Issue link: http://endeavor.uberflip.com/i/88132
PART TWO: FROM CHARMING TO IMPORTANT 11 EDGAR BRONFMAN, JR. Edgar Bronfman, Jr. (left) became Endeavor Global's Board Chairman in 2004, urging the orga- nization to "transform from charming to impor- tant." In this photo, Edgar speaks with Endeavor Entrepreneur candidates. of operating in 25 countries by 2015 — an exponen- tial increase in the breadth of the organization. If the plan succeeded, it would put Endeavor on the map, both literally and figuratively. In June 2004, Endeavor opened an office in South Africa, its first outside Latin America. Nearly a decade had passed since the end of apart- heid, but its after-effects could still be felt. Extreme differences existed between the incomes of whites and blacks, with only ten percent of start-ups created by black entrepreneurs. Unemployment was at 31%. Despite these challenges, Endeavor believed that South Africa had the creativity, drive and talent necessary to emerge as a global innovation hub. Over the next few years, Endeavor South Africa selected entrepreneurs in a broad range of industries, from restaurant franchises like Taste Holdings to technology companies such as Yola, whose website-building app is pre- packaged on all new HP computers. Two recently- selected Endeavor South Africa Entrepreneurs, METRIC R$930 Average Brazilian employees' monthly salary R$1904 Endeavor Brazil Entrepreneur employees' average monthly salary METRIC 7X as many children of Endeavor company employees have access to private health coverage in South Africa (compared to the national average)