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STRATEGIES<br />
Mohammed bin<br />
Salman, 31<br />
DEPUTY CROWN PRINCE,<br />
SAUDI ARABIA<br />
Energy<br />
Rebooting Saudi Arabia’s economy<br />
by taking measures to wean<br />
it off oil, from raising taxes and<br />
reducing subsidies to slashing<br />
over-the-top perks for those on<br />
the government’s payroll. He is<br />
also leading the charge for the<br />
world’s largest IPO, the stateowned<br />
oil behemoth Aramco.<br />
Paulo Cesar de<br />
Souza e Silva, 61<br />
CEO, EMBRAER<br />
BRAZIL<br />
Manufacturing<br />
Pioneered a now widely used<br />
outsourcing model by plucking<br />
parts from companies like GE<br />
and Honeywell and then assembling<br />
in Brazil. Came to dominate<br />
the regional plane industry<br />
GLOBAL<br />
GAME CHANGERS<br />
“Snap is a camera company.<br />
We’re at the beginning of what<br />
cameras can do.”<br />
EVAN SPIEGEL,<br />
SNAP<br />
with its sleek and spacious E-<br />
Jets, which it sells to 70 airlines<br />
in 50 countries.<br />
Evan Spiegel, 26<br />
COFOUNDER, SNAP<br />
UNITED STATES<br />
Social media<br />
Got the world hooked on disappearing<br />
photo and video messages.<br />
Snap has 158 million daily<br />
active users who check the app<br />
an average of 18 times a day.<br />
Instagram and Facebook are<br />
copying. Offers a host of innovative<br />
mobile ads, like allowing<br />
brands to sponsor filters.<br />
Judy Wenhong<br />
Tong, 46<br />
CEO, CAINIAO<br />
CHINA<br />
Logistics<br />
Masterminding a vast collaborative<br />
logistics network for Alibaba<br />
and others. The onetime<br />
secretary is maestro over a data-backed<br />
central-information<br />
system that delivers 57 million<br />
packages in 224 countries a<br />
day. “We work with local partners<br />
and empower them with<br />
our data and computing ability,”<br />
Tong says.<br />
their first clients was American Airlines, which<br />
bought a thousand dollars’ worth of software<br />
without ever speaking to the Atlassian team.<br />
“American Airlines was the first company that<br />
just sent us some money and said, ‘We want the<br />
software,’ ” Cannon-Brookes says. “That was a<br />
pretty big moment. Obviously, we’ve continued<br />
to see that model.”<br />
That low-cost approach gave the company a<br />
positive cash flow from the get-go, allowing Cannon-Brookes<br />
and Farquhar to make outsize investments<br />
in research and development and to<br />
pay early hires in cash rather than forfeit equity.<br />
Buoyed by organic growth, Atlassian took<br />
no outside capital until 2010, when Accel Partners<br />
invested $60 million at an estimated $400<br />
million valuation. By the next funding round—<br />
a $150 million infusion led by T. Rowe Price in<br />
2014—its valuation had soared to $3.3 billion,<br />
and its unassuming, shaggy-haired co-CEOs<br />
were billionaires. The following year, the company<br />
went public with a $4.4 billion market cap,<br />
and their fortunes swelled even more.<br />
The founders downplay their riches, citing<br />
job creation as a more meaningful metric. But<br />
belying their low-maintenance public personas<br />
MICHAEL GRECCO
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