Mais conteúdo relacionado Semelhante a What Comes Next: Perspective From a Serial Founder (20) What Comes Next: Perspective From a Serial Founder2. About David Cancel
• 5x Founder / 2x CEO
• CEO/Co-Founder, Drift
• Chief Product Officer, HubSpot
IPO: HUBS
• CEO/Co-Founder, Performable
acquired by HubSpot
• Owner/Founder, Ghostery
acquired by Evidon
• CTO/Co-Founder, Compete
acquired by WPP
• Investor/Advisor/Director to Various
Companies and VC Funds
6. There's been a common thread
through all of the companies that
I've started …
7. But it’s taken a long time — and lots
of hindsight — to understand what
that thread was:
9. I can trace this thread all the way
back to my college days.
11. So I'd skip all my classes and hang
out in the library, where they had …
15. So I started to use the early internet
through those browsers and I
became obsessed.
16. I had been coding software up until
this point — desktop software,
boring software — but I wasn’t really
feeling it. I didn’t love it.
17. Then I discovered this way to have
access to all of this information
around the world, and to make
connections with people.
18. So I built a website. And back in the
day, you would put your email
address at the bottom of your site.
20. Hey man, I really like your
website. It’s really cool.
“
21. Then I checked the ISP: the person
who had emailed me was in Russia.
23. It was the first time I experienced a
customer feedback loop.
24. 1) I created something
4) they sent me a message 2) someone used it
3) they had a reaction
27. I didn’t realize it at the time, but I’ve
been chasing the same pattern for
five companies.
28. But up until my fourth company,
Performable, I was following the
same playbook as everyone else.
29. It’s a playbook that’s largely driven
by the ideas of the people within
the company.
30. Whether it was Waterfall, or Agile or
some other product methodology,
the customer was always missing.
34. Meanwhile, Kickstarter & Indiegogo
have started letting companies
create products out in the open
with the customer.
35. And customers now regularly pay
for products long before those
products even exist.
37. Customers find value in being part
of a community, and being part of
that journey of creating the product.
38. At Performable, I shifted the model
to put communication with
customers at the center.
39. And we started to build a
methodology around having
product and engineering
communicate 1:1 with customers.
42. Then, in 2011, Performable was
acquired by HubSpot, and I went on
to lead product there as CPO.
43. This was my chance to see if a
customer-driven approach could
work at scale.
44. I built that team from about 50
people to around 200 by the time I
left (which was a few weeks before
we went public).
45. When I first got to HubSpot, I made
the decision that engineering teams
would each consist of 3 people.
48. We paired up each of these teams
with a PM, who would work across
multiple three-person teams.
49. Then for each PM we had a
dedicated designer and a dedicated
product marketing manager.
51. This structure allowed the people
closest to the problem to come up
with the solutions and test them
with the actual customer.
53. After implementing the new
structure, our product team had the
highest employee NPS score of any
team in the company.
55. Now, at Drift, we’re building a way
for every company in the world to
be customer-driven.
56. With the rise of messaging
software, billions of people
are learning new patterns
around 1:1 communication.
57. At Drift, we’re building a messaging
app that allows customers to
communicate with companies using
these new patterns.
59. But it isn’t just our product. It’s the
way we work and our philosophy
behind building companies and
building products.
63. Spotlight Framework
Product Marketing PositioningUser Experience
What happens when …
How do I …
I tried to …
Can you/I …
How do you compare to …
How are you different than …
Why should I use you for/to …
I’m probably not your
target customer …
I’m sure I’m wrong
but I thought …
64. Ultimately, every company needs to
shift to be able to have the
customer at the center, and to be
able to build products and services
that serve those customers.
65. No longer is the customer an
afterthought. No more “Oh, OK, how
do we sell this thing now that we’ve
built it?”
67. One of the things that I’ve learned
throughout my career is to really
focus on the customer, the market,
and the team.
68. Those are the three legs of the
stool: the customer, the market, and
the team.
72. I have this unorthodox view where I
like markets that have a fair number
of competitors in them.
74. There are competitors now, but I
expect that every major software
company that sort of touches our
world will get in eventually.
75. So the goal is to be the leader in
this market by the time that those
players come in.
76. We saw first-hand the market shifting
more and more toward messaging
and more and more toward this
connection with the customer.
77. The competition today doesn’t
matter. We’re not fighting for the
small market that some number of
competitors might have today.
80. Here are three things you can start
doing right now to be more
customer-driven:
85. Get products into your customers’
hands early. Let them help you
shape the product’s direction.
87. Your customers are closer to your
product than anyone else. Listen to
them. Talk to them. Show them that
you’re paying attention.
88. (P.S. If you’re having trouble
communicating with customers 1:1 at
scale, visit Drift.com)