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Ranking the future: How Clark Benson turned a nerdy habit into a digital dynasty

In the sprawling, sun-bleached expanse of Los Angeles, where dreams are as plentiful as palm trees and just as likely to topple in a stiff breeze, Clark Benson sits at the helm of Ranker, a digital media company that has quietly become a titan of crowd-sourced opinion. It’s a platform that thrives on a simple, almost primal impulse: people love to rank things. From the best horror movies to the most overrated tourist traps, Ranker’s lists — vetted and voted on by millions of users — offer a type of democratic clarity in an age drowning in subjective noise. Benson, a serial entrepreneur with a mop of dark hair and a restless energy that suggests he’s always chasing the next idea, has built a career on turning personal obsessions into profitable ventures. However, as he recounted in a recent interview with CEO.com, his journey is less a straight line than a series of calculated detours through the wreckage of the dot-com boom, the rise of social media, and now the murky waters of artificial intelligence.Benson’s story begins, as many entrepreneurial tales do, with youthful restlessness. Growing up in the Midwest, he was the type of kid who made lists — albums of the year, concerts he’d attended — long before the internet amplified such compulsions. “I’ve always been a list nerd,” he says, his voice echoing the faintest hint of self-deprecation. This trait stayed with him throughout his college years at the University of Illinois, where he studied finance, and into his early career, which included a position at Virgin Records in the nineties. There, he had a front-row view of the music industry’s pre-digital swagger — grunge reigned supreme, CDs were treasures, and the concept of streaming seemed like science fiction. Yet even then, Benson was looking ahead, sensing the seismic shifts that would soon transform the world he knew.His first major breakthrough came with eCrush, a proto-social network launched in 1999, just as the dot-com bubble was inflating to its delirious peak. Targeted at teens and young adults, eCrush allowed users to send anonymous flirtations to their crushes, revealing identities only if feelings were mutual. It was a clever take on the awkwardness of youth, and it caught on — big time. By 2006, Hearst Corporation acquired it, giving Benson his first taste of a lucrative exit. “It was a wild ride,” he recalls, “but it taught me that you don’t need a billion users to create something valuable. You just need the right ones.” The sale was a triumph, but it also left him at a crossroads. The internet was changing — MySpace was giving way to Facebook, and the era of scrappy startups was evolving into something slicker and more corporate. Benson, however, wasn’t ready to cash out and call it a day.Instead, he doubled down on his entrepreneurial spirit, exploring music marketing with Almighty Music Marketing and even co-owning a record store in Redondo Beach called Off/Beat Music. (It closed in 2001, a victim of the Napster era.) However, it was Ranker, launched in 2009, that would become his crowning achievement. The concept was deceptively simple: take the “wisdom of crowds”—a phrase Benson shares with the reverence of a mantra—and apply it to every imaginable topic. Want to know the best Rolling Stones album? Ranker has a list, voted on by thousands. Curious about the worst airline food? There’s a list for that, too. “I wanted to create something that didn’t depend on one expert’s opinion,” he explains. “The crowd, over time, gets it right.”Getting Ranker off the ground was no easy task. The early days were tough — Benson bootstrapped the company with his own funds, dedicating nights to mastering search engine optimization since there was no marketing budget. "I’d work all day, then go home and study SEO until 2 a.m.,” he says. “It was brutal, but it worked.” Gradually, the site gained traction, its lists appearing in Google searches like digital breadcrumbs. By 2011, Ranker was attracting millions of unique visitors each month, enough to lure venture capital and a growing staff now numbering in the dozens. Today, it ranks among the top fifty websites in the U.S., according to Quantcast, an impressive achievement considering its niche: no cat videos, no breaking news, just lists.Benson’s talent for identifying trends has kept Ranker relevant as the internet has evolved. He anticipated the rise of the influencer economy — “People trust voices they relate to, not faceless brands,” he observes — and shifted Ranker to take advantage of it, partnering with creators to extend its reach. Now, he’s focusing on AI, a technology he regards with a mix of enthusiasm and caution. “It’s going to change everything,” he says, “but it’s also going to inundate the web with low-quality content. Our advantage is human-validated data — real people voting, not bots generating answers.” It’s a bold assertion, but Ranker’s statistics support it: the site records tens of millions of votes each year, showcasing its retention in an age of short attention spans.Despite his success, Benson remains a man in motion, perpetually unsatisfied. “Ranker’s doing great — traffic’s up, revenue’s up — but I still feel like we’re only halfway there,” he admits. He dreams of spinning off new ventures from Ranker’s wealth of opinion data — perhaps a predictive analytics tool or a consumer insights platform. At home, he’s a husband to Jenifer and a father to twins Austin and Zani, but his downtime is limited. A music enthusiast, he’s seen over a hundred bands perform in a single year — twice — chasing the thrill of live shows from Phish to Radiohead. “It’s my reset button,” he says.In a way, Benson embodies the paradox of the modern entrepreneur: a dreamer anchored by pragmatism, a listmaker who flourishes in chaos. Ranker may not possess the cultural cachet of TikTok or the gravitas of the New York Times, but it has carved out a distinctive, enduring space in the digital realm. As the internet progresses toward its next transformation, Benson is already planning his next move—because, for him, the list is never complete.

Made in the USA: A dream we can’t afford to abandon

In the humming factories of Shenzhen and the sleek boardrooms of Brussels, a quiet shift is underway — one that threatens to leave the United States watching from the sidelines. China and Europe, long seen as economic rivals to American dominance, are deepening their ties, forging a partnership that could reshape the global order. Against this backdrop, the U.S. must reassert its industrial might, not out of nostalgia for a bygone era, but as a matter of survival in a world where manufacturing muscle still matters.The numbers reveal a stark story. China’s industrial output now surpasses that of the U.S., accounting for nearly 30 percent of global manufacturing, according to the World Bank, while America’s share has declined to 16 percent. Europe, meanwhile, has embraced its role as a regulatory superpower, establishing standards that ripple across continents. The recent thaw in Sino-European relations — highlighted by a 2020 investment agreement and an array of trade discussions — only intensifies the challenge. Beijing provides inexpensive labor and raw materials, while Europe contributes cutting-edge technology and a vast consumer market. Together, they are forming a bloc that could marginalize American interests, ranging from semiconductors to green energy.This isn’t just about economics — it’s about power. Industrial dominance underpins national security. A nation that can’t produce its own steel, chips, or batteries is vulnerable to its rivals. The Pentagon recognizes this: a 2021 report warned that U.S. reliance on foreign supply chains, particularly from China, poses a “strategic vulnerability.” Exhibit A: the chip shortage that crippled American automakers while Chinese firms continued to thrive. Exhibit B: Europe’s push for “strategic autonomy,” a polite way of saying it wants to rely less on America.History provides a lesson. In the 20th century, America’s industrial base won wars and forged a superpower. The Arsenal of Democracy didn’t just produce tanks; it generated jobs, innovation, and influence. Today, that base is weakening. Decades of offshoring have gutted the Rust Belt, leaving behind vacant plants and a workforce trained for yesterday’s economy. Meanwhile, China’s Belt and Road Initiative connects a network of infrastructure from Asia to Africa, and Europe invests heavily in its green industrial revolution. The U.S., in contrast, debates infrastructure bills that never seem to get started.Reclaiming industrial primacy will not be easy. It involves confronting hard truths: tax breaks for Wall Street will not rebuild factories in Ohio; free-market platitudes will not counter Beijing’s state-driven juggernaut. It requires a strong policy — subsidies for critical industries, tariffs to level the playing field, and a workforce retrained for the 21st century. Critics will shout “protectionism,” but what’s the alternative? A nation that outsources its backbone risks losing its spine.The stakes are evident. If China and Europe weave their economies closer together, America might find itself a consumer rather than a creator in the upcoming industrial age. The time for complacency has passed. In the face of rising powers, the U.S. must chart its own course — hammer, steel, and resolve intact.

Barry Mainz: The veteran commander defending our critical infrastructure

Barry Mainz, the chief executive of Forescout Technologies, is not the type of man who lingers over the scenery. When we spoke with him recently from his office in San Jose, he had the demeanor of a general surveying a battlefield — one where the enemy is invisible, the terrain is digital, and the stakes are nothing less than the integrity of the modern world. “Cybersecurity isn’t just about protecting data,” he said. “It’s about protecting trust. If that goes, everything else collapses.”Mainz, who took charge at Forescout in January 2023, is a veteran of the tech wars, with a résumé that resembles a roadmap of the industry’s evolution: Sun Microsystems, Mercury Interactive, Wind River Systems (under Intel’s banner), MobileIron, and Malwarebytes. Now, at Forescout — a company that specializes in securing the sprawling and unruly networks of devices that characterize our era—he’s responsible for safeguarding what he refers to as “the connective tissue” of enterprises, governments, and critical infrastructure.It’s a mission that feels less like a corporate job and more like a calling, especially in a year when cyberattacks have surged, ranging from ransomware crippling hospitals to state-sponsored hackers probing power grids.For those unfamiliar with Forescout, it is a cybersecurity company that excels in visibility. Its platform delves into the murky depths of networks — IT, IoT, and operational technology (OT) — to identify every device, evaluate its risk, and, if needed, lock it out. Think of it as a digital bouncer with X-ray vision. In a time when your smart thermostat could be collaborating with a foreign server, this is no small achievement.During his interview with CEO.com, Mainz compared it to “knowing who’s in your house at all times — and ensuring they’re not up to any trouble." This is a relatable metaphor for a high-stakes scenario, but it captures the essence of Forescout’s promise: control through clarity.When Mainz arrived at Forescout, the company was at a crossroads. Under his predecessor, Wael Mohamed, it had weathered a transformation — shifting from a hardware-heavy model to a cloud-centric, recurring-revenue business with profitability in sight. But it had also endured turbulence: two rounds of layoffs in late 2022 and early 2023, including a ten-per-cent cut to its Israel R&D center, signaled a need for sharper focus.Mainz, with his operational scalpel and a boardroom charm honed over decades, was the man tapped to steady the ship. “We’re not here to chase every shiny object,” he said. “We’re here to solve the hard problems — security, critical infrastructure, the stuff that keeps the lights on.”

How AI and agility are redrawing the future of finance

Kamran Ansari, a seasoned venture capitalist and operator, has navigated the intricate corridors of Silicon Valley and New York’s tech ecosystems for nearly two decades. His journey, marked by strategic investments and pivotal roles in companies like Venmo, Pinterest, and Bread Finance, offers a lens into the evolving landscape of financial technology (fintech) and the broader venture capital (VC) domain.Ansari’s venture into the capital world began at Tenaya Capital, followed by a notable tenure at Greycroft in New York. While at Greycroft, he led investments in fintech pioneers like Venmo and Braintree, highlighting his early awareness of the sector’s potential. His investment savvy extended to companies such as Azimo and Recurly, further solidifying his reputation in the fintech landscape. This path eventually brought him to Headline VC, a global venture capital firm, where he serves as a Venture Partner, concentrating on fintech investments.In a recent interview with CEO.com, Ansari explained the current state of fintech, describing it as a “super category” comprising four main pillars: payments, lending, asset management (including stock trading), and insurance. He stressed that each pillar represents a vast market opportunity, reflecting fintech’s wide-reaching impact on the economy.Addressing why traditional banks often fall behind in innovation, Ansari noted that their stable positions, marked by high gross margins and significant profits, reduce the motivation to innovate. He remarked, “Banks don’t innovate because they don’t really have to. They’re deeply entrenched in established, remarkable businesses.” This entrenched nature leads to slower adoption of innovative technologies compared to more flexible fintech startups.The rise of artificial intelligence (AI) has been a transformative force across various industries, and fintech is no exception. Ansari pointed out the critical role of AI in enhancing financial services, specifically in areas like fraud detection, customer service through chatbots, and personalized financial advice. He argued that AI’s incorporation into fintech solutions not only boosts efficiency but also democratizes access to advanced financial tools for a wider audience.

Goodbye Skype: How the fall of a tech icon signals a new era

Microsoft’s recent announcement about the discontinuation of Skype represents more than just the end of a pioneering communication tool; it highlights the intricate dynamics of innovation, competition, and market adaptation. Launched in 2003, Skype revolutionized communication, making video calls commonplace and connecting millions globally. Its acquisition by Microsoft in 2011 for $8.5 billion demonstrated its significance in the tech landscape. However, the surge in video conferencing during the COVID-19 pandemic, a time that could have been Skype’s peak, instead exposed its shortcomings. Competitors like Zoom capitalized on the rising demand for large-scale virtual meetings, providing user-friendly interfaces and robust features that Skype struggled to match. Microsoft’s strategic shift to prioritize Teams over Skype further indicated a shift toward integrated, collaborative platforms. Teams not only included Skype's functionalities but also introduced enhanced collaboration tools, aligning with the evolving needs of businesses and individuals alike. Skype's trajectory serves as a poignant reminder that being a first mover in technology doesn’t always ensure sustained success. The tech industry is rife with examples where initial innovators were surpassed by agile competitors who refined and expanded upon original concepts. Skype’s journey from a groundbreaking service to its eventual phase-out illustrates the necessity for continuous innovation and adaptability in an ever-changing market.As we say goodbye to Skype, we recognize its role in shaping modern communication and acknowledge the broader implications of its discontinuation — a testament to the relentless march of technological progress and the need for companies to evolve or risk obsolescence.

Mind Games: Big Pharma’s billion-dollar return to mental health

In the intricate tapestry of pharmaceutical innovation, psychiatric drug development has often been overshadowed by more concrete medical pursuits. However, a recent renaissance is unfolding, marked by renewed energy and groundbreaking advancements. The Wall Street Journal’s recent article, “Big Pharma Walked Away From Mental Health: Why Some Are Coming Back,” highlights this pivotal shift. Historically, the development of psychiatric medications has been fraught with challenges. The enigmatic nature of mental illnesses, along with the subjective nuances of psychiatric conditions, has made the path to effective treatments both arduous and uncertain. As a result, many pharmaceutical giants retreated from this arena, considering it too complex and financially risky. Yet, the escalating global mental health crisis has catalyzed a paradigm shift. Recognizing the profound need for innovative therapies, companies like Bristol Myers Squibb and Johnson & Johnson are re-entering the fray. Bristol Myers Squibb’s recent $14 billion acquisition of Karuna Therapeutics underscores this renewed commitment. This strategic move integrates KarXT, a novel treatment for schizophrenia, into their portfolio, signaling a departure from traditional antipsychotics. Similarly, Johnson & Johnson’s agreement to acquire Intra-Cellular Therapies for around $15 billion further exemplifies this trend. This acquisition not only adds Caplyta, a treatment for bipolar depression and schizophrenia, to J&J’s offerings but also highlights a broader industry movement toward addressing unmet needs in mental health. This resurgence is not limited to industry giants alone. Emerging biotech firms and startups are pioneering new approaches, exploring innovative pathways, and refining therapeutic strategies. Advances in genetics, neuroimaging, and cell biology are gradually unraveling the complexities of psychiatric disorders, paving the way for more targeted and effective treatments.