How old is the owners of google

Sergey served as president of Alphabet until December , and today, he is a board member of Alphabet. Brin is currently the shareholder with the second-largest stake of Alphabet Class C shares, holding approximately Pichai joined Google in as the head of product management and development. He initially worked on Google Toolbar, which enabled those using the Microsoft Internet Explorer and Mozilla Firefox Web browsers to easily access the Google search engine.

How Shahid Khan began his journey to stardom. Over the next few years, he was directly involved in the development of Chrome, which was released to the public in Now you have the answer to "Who is the owner of Google? Page and Brin will retain their controlling shares and seats on the board, and both plan to keep in regular communication with Pichai. The search giant has faced increasing scrutiny from employees, media organizations, activists, regulators, and lawmakers since Page and Brin first stepped back in the summer of What Page and Brin have built will likely last for decades to come, and knowing how Google got to where it is today will be an important piece in the puzzle of figuring out where it goes in the future.

Among the projects he was working on at the time, prior to forming Google, include a movie rating platform and a code conversion tool for turning academic papers into HTML files. Frequent expense-account trips to exotic lands would be a plus.

In general, it could be argued from the consumer point of view that the better the search engine is, the fewer advertisements will be needed for the consumer to find what they want. This of course erodes the advertising supported business model of the existing search engines.

However, there will always be money from advertisers who want a customer to switch products, or have something that is genuinely new. But we believe the issue of advertising causes enough mixed incentives that it is crucial to have a competitive search engine that is transparent and in the academic realm.

While Page and Brin had officially incorporated Google, and smartly changed its name from Backrub , in , the two men shortly after thought they might sell the company, apparently not quite aware of the potential of the product.

After officially incorporating and launching Google to the public in , Page and Brin were overseeing one of the fastest-growing companies in corporate history.

For the graduate school dropouts, it was a bit much. Although at the time, Page was notoriously unhappy about having to relinquish control to non-engineers. If you someone from the year traveled back in time and told you about the eventual fate of Yahoo, it would have been hard to believe.

Flash forward a decade and a half or so and Yahoo has been sold off to Verizon and folded into Oath, a media conglomerate ultimately rebranded as Verizon Media. Rumor has it people still use its email service. Just a few years after hiring Schmidt, Google was on a fast-moving rocket to the upper echelon of not just the tech industry, but the broader American business landscape. That Class B stock came with 10 times the voting power of a Class A share, meaning Page and Brin would hoard just over 50 percent of it as a way to maintain control of the company in perpetuity, and that remains the case even today following their official departure.

We had a kind of bantering thing going. Despite Google's wild success today, "We didn't start out to do a search engine at all," Page recalled in an interview with the Academy of Achievement.

He continued: "In late , I started collecting the links on the Web, because my advisor and I decided that would be a good thing to do.

We didn't know exactly what I was going to do with it, but it seemed like no one was really looking at the links on the Web — which pages link to which pages. Page had a particular interest in links back to pages online. The son of a computer science professor , Page understood that links on the Internet could function like citations in the academic world, proving relevance and expertise.

Brin and Page combined their knowledge of math and computer science to build an algorithm that took into account the number of links and the importance of those links. The resulting algorithm PageRank , named after Page, would be more efficient than the tools available at the time, such as AltaVista and Excite. Page was adamant on making his doctoral thesis about the web and his research piqued Brin's interest, so the two joined forces.

They released the first version of Google on Stanford's website in August Brin and Page's fascination with word play started in , when they launched a project called " BackRub. In , they renamed their search engine Google, "a play on the mathematical expression for the number 1 followed by zeros," the company says, reflecting their mission to organize the world's information.

We believe a well functioning society should have abundant, free and unbiased access to high quality information. Google therefore has a responsibility to the world. The dual class structure helps ensure that this responsibility is met.

We believe that fulfilling this responsibility will deliver increased value to our shareholders. It is important to us to have a fair process for our IPO that is inclusive of both small and large investors.

It is also crucial that we achieve a good outcome for Google and its current shareholders. This has led us to pursue an auction-based IPO for our entire offering.

Our goal is to have a share price that reflects an efficient market valuation of Google that moves rationally based on changes in our business and the stock market. The auction process is discussed in more detail elsewhere in this prospectus. Many companies going public have suffered from unreasonable speculation, small initial share float, and stock price volatility that hurt them and their investors in the long run.

We believe that our auction-based IPO will minimize these problems, though there is no guarantee that it will. Our experience with auction-based advertising systems has been helpful in the auction design process for the IPO.

As in the stock market, if people bid for more shares than are available and bid at high prices, the IPO price will be higher. Of course, the IPO price will be lower if there are not enough bidders or if people bid lower prices. This is a simplification, but it captures the basic issues. Our goal is to have the price of our shares at the IPO and in the aftermarket reflect an efficient market price-in other words, a price set by rational and informed buyers and sellers.

We seek to achieve a relatively stable price in the days following the IPO and that buyers and sellers receive an efficient market price at the IPO. We will try to achieve this outcome, but of course may not be successful. Our goal of achieving a relatively stable market price may result in Google determining with our underwriters to set the initial public offering price below the auction clearing price.

We are working to create a sufficient supply of shares to meet investor demand at IPO time and after. We are encouraging current shareholders to consider selling some of their shares as part of the offering. These shares will supplement the shares the company sells to provide more supply for investors and hopefully provide a more stable price. Sergey and I, among others, are currently planning to sell a fraction of our shares in the IPO. The more shares current shareholders sell, the more likely it is that they believe the price is not unfairly low.

The supply of shares available will likely have an effect on the clearing price of the auction. Since the number of shares being sold is likely to be larger at a high price and smaller at a lower price, investors will likely want to consider the scope of current shareholder participation in the IPO. We may communicate from time to time that we are sellers rather than buyers at certain prices.

We encourage investors not to invest in Google at IPO or for some time after, if they believe the price is not sustainable over the long term. We intend to take steps to help ensure shareholders are well informed. We encourage you to read this prospectus, especially the Risk Factors section.

We think that short term speculation without paying attention to price is likely to lose you money, especially with our auction structure. In particular, we caution you that investing in Google through our auction could be followed by a significant decline in the value of your investment after the IPO.

Our employees, who have named themselves Googlers, are everything. Google is organized around the ability to attract and leverage the talent of exceptional technologists and business people. We have been lucky to recruit many creative, principled and hard working stars.

We hope to recruit many more in the future. We will reward and treat them well. We provide many unusual benefits for our employees, including meals free of charge, doctors and washing machines. We are careful to consider the long term advantages to the company of these benefits. Expect us to add benefits rather than pare them down over time.

We believe it is easy to be penny wise and pound foolish with respect to benefits that can save employees considerable time and improve their health and productivity. The significant employee ownership of Google has made us what we are today. Because of our employee talent, Google is doing exciting work in nearly every area of computer science. We are in a very competitive industry where the quality of our product is paramount.

Talented people are attracted to Google because we empower them to change the world; Google has large computational resources and distribution that enables individuals to make a difference. Our main benefit is a workplace with important projects, where employees can contribute and grow. We are focused on providing an environment where talented, hard working people are rewarded for their contributions to Google and for making the world a better place. We believe strongly that in the long term, we will be better served-as shareholders and in all other ways-by a company that does good things for the world even if we forgo some short term gains.

This is an important aspect of our culture and is broadly shared within the company. Google users trust our systems to help them with important decisions: medical, financial and many others.

Our search results are the best we know how to produce. They are unbiased and objective, and we do not accept payment for them or for inclusion or more frequent updating.