13 moves in childhood
Adam Neumann moved 13 times as a child due to his parents' divorce and his mother's medical career, shaping his lifelong obsession with community and belonging.
Snapshot · The a16z Show
Adam Neumann: This Is How You Build Iconic Companies
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Jul 8, 2026
Where this was said
Childhood: Moving, Kibbutz, and the Origin of Community
At 1:29 · chapter starts 1:02
Marc Andreessen kicks off by observing that Neumann has been chasing a single idea his entire life, and the origin of that idea turns out to be genuinely personal. Born in Israel to two doctors who divorced when he was 8, Neumann moved 13 times — driven by his mother's combative advocacy for patients that got her hired, fired, and re-hired across hospitals [1] — Adam Neumann "13 moves in childhood: Adam Neumann moved 13 times as a child due to his parents' divorce and his mother's medical career, shaping his life…" 01:29 . Her bipolar disorder, her brilliance as an oncologist, and the instability of their finances ('always at zero or an overdraft') form the texture of his early life. Two years in Indianapolis as a Hoosier, then back to Israel and eventually a kibbutz — where children grow up together from age 2 to 18 in a collective. The kibbutz was the hardest community to penetrate, but the one that shaped him most. His insight: communities that come together to build something greater than themselves produce happiness and fulfilment; mob-mentality communities drag people to the lowest common denominator. The former is what he has been trying to recreate ever since.
Why Constant Moving as a Kid Created a Lifelong Obsession with Community
Moving 13 times as a child and living in a kibbutz — where kids are raised collectively — gave Neumann a visceral understanding that humans need community the way they need food. That insight became the single thread connecting every company he has ever built.
The Israeli Army Lesson: You Can't Lead Until You Learn to Follow
Neumann was punished every single week for his first 9 months in the Israeli Navy. A senior officer finally told him plainly: you can't be a great leader if you don't know how to be a soldier. The lesson stuck — and he says it applies equally to CEOs and partners.
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