Struggling to Pay Rent in San Francisco
In 2007, Joe Gebbia had just moved to San Francisco with his roommate Brian Chesky. Both were designers who had left their jobs to pursue entrepreneurial ideas—but neither of them had steady income. One month, they couldn’t afford their rent. At the same time, a major design conference was coming to town, and all the hotels were sold out. That’s when Gebbia had an idea: what if they rented out air mattresses in their apartment to conference-goers?
A Scrappy Start With a Clear Purpose
They launched a basic website called “AirBed & Breakfast” and offered a night’s stay with breakfast included. Three people booked with them during the conference. It wasn’t glamorous—but it worked. Gebbia saw something bigger than a rent fix. It was the beginning of a new idea: people could stay in each other’s homes instead of hotels. What began as a one-time solution became a blueprint for a new kind of travel experience.
Building a Product That Solved a Real Problem
Gebbia and Chesky soon partnered with their former roommate, engineer Nathan Blecharczyk. Together, they built a more functional version of the website. At first, growth was slow. Most people were hesitant to let strangers into their homes. But Gebbia believed trust could be built with smart design: profiles, reviews, verified IDs, and clear communication tools. The team focused on improving every user interaction to reduce friction and increase confidence.
Y Combinator and a Bold Pivot
In 2009, they were accepted into the Y Combinator startup accelerator. Paul Graham, the program’s founder, encouraged them to go door-to-door in New York City, personally helping hosts improve their listings. Gebbia and his co-founders followed the advice, taking photos for users and offering hands-on support. It wasn’t scalable—but it helped Airbnb understand its users deeply and refine its service.
Thinking Like Designers, Not Just Founders
Gebbia’s background in design helped shape Airbnb’s user experience. He focused heavily on empathy, aesthetics, and trust-building. He saw the platform not just as a way to book a place to sleep—but as a way to connect people. The clean interface, thoughtful branding, and visual storytelling were all part of making Airbnb feel safe, modern, and different from older platforms like Craigslist.
Surviving Through Creativity
Airbnb didn’t take off overnight. In fact, they were so broke that Gebbia and his co-founders famously designed and sold novelty cereal boxes—“Obama O’s” and “Cap’n McCain”—during the 2008 U.S. election to raise funding. They made $30,000, which kept the company alive. That same scrappiness became part of the company’s culture—creative problem-solving when funding or momentum ran dry.
Airbnb Becomes a Global Movement
Over the next few years, Airbnb grew from a side hustle to a global travel platform. By the time it went public in December 2020, it had hosted over 800 million guest arrivals. Joe Gebbia transitioned into new leadership roles, including launching Airbnb.org, the company’s nonprofit arm focused on emergency housing for people in need. He later stepped back from day-to-day operations to focus on new ventures in design and philanthropy.
Conclusion
Joe Gebbia didn’t plan to disrupt travel. He just wanted to make rent. But by solving his own problem creatively—and recognizing its potential for others—he helped build a company that redefined how people experience the world. His story shows that innovation often starts small, with a moment of desperation, a bold idea, and the willingness to turn a personal challenge into something millions can benefit from.
