Going
Going Leadership & Management
This page summarizes recurring themes identified from responses generated by popular LLMs to common candidate questions about Going and has not been reviewed or approved by Going.
How are the managers & leadership at Going?
Strengths in supportive, people-first management and a coherent near-term growth/product narrative are accompanied by recurring concerns about strategic consistency and transparency. Together, these dynamics suggest a generally positive day-to-day leadership experience that may feel less predictable at the senior-strategy level, especially during growth and transition periods.
Key Insight for Candidates
Defining tradeoff: warmly supportive, people-first managers amid an app-first, rebrand-fueled expansion that’s still being clarified. The vibe is humane and balanced day-to-day, yet shifting priorities and sparse strategic detail can create execution whiplash. Best for self-starters comfortable navigating ambiguity.Evidence in Action
- Founder-Backed Continuity — David Krauter’s March 9, 2026 CEO appointment, with Scott Keyes and Brian Kidwell continuing on the Board of Directors, formalizes founder-backed leadership continuity. Teams experience clearer priorities and reduced transition risk, enabling managers to plan with confidence during organizational change.
- Ship-To-Signal Strategy — The January 2023 Going rebrand and the March 26, 2024 iOS/Android app launch, including My Trips, institutionalize a ship‑to‑signal strategy cadence. Employees align work around visible releases, using shipped milestones as the clearest cues for priorities and decision-making.
Positive Themes About Going
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Employee Empowerment & Support: Managers are frequently described as compassionate and motivating, contributing to an upbeat day-to-day environment. A people-first stance is reinforced through emphasis on supportive teammates and treating employees as whole humans.
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Strategic Vision & Planning: Leadership has articulated a growth-oriented direction, reinforced by the 2023 rebrand and an app-led product evolution. The appointment of a new CEO to lead the “next chapter of growth” further signals intent to scale capabilities and reach.
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Accountability & Follow-Through: Leadership action during the 2020 travel collapse is framed around navigating the crisis without layoffs, suggesting considerate stewardship under pressure. Shipped milestones like the mobile app launch and subsequent feature rollouts indicate follow-through on stated product direction.
Considerations About Going
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Weak or Short-Term Strategic Direction: Strategic clarity is portrayed as uneven, with recurring critiques around questionable leadership, shifting priorities, and decision-making. Longer-horizon plans beyond flight deals are referenced but not mapped out with clear commitments.
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Lack of Transparency & Communication: Specific evidence about how clearly direction is communicated internally is limited, and critiques point to a desire for more transparent decision-making. Leadership visibility exists publicly, but regular, detailed strategy briefings are not strongly evidenced.
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Lack of Development & Mentorship: Career growth and advancement are described as weaker than culture and balance, implying limited frameworks for progression. This can leave development support feeling inconsistent across teams.
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