How do you get from zero to $1 billion in revenue in five years?如何在五年内使公司收益从零超过10亿美元？Google (GOOG) did it by organizing the worlds information.通过的组织全世界的信息，谷歌（Google）做了。Facebook (FB) did it by making the world more open and connected.通过让这个世界更加对外开放和联系更加紧密，Facebook也做了。
A hyper-growth trajectory, you might assume, requires a world-changing idea, brilliant programmers, and a Silicon Valley address.你有可能指出，这种肇事快速增长必须能转变世界的创新、头脑聪慧的程序员和一个坐落于硅谷的办公室。Not necessarily. Hamdi Ulukaya borrowed $1 million to buy an 85-year-old factory in upstate New York, came up with a new recipe for an ancient product and took on Fortune 500 giants in a consumer category that most experts figured was locked up.只不过不一定。哈姆迪乌鲁卡亚借了100万美元，卖给了纽约北部一家有85年历史的工厂，并寻找一种传统产品的近期秘方，然后就开始在大多数专家指出早已饱和状态的消费市场向《财富》美国500强劲公司（Fortune 500）发动了挑战。
Five years after selling the first case of his Greek-style yogurt, Chobani, in October 2007, Ulukaya reached $1 billion in annual revenue. This kind of growth is unheard of, particularly for a startup, in the packaged-goods business—and rare in the tech world.2007年10月，乌鲁卡亚售出了第一箱乔巴尼（Chobani）希腊酸奶。五年后，这家公司的年收入超过了10亿美元。
这样的增长速度前所未闻，特别是在是对于纸盒商品行业的一家初创公司来说——即使在科技行业，这也十分少见。But Ulukaya has landed in the league of techs fastest-growing companies--and can claim something that Facebook founder Mark Zuckerberg and Googles Sergey Brin and Larry Page cannot: He owns 100% of his startup.但乌鲁卡亚显然顺利构建了科技行业快速增长最慢的公司所建构的奇迹，而且有一点连Facebook创始人马克扎克伯格和谷歌创始人谢尔盖布林与拉里佩奇都要自叹弗如：乌鲁卡亚享有这家公司100%的所有权。
On Saturday night in Monte Carlo, Ulukaya, 41, was named Ernst Youngs World Entrepreneur of the Year, copping the grand prize in a competition that pitted him against 48 entrepreneurs whom EY designated tops in their own countries. Ulukayas win was a surprise only because many of the 1, 000 attendees at the professional services firms annual confab guessed that the judges—successful entrepreneurs from across the globe—wouldnt bestow the top award on a U.S. founder. But Ulukaya, who emigrated from Turkey to America at 22, impressed the judges and everyone else with his up-from-nothing success story.一个周六的晚上，41岁的乌鲁卡亚从安永会计师事务所（Ernst Young）挑选出的48名企业家中脱颖而出，在蒙特卡洛取得安永年度全球企业家奖（World Entrepreneur of the Year）。安永挑选出的候选人都是在各自国家出类拔萃的企业家。
乌鲁卡亚的顺利之所以令人吃惊，是因为参与会议的1,000名与会者中，有许多人猜测，由来自各国的顺利企业家构成的评审团会把这个奖项颁发美国创业者。而22岁从土耳其移民至美国的乌鲁卡亚凭借其手起家的顺利故事感动了评审和所有人。Over breakfast in Monte Carlo last Thursday, Ulukaya told me about growing up in a tiny village in eastern Turkey, working on his fathers dairy farm and moving to the U.S. hoping to learn English and go to business school. New York Citys hubbub overwhelmed him. So he moved upstate, took some classes at the Albany branch of the State University of New York, and started a wholesale feta cheese business called Euphrates.最近在蒙特卡洛的早餐期间，乌鲁卡亚跟我描写了他在土耳其东部一个小村子里的茁壮故事，他在父亲的奶牛场工作的经历，以及为了学英语和读书商学院而回到美国的过程。纽约市的喧闹令其他不知所措。
于是他搬了北部，在纽约州而立大学（State University of New York）奥尔巴尼分校修读了几门课程，并创立了一家取名为Euphrates的公司，做到羊奶酪杂货做生意。Everything changed one day, a decade later, when Ulukaya opened a piece of mail that said: Fully equipped yogurt factory for sale. Defying the advice of cautious friends and advisers, he borrowed just over $1 million from the SBA and Key Bank (KEY) to buy the Breyers yogurt factory that plant Kraft Foods (KFT) was shuttering. He recruited four workers from the plant and a yogurt master from Turkey and started work on creating the best-tasting, highest-quality yogurt.乌鲁卡亚的人生在十年后的一天被彻底改变。那一天，他关上一封信，里面写到：“出售设备齐全的酸奶厂。
”虽然朋友和顾问都明确提出了慎重的建议，但他仍然从SBA和Key Bank银行贷款100万美元，卖给了卡夫食品公司（Kraft Foods）于是以打算重开的布雷耶酸奶厂。他从工厂里挑四名员工，并从土耳其聘用了一名“酸奶大师”，开始建构最美味、最低品质的酸奶。Ulukaya has no serious business training, no corporate role models (I never worked for anyone except my father.) and no investors except for himself. So its natural that Chobanis strategy is based on instinct—the founder-CEOs. The organization is flat—no layers, Ulukaya says. He employs 3,000 people in New York State and Idaho and at a dairy he bought in Australia. His corporate motto: Nothing but good. From the start, Ulukaya has allocated 10% of Chobanis after-tax profits to philanthropy. Chobanis foundation is small but growing rapidly.乌鲁卡亚没拒绝接受过正规化的商业培训，也没可以自学的创业榜样（“除了我父亲，我没给任何人打过工。
”），而且除了他自己，没任何投资人。所以，乔巴尼的策略大自然是依赖公司创始人兼任CEO的直觉。
公司实施扁平化的的组织结构——“没层级，”乌鲁卡亚说道。现在，公司在纽约州和爱达荷州，以及他在澳大利亚并购的一家乳品公司，共计享有3,000名员工。他的公司口号是：“只要好的。
”从一开始，乌鲁卡亚就将公司10%的税后利润投放到慈善事业当中。乔巴尼的基金会虽然规模较小，但却发展很快。A billionaire at least on paper, Ulukaya says he longs to inspire other entrepreneurs to do some version of what hes doing—that is, make real stuff in real America. I want to help bring entrepreneurship back to small towns, or else wealth will be only on the coasts, he says.如今，乌鲁卡亚早已是理论上的亿万富翁，他回应自己期望能鼓舞其他创业者去做到类似于的事情——在现实的美国建构觉得的事物。他说道：“我期望协助创业者们返回小城镇，否则财富将全部集中于在海岸城市。
”As for the glamorization of the tech and social-media crowd, he adds, Who says you have to be a certain way to be a cool entrepreneur?至于科技和社交媒体的光环，他补足说道：“谁说道必需要回头某一条特定的路才能沦为出众的创业者？。
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