question their approach, or even second-guess their management. However, in every uncertain situation, proactive leaders can draw upon their peers’ insights, experiences, and advice. Therefore, they effectively navigate unprecedented circumstances, potential issues, and moments of uncertainty.

In this robust community of leaders, Greg Blatt has showcased his ongoing ability to thrive. He does so in leadership roles with various internationally renowned companies. The attorney, former executive vice president, and former CEO has successfully engaged in a multitude of leadership roles.

Also, he has garnered the pertinent experience needed to effectively navigate roles that dictate a company’s trajectory. For professional leaders looking to boldly steer forward, following Blatt’s guiding forces can provide inspiration and resolution. He imparts a way to boldly succeed within high-pressure professional assignments.

Seek Professional Fulfillment in Leadership

In order to be an effective leader on a long-term basis within any industry, passion must drive performance. Without inherent interest, fulfillment, and motivation within a particular assignment, leaders cannot sustain the level of commitment needed to excel on a long-term basis.

Thus, at the cornerstone of any successful leadership position lies inherent interest, passion, and dedication toward excellence. If not inherently found within initial assignments, leaders can pivot the trajectory of their professional scope. In doing so, they ensure that the resulting assignment is personally fulfilling. 

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In Blatt’s case, the consideration for passion drove him to pivot his career slightly. After attending the esteemed Columbia University Law School, young Greg Blatt began his professional trajectory in corporate law.

Though he excelled within his associate position at New York City’s coveted Wachtell, Lipton, Rosen & Katz law firm, Blatt swiftly discovered that the world of mergers and acquisitions was missing the creativity he sought within his professional life. Seeking to merge into a creative field that still allowed him to practice law, Blatt entered entertainment law. His first foray was via assignment as General Counsel and Executive Vice President of the newly formed Martha Stewart Living Omnimedia.

This shift wasn’t a complete career overhaul. Still, exploring this aspect of law provided Blatt with the opportunity to work in a generally more creative space. The new venture provided him with the daily creativity needed to remain passionate within his assignment. From there, Blatt successfully leveraged these initial experiences to grow professionally. Eventually, Blatt became the CEO of multimedia giant IAG, the CEO of Match Group, and CEO of Tinder.

Leaders Recognize the Future, Move with the Trends

In any industry, advancements in culture and technology dictate trends. They also determine the relative success of new products, business models, and ventures. While certain businesses may change rapidly, others remain somewhat more stable.

The ability to recognize imminent changes in consumer demand, and successfully adapting to those changes, is integral to long-term success. For effective leaders, this may equate to having to restructure a company’s offerings or pivot other aspects of the business.

It may also require leaders to make executive decisions about aging, obsolete, or otherwise redundant portions of their company. Often, this procedure saves the company on operational costs and allows the company to search for innovative new ventures.


During Blatt’s time with IAG the world changed. This parent company birthed several fast-growing businesses. The proverbial Golden Age of the Internet and the swift advent of app-based technologies shaped the company’s direction.

Jettisoning outdated concepts, in Blatt’s case, allowed for IAG to focus increasingly on the growing online dating world. Recognizing the growing consumer demand for app-based dating platforms, the company’s trajectory focused on dominating the sphere. Acquiring dozens of online dating platforms accounted for roughly 75% of the company’s 2011 revenue of $2 billion. 

Create Change to Spark Interest

For marketing and advertising professionals targeting growth for a specific product, brand, or service, inciting interest may face risks. With rapidly changing audiences desiring fresh messaging to capture their interest, bold moves can trigger growth in a meaningful way.

Thinking outside of the proverbial box may incite some initial push back. Still, this can be minimized through a well-considered approach. Utilize anticipated metrics, consumer studies, or other analytics showcasing the potential success of such bold moves. 

After joining the Match Group, Blatt reinvigorated the dating juggernaut’s previously flat-lined revenue through a bold ad campaign. Without the use of a professional agency, this reality-based ad campaign featured real people and lent a sense of authenticity to viewers, fans, and users of

Audiences were able to relate to the advertisement’s content in a raw, unfiltered manner. They recognized Match as a product that could fit their bespoke needs in an honest, transparent, and down-to-earth manner. This visage was a direct descent from the previously glossy, perfect, and manufactured feel of competing dating platforms, a reality which consumers found to be somewhat impersonal, daunting, or otherwise unappealing to their unique preferences.