Match Group’s new CEO admits the company’s dating apps have too often ‘felt like a numbers game’

Match Group’s new CEO Spencer Rascoff sent a letter to employees Thursday outlining his vision for the company, while also acknowledging the dating giant has fallen flat when it comes to public sentiment.

Rascoff, who cofounded Zillow and served as chief executive for a decade, was appointed Match Group CEO in early February to shake up the beleaguered parent company of Tinder, Hinge, and OkCupid. Rascoff isn’t entirely a newcomer to the dating economy: He joined Match Group’s board in 2024.

“To reach our full potential, we must confront a hard truth: we haven’t always met the high standards we set for the user experience,” Rascoff said in the letter, which was shared exclusively with Fast Company. “Too often, our apps have felt like a numbers game rather than a place to build real connections, leaving people with the false impression that we prioritize metrics over experience. That needs to change.”

Some users have become dismayed with dating apps, taking to social media to complain about their experiences. They often share tips about “hacking” the algorithm, under the unproven belief that apps like Hinge and Tinder aren’t showing them all of the matches they’d be interested in.

Rascoff said that going forward, users need to be at the core of every choice. “Every product decision, policy, and innovation must be guided by their experience and outcomes,” he said. “Trust is the foundation of real connections, and we are committed to rebuilding it with urgency, accountability, and an unwavering focus on the user.”

Rascoff outlined his priorities for the company, believing the five points will drive its transformation. They include “users first,” “innovate quickly,” “details matter,” “prioritizing transparency, safety and authenticity” and the idea that “human connection is the highest calling.”

• Users First. Every decision should be guided by the people who participate on our platforms in service of creating innovative products that genuinely enhance human connection.

• Innovate Quickly. Speed is a competitive advantage. We must move quickly, test bold ideas, and scale innovations efficiently, allowing us to stay ahead while maintaining excellence and reliability.

• Details Matter. Small improvements make a big difference. Every pixel counts. That means prioritizing design and usability, improving algorithms to surface better matches, reducing friction in conversations, and making every step of the experience intuitive and meaningful.

• Prioritizing Transparency, Safety & Authenticity. Trust must be at the core of the experience. This is an ethical imperative, but also a business imperative. We will be clear about the changes we’re making and ensure users and employees always know where we stand. 

• Human Connection is the Highest Calling. Helping people find love, friendship, and community is one of the most meaningful missions in tech. We take that responsibility and privilege seriously.”

Match Group excelled during the COVID-19 pandemic, with millions of users stuck at home and looking for connection. At the time, the company invested in things like audio and video chatting features. But as the world returned to normal, users began to tire of dating apps (Tinder, in particular, faced challenges) and opted for in-person connections. Rising prices also pushed many to stop paying for pricey subscriptions as they tightened their wallets.

That shift back to the old school dating scene has spooked Wall Street. Shares have fallen more than 9% from the same time a year ago, trading above $30.10. That’s down more than 82% from its peak in October 2021. Some activist investors have also pushed for changes in the past year.

Rascoff didn’t touch on Wall Street in his letter to employees, but the focus on revitalizing users is ultimately what likely would reposition the health of the company.

“We know that listening to users isn’t enough—we need to move with urgency and increased accountability,” Rascoff said. “I’ll be working with leaders across the organization to streamline operations, drive efficiency, make faster decisions, act more nimbly, and invest in growth areas—ensuring that every effort is aligned with delivering better connections, deeper authenticity, and real value.”

As part of this, Rascoff is “increasing expectations” on being in office. The company declined to comment on what that will look like or what current office guidelines are. Match is also creating a confidential channel named “DM Me If…” for employees to offer feedback and share product ideas.

“When our apps work, they create love stories, lifelong partnerships, and real human connections. When they don’t, they lead to frustration, distrust, and disengagement,” Rascoff said.

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