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  1. Noah Glass is the Founder & CEO of Olo (www.olo.com), the interface between restaurants… · Experience: Olo · Education: Yale University · Location: New York · 500+ connections on LinkedIn.

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    • Newton North High School
    • Greater New York City Area
  2. Noah Glass. Noah H. Glass is our Founder and Chief Executive Officer. He has served as a member of our board of directors since our inception in 2005. Prior to founding Olo, Mr. Glass held the position of International Expansion Manager for Endeavor Global, Inc. (“Endeavor”), a leading global community of, by, and for high-impact ...

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  4. Mar 18, 2021 · Mar 18 2021. Web Exclusives. Share: Olos introduction to life as a public company couldn’t have gone much better. The digital platform initially targeted shares at $16–$18 before upping to $20–$22 Monday. But it ended up at $25, with Olo raising roughly $450 million at a valuation of $3.6 billion.

  5. Jun 14, 2023 · June 14, 2023. Noah Glass just shared the following with Olo employees: Today, we are announcing a series of decisions that will shape the future of Olo and put our company on a stronger path to grow.

  6. Feb 28, 2019 · By Damin Babu - February 28, 2019. In this interview, Noah Glass, founder and CEO of Olo, speaks about powering digital ordering and delivery for an improved CX and elaborates on digital transformation in the restaurant industry and helping restaurant operators be the beneficiaries of the digital shift through technology that works with their ...

  7. Mar 9, 2021 · Noah Glass, founder of Olo. Courtesy of Olo. Olo is poised to be a leader in the online food delivery market which is expected to reach $470 billion by 2025. Unlike third-party delivery...

  8. Aug 11, 2021 · Olo, short for Online Ordering, became a lifeline during the recent disruption of the restaurant industry. Glass founded the company in 2005, long before 95% of the world owned a smartphone. Today, restaurants use Olo to accept orders directly from their guests or through third-party delivery marketplaces.

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