The Founder Diaries is an interview series exploring business, innovation, and entrepreneurship. Drawing from my experience as a designer and entrepreneur, I’ve found there’s endless value in learning from the journeys of creative visionaries who tackle challenges with inventive solutions.

In the fast-paced world of branding and digital storytelling, visuals aren’t just about aesthetics—they’re about shaping narratives that resonate with the zeitgeist. At the forefront of this movement is Death to Stock (DTS), a media company that began as an email subscription service for trendy stock photos and has since evolved into a trend-forecasting powerhouse. By deeply researching the social, cultural, and political climate, DTS provides creators and brands with impactful, culturally relevant imagery to build compelling visual narratives.

What sets DTS apart is its ability to decipher cultural chaos and translate it into visuals that iconic brands like Apple, Google, LVMH, Squarespace, Shopify, and Nike trust. The company combines a core team with a global network of collaborators to produce a curated media library that supports the creator economy. Beyond that, DTS is innovating with AI—allowing creatives to remix existing photos and generate new, curated imagery that enhances storytelling potential.

In this week’s Founder Diaries, I spoke with Shaun Singh, founder of Death to Stock, to uncover the story behind its evolution, how it leverages cultural research to stay ahead of trends, and the innovative tools it’s building to empower creators in the years ahead.

Death to Stock has evolved significantly from its origins. What inspired its creation, and how has the platform grown into what it is today?

Death to Stock actually started almost by accident. I began my career in finance, but I met a friend on Twitter who was a photographer. Together, we began sharing photos through an email list we curated for people looking for fresh, modern imagery. At first, it was just a way to share cool visuals, but it quickly grew into something bigger.

We saw a gap in the market—not just for trendy stock photos but for a platform that could decode cultural moments and help creators make meaningful, relevant work. That realisation shifted our focus. Today, DTS isn’t just about stock imagery; it’s a trend-forecasting machine that draws on social and cultural research to create visuals that resonate. We’ve grown into a resource for the creator economy, offering premium imagery and tools that empower creators to remix and innovate with purpose.

DTS has a unique structure. Can you share more about your core team and how it contributes to your vision? How do you stay ahead of cultural shifts and ensure your visuals resonate with brands?

Our team is intentionally small but highly specialised. We have a Creative Director who oversees everything from the production of visuals to the UI/UX of our platform. Our Head of Trends focuses on cultural research and produces reports that keep us ahead of the curve. I serve as CEO, driving the overall strategy and growth, while our Community Manager connects with our audience and creators globally.

This core team works closely with a global network of collaborators—photographers, artists, and creators—who bring diverse perspectives and creative expertise. Together, we create a dynamic ecosystem that ensures DTS remains culturally relevant and visually groundbreaking.

We create cultural reports that help us understand what’s happening now and predict what’s coming next. We don’t just follow trends; we aim to be ahead of them. By understanding cultural shifts at a deep level, we ensure our visuals aren’t just aesthetically pleasing—they’re also meaningful and timely. That’s why brands like Apple, Google, and Nike trust us to help tell their stories.

What have been some of the biggest challenges Death to Stock has faced in building and maintaining its brand and operations? What strategies or values have been essential for the company’s success?

One of the biggest challenges we faced was the slow growth in our early years. For the first four years, it was incredibly flat. No one wanted to sign up when we only had about 1,000 photos—it was tough to convince people of our vision at that stage. But we believed in the long-term potential and understood that once the flywheel caught, growth would become exponential.

Our clients often find us through word of mouth or organic connections as we don’t do outbound outreach. For example, one intern originally signed up for our email list and later, as a high-level executive, remembered us and brought us on board. That kind of organic growth is a testament to the strength of our brand.

I’m a big believer in the statistics of sticking with something for five years. You have to really want to do what you’re doing because failure is inevitable, and persistence is the only way forward. Beyond that, we’ve prioritised integrity and being kind in every interaction. We’ve worked with hundreds of creators, and we’ve never had complaints. That’s because we treat people well and maintain high standards of integrity—it’s core to who we are as a company.

With operations spread across the EU, US, and New Zealand, what factors do you consider when deciding where each part of the business should be based?

In the early days, we handled production out of LA, but it was just too expensive to sustain. When we moved operations to Berlin, it was a game-changer—the talent there is incredible, much more affordable, and we could easily recruit through personal networks and friends of friends. However, in New York, specifically Brooklyn, we placed team members strategically to work closely with our big US clients.

It’s also about being in the right place at the right time. For example, when LVMH became one of our clients, it created this incredible exchange of insights—they learned about trends from us, and we gained valuable perspectives from them.

We’ve taken a global approach overall, with creatives spanning the world—from Auckland, New Zealand, to Berlin, Germany, and an array of collaborators across London, Los Angeles, Tokyo, and Paris.

DTS recently launched an AI initiative. I’d love to ask you about this. How does this fit into your mission to support creators and brands?

AI is an exciting tool for us because it allows creators to push boundaries. With our AI initiative, creators can remix existing DTS photos to generate new images or access AI-generated visuals that we’ve carefully curated.

We see this as an extension of our mission to empower creators. It’s not just about making imagery accessible; it’s about making it adaptable. With AI, creators have more freedom to experiment and build unique narratives that reflect their vision, while still maintaining the quality and authenticity that DTS is known for.