ICYMI: Inside Pandora's Plan to Reinvent Itself

Tim Westergren

Plenty has changed since the early days—Pnadora has travelled a rocky road. After inventing personalized Internet radio as we know it, Pandora amassed more than 80 million users, went public on the U.S. stock market, quarreled with the music industry, made up with the music industry, acquired a few music startups—and integrated its radio service into 1,700 types of devices along the way.

But there are some notable things Pandora has not done. It hasn’t become a hugely profitable company—most financial quarters, it reports a loss—and its core product has not changed all that dramatically, even as on-demand streaming has taken hold and competition has heated up.

In the coming months, Pandora is getting ready to make some major changes to its product and business model—and it's praying that it all pays off. Tim Westergren faces the task ahead of him.

"It’s crystal clear to me what I should be doing," says Westergren, who replaces Brian McAndrews, who suddenly left the company in late March after two and a half years as CEO. "Both why I should be doing this as a job in the first place and what the most important things to tackle are."

Click Here In Case You Missed It