Startup Playbook for founders & employees, written by toucan's founders

1. Startup PlayBook for Founders & Employees FIND THE RIGHT PRIORITY AT THE RIGHT TIME, FOR BETTER EXECUTION WRITTEN BY TOUCAN TOCO FOUNDERS

2. As a founder or startup employee do you ﬁnd your 24 hours-a-day too short ? After 5 years growing Toucan Toco we do too. In the end there is only one solution : prioritize ! “But what should I focus on when we are 2 founders in a garage ? A 10 people team with no fundings ? A structured team of 50 ? I heard about OKR, 360 Reviews, Squads, BSPCE, Wiki, core values… But what should I do in the next weeks among those actions, process and strategies ?” To help you answer these questions, we’ve created an easily consumable documentation, full of ressources, to share our learnings and documentation efforts. Looking for the right process at the right stage ? This slideshare is for you. FEEDBACK ON FINDING THE RIGHT PRIORITY AT THE RIGHT TIME, FOR SLICK EXECUTION Why this Slideshare ?

3. We are a BtoB company, we are 80 people after 5 years, we are in Tech/SAAS, we are a software vendor. This means that we sell the same code to all our clients. Our team is divided in three thirds: sales & marketing, client success/delivery & the product team. We are self funded. We care about mid & long term treasury. So we execute Strategy, Sales, Marketing with a lot of precision. We have to provide great value to our customers with sharp investments. One last Thing : we wrote this with benevolence. We want to give you inspiration, so we tried to avoid stating the obvious. Please comment & feedbacks !!! This playbook will evolve. It is for you ! > Help us improve it. OUR ECOSYSTEM Disclaimer

4. SLIDE 13: FINDING BALANCE WITH INTERRUPTION SLIDE 14: DON’T GO ALL IN, ALWAYS START SMALL SLIDE 16: SHARE AND CAPITALIZE ON KNOWLEDGE SLIDE 18: DEFINE YOUR COMPANY’S CULTURE SLIDE 22: MONTHLY ALL HANDS MEETING SLIDE 23: DEFINE THE TEAM OBJECTIVES SLIDE 24: ALIGNED AUTONOMY SLIDE 29: TEAM RETROSPECTIVES SLIDE 34: HOW TO TRACK ON WHAT YOU DO ? SLIDE 35: DEFINE INDIVIDUAL OBJECTIVES SLIDE 39: ONE FLOOR TO AVOID SILOS SLIDE 9: EVERY LEADER IS A PRODUCER SLIDE 28: SHOULD FOUNDERS GET A CORNER OFFICE ? SLIDE 7: DON’T RELY ON RECRUITERS FOR FIRST HIRES SLIDE 10: HIRING A FIRST PERSON ON A JOB SLIDE 11: APPLICANTS EVALUATION:WORK SAMPLES SLIDE 12: AN INCLUSIVE CULTURE FROM THE START SLIDE 15: YOU CAN HIRE YOUR CO-FOUNDER SLIDE 17: GET PEER INSIGHTS AND MARKET METRICS SLIDE 30: DEVELOP EMPLOYER BRAND SLIDE 31: GIVE CLEAR WARNINGS TO SOMEONE UNDERPERFORMING SLIDE 37: WHEN TO RECRUIT A RECRUITER ? SLIDE 21: PROTECT YOUR TECH TEAM FROM INTERRUPTIONS SLIDE 26: HOW TO DO SUCCESSFUL EVENTS WITH CLIENTS SLIDE 32: PR SHOULD BE INTERNALIZED SLIDE 33: WHEN TO START MARKETING ACQUISITION SLIDE 8: SHARE THE VALUE WITH THE TEAM SLIDE 19: RAISING MONEY ? NOW ? NOT NOW? SLIDE 27: COMPETITOR’S WATCH SLIDE 38: INDUSTRIALIZE MY SALES MACHINE LEADERSHIP PEOPLE ALL TEAMS TECH TEAM MARKETING SALES FINANCE SUMMARY MORE TO COME IN V2 ...

5. PEOPLE NO RECRUITERS NO CRY WHY ? Your first 15 people are supposedly "crazy", they take the risk coming to a young & shaky startup and often take a paycut. They need to drink the vision from the source. No hard feelings for recruiters. HOW ? ● Use your network ● The first call should be with the founder. ● The founder should do the hunt by Email/Linkedin RESULTS ● Founders are more convincing, you increase your rate of conversion. ● Founders have a bigger ability to find creative way to attract someone because they have their hand on the money/shares. ● You are selecting your future generation of leaders Don’t hire a recruiter or an agency before your team reaches 15 people BEST PRACTICES Hiring takes time. Take first phone calls when you are commuting. Recruiting is like sales. You need a CRM with reminders and notes taken on every applicant. RESSOURCES ● How to cold email like a boss ● How to source like a boss (FR content) DAY 1 > ON TIMEWhen we did it at Toucan Toco... Who does it Is about who is owner of the subject Thinking back we believe: We launched this process at the right time We launched this process X years too late We launched this process XX years too early

6. 0 to 10 people

7. PEOPLE DON’T RELY ON RECRUITERS FOR FIRST HIRES WHY ? The first 15 people are supposedly "crazy": coming to a young & shaky startup and often taking a paycut. No one but them can provide a holistic view of their start-up's ambitions, objectives and values. HOW ? ● Use your network ● The first call should be with the founder. ● The founder should do the hunt by Email/Linkedin RESULTS ● Founders are more convincing, you increase your rate of conversion. ● Founders have a bigger ability to find creative way to attract someone because they have their hand on the money/shares. ● You are selecting your future generation of leaders Only founders can recruit the founding team BEST PRACTICES Hiring takes time. Take first phone calls when you are commuting. Recruiting is like sales. You need a CRM with reminders and notes taken on every applicant. RESSOURCES ● How to cold email like a boss ● How to source like a boss (FR content) Tool : Welcome To The Jungle DAY 1 > ON TIME

8. FINANCE WHY ? Working in a startup is an involving choice. You want the team to win big if they execute well. Like any other investment, the greater the risk the greater the reward. HOW ? ● Give more shares to the ﬁrst comers ● The longer they stay the more they get ● Around 10% of the total shares RESULTS ● People feel more involved ● When something great happens to the company, everyone wins ● People are more loyal and stay longer BEST PRACTICES People can unlock their BSPCE every year for 4 years. BSPCE are quite difﬁcult to understand. Take time to explain to the team how it works and do it multiple times. This is the only way to get value from it. RESSOURCES Tool : Galion Kit for BSPCE ● Toucan Manifesto on BSPCE 1 EMPLOYEE > ON TIME SHARE THE VALUE CREATED WITH THE TEAM WITH EQUITY Shares & BSPCE [French Documentation only]

9. EVERY LEADER IS A PRODUCER WHY ? Strategy is acquired through external knowledge and meetings. Because it can be done by having breakfast, lunch and readings, the rest of the day should be about getting things done. HOW ? ● Don’t ask people to report to you all the time but review on the go everything that is shipped ● Be one of the top contributor of your team RESULTS ● You get very high productive time with your team because you know your game ● Since you experiment things yourself you get better at it and always have new ideas Lead by Practice and Operational Knowledge BEST PRACTICES As a founder/leader check and play with everything done by your team. This is what we call leadership in the web era because every changes very fast. So you need to practice to be up to date. LEADERSHIP RESSOURCES ● Testimony of Andrew S. Grove in ‘High Output Management’ 1 EMPLOYEE > ON TIME

10. HIRING A FIRST PERSON ON A POSITION WHY ? Knowing how to do a job is the only way to be able to recruit a specialist. It is also more attractive for people that don’t want to start something from scratch. HOW ? Use the existing team or yourself to explore the subject, by having it in the ‘exploration’ OKR for the next quarter. You can start hiring right after having the ﬁrst results of your action. RESULTS ● Hiring the right people because you know what you need ● You attract better people because the playground you offer is clear Start doing the job with your team to gain knowledge BEST PRACTICES Go out ask questions to other people and start by easy things and see what are the results. Ask yourself if it is really useful. Ask people in the team ﬁrst and give them the opportunity to try themselves if you feel like they have the right skills and mindset for the job. PEOPLE RESSOURCES ● Hiring T-shaped people 1 EMPLOYEE > ON TIME

11. APPLICANTS EVALUATION: WORK SAMPLES FOR ALL JOBS WHY ? Applicants can be great during an interview and terrible on the job. Test their skills with a work sample. It works great with tech teams. We generalised it to all teams. HOW ? Create a work sample that can be done between 30 min and 2 hours. Remotely or in house. Like writing an article for a content marketer, sketching a deliverable for a Project Leader, writing code for developers... RESULTS ● You can detect bullshiters. Best talkers candidates don’t make the best coworkers. ● Applicants understand exactly what part of the job will look like and what will be expected of them When you test skills, no one can lie RESSOURCES ● Getting inspired by developers ● Solid Stats About efﬁciency of this in a process by Laszlo Bock in ‘Work Rules!’ BEST PRACTICES Make a good debrief like you are already working together. Make the skill test stable that way you can compare between candidates. Take the test yourself so you know exactly what it feels like. PEOPLE 1 EMPLOYEE > ON TIME

12. PEOPLE AN INCLUSIVE CULTURE FROM THE START WHY ? Diversity of proﬁles, backgrounds and genders makes your company address the needs of all type of people. It is also great to work with different types of people. HOW ? ● Be inclusive from the beginning, actively look for different types of proﬁle. ● School and universities are not inclusive, so don’t ask for a degree on job offers. ● Focus on core competencies and skills. This is why work samples are so great. RESULTS ● Having women in the top 10 employees made us an inclusive company for women. Today we have 35% of women working on projects, support, tech, sales... ● We failed doing so in other areas and are paying a debt there. Diversity makes you rich BEST PRACTICES Do it from the beginning. Really. 15/20 people can be too late already. It is not because you say it and want it that your culture will be inclusive. You have to actively look for people and actively create a culture that makes everyone feel welcomed. 6 MONTHS > ON TIME RESSOURCES ● Galion Genders Agreement ● Feedbacks & Collaboration for benevolence

13. ALL TEAMS FINDING BALANCE WITH INTERRUPTION WHY ? People spend 2 hours recovering from distractions per day. Between meetings, calls, emails and colleagues, there is a lot of interruptions. HOW ? ● Launch deep work time frame where no one can interrupt people. ● Define specific location in the office where people can work without distractions ● Create oral slots where people can communicate: All hands monthly, team ceremonies, weekly ‘Open Hours’, Weekly 1o1, Lunch Space... RESULTS ● People can focus for long period of time and be more productive ● Communication is meaningful, you're not doing meetings that are useless Alternate high focusing time & high communication time BEST PRACTICES If you protect people from interruption you need to find balance for communication. Create an asynchronous culture where people won’t ask questions physically every time. Use tools like slack. 6 MONTHS > ON TIME RESSOURCES ● Deep Work Doc ● Commitstrip: the war on interruption ● Interruption at work Tool: Asynchronous Chat Slack

14. ALL TEAMS DON’T GO ALL IN, ALWAYS START SMALL WHY ? As humans we like perfection. So we tend to launch big projects and spend time on it. Even when we don’t what the results might be. This is costing a lot !!! HOW ? ● As a rule of thumb always start something as small as possible. Ex: You want to write a book on a subject? Write a post on Quora, then write an article. If it get traction write the book. RESULTS ● You don’t invest too much time in projects meant to fail ● You can test and learn a lot more than if you had huge projects to work on ● You have clear steps that help you deliver fast and take feedbacks Don’t commit all your resources in one big project BEST PRACTICES Measure what you do and adapt your projects. Use agile and lean methodology techniques like cutting big projects in small pieces and have quick iteration of two weeks or less. RESSOURCES ● The lean startup methodology 6 MONTHS > ON TIME

15. YOU CAN HIRE YOUR CO-FOUNDER WHY ? You can actually take time (almost two years for us) to build a great team of associates. You should choose people with multidisciplinary skills HOW ? Use your capital to make future leaders, co-founders or associate. In France we have BSPCE. RESULTS ● With 4 founders we had 3 people that could sell and two that could code ● You get new fresh ideas from new associates after a ﬁrst period of exploration No need to have the perfect founder team at the very beginning RESSOURCES ● The perfect founding team BEST PRACTICES Offer capital based on performance. The idea is not to give 5% or 10% right away, but to make a deal based on the value brought. Your shares should be attributed on a progressive basis. 1 YEAR > RIGHT ON TIME PEOPLE

16. SHARE AND CAPITALIZE ON KNOWLEDGE 1 MONTH > RIGHT ON TIME WHY ? People come & go, people forget. Meanwhile the company still grows. You want everything to be documented. You want a single point of truth and build expertise. HOW ? Every people contribute and have access to an internal documentation. Write about your processes, your clients, your provider. RESULTS ● People collaborate and share their knowledge, they feel valued for it. ● There is no withholding of information nor miscommunication. When someone leaves their replacement knows exactly what happened. 90% less interruption. Documentation: Write the f*cking manual RESSOURCES ● Tool : Conﬂuence for internal doc ● All in one place ● How to choose a documentation tool ● External documentation of Toucan Product BEST PRACTICES Writing documentation takes time and doesn’t feel like producing value. This is why you should start early and really explain to people the value of it. Every time someone in your team learns something useful they should write it down and share it. ALL TEAMS

17. GET PEER INSIGHTS AND MARKET METRICS WHY ? You want the team to have strong and educated opinion about how they should do their jobs. Lunch are the best way to discover good and bad practices. HOW ? They need to get outside the building and talk to other people doing the same job. Open Linkedin, type your job title, add 20 people and offer them to lunch together. For founders, when you meet other founders, make intros to your team. RESULTS ● People are growing and they are bringing new ideas, not only from their reads but their conversation. It is like having a personal business coach ● Your team should have independent leaders that don’t rely on your judgement. Go outside the building - Everyone should take lunches RESSOURCES ● Best questions to ask during lunches BEST PRACTICES Prepare the lunch, have a look at their proﬁle and the website, knowing what they are doing and how they might help you. Come with a clear problem, a very speciﬁc questions to make them react on it. Have a list of great questions. Take and share notes. 1 YEAR > RIGHT ON TIME PEOPLE

18. DEFINE YOUR COMPANY’S CULTURE WHY ? Create an evolutive identity that is decisive to business and recruitment decisions. HOW ? Two people, not founders only, collect negative and positive feedbacks from all the team on a form. Aggregate it and develop 4/5 core values around it. RESULTS ● Collective values are shared and irrevocable create harmony between the team ● Create strong employer brand Core Values Definition RESSOURCES ● Toucan Toco: How to create values ● Examples of feedbacks you can give ● Buffer: How to create values ● Netflix: How to create values BEST PRACTICES Give people a spreadsheet. Tell them to observe and write what they like and dislike daily for ten days. Look for stories like the lumberjack story that can help you find great tagline for your core values. 18 MONTHS > RIGHT ON TIME ALL TEAMS

19. RAISING MONEY ? NOW OR NOT NOW? WHY ? In B2B, Fortune 500 types of clients can write you big checks from the start. They are the one ﬁnancing your company through your product. HOW ? Start with an agency model with big clients that help you get your ﬁrst 3/500K€. Use your client feedbacks to start to build a product. RESULTS ● Clients help you grow your product, as much as your company ● Your product is built on explicit needs. Not everyone reads the future like Steve Jobs :) We didn’t raise money because we started with big accounts RESSOURCES ● Don’t raise money too quickly BEST PRACTICES Don’t get stuck on the agency business forever. Don’t hire 10 person and then switch to a product. Don’t hire until you start building your product. Otherwise you might get stuck on consulting and professional service and never start your product. FINANCE NEVER > ON TIME

20. 10 to 50 people

21. PROTECT YOUR TECH TEAM FROM INTERRUPTIONS WHY ? Tackle the dilemma between great tech support and great product development. Allows a person to provide great support while the rest of the team can deep work. HOW ? One person from the tech team takes turn every week to become the guardian This person is the only one the rest of the team can interrupt RESULTS ● Great focus equals great product and productivity. ● Develop team skills. Since teams are rotating, people will gain more knowledge over time. And there will be fewer information keepers. Guardian of the week, ‘King of Tokars’ for us RESSOURCES ● An illustration in comitstrip ● Are interruptions worst for developers than for other knowledge workers ● Switch from basic technical support to intelligent swarming BEST PRACTICES Even if you are the guardian, it doesn’t mean that anyone can just pop in and interrupt you. Deﬁne clear rules, a slack channel and trello to take on the bugs the team has. And track results. So that people see how much you are doing to support them. 18 MONTH > TOO LATE TECH TEAM

22. ALL TEAMS MONTHLY ALL HANDS MEETINGS WHY ? You want to make your organization transparent and have great communication between teams. This is a great way to have people moving in the same direction. HOW ? ● One single Powerpoint. ● 2-4 minutes per team, one talker per team. ● Same place, same time, with the whole team. RESULTS ● Great communication ● Teams are aligned on the overall strategy ● No chaos Once a month all teams show their production BEST PRACTICES You should have someone taking care of the logistics. Setting the audio/video for remote people, keeping track of time for every talker. Ask talkers to focus on speciﬁc actions than to talk about everything their team has done. 18 MONTHS > ON TIME RESSOURCES ● All hands meetings that work

23. DEFINE TEAMS OBJECTIVES WHY ? If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea. Antoine de Saint-Exupery HOW ? People know where to go so they deﬁne 100% of their objectives themselves RESULTS ● Aligned Autonomy ● Alignment “we all go in the same direction” ● Focus “we know what we decided not to do” ● Growth “we always explore new ways of doing what we do” OKR Method : Objectives & Key Results RESSOURCES ● Toucan Toco: OKR method summarized ● Only one to read ? ● OKR Method by Serena BEST PRACTICES 3 Objectives max; 3/4 Key Results max/Objective; Public; every trimester Build by Team and People, Reviewed by leaders Ambitious : no direct impact on remuneration 2 YEARS > RIGHT ON TIME ALL TEAMS

24. ALIGNED AUTONOMY HOW ? Have OKRs at all level: company, team, people Develop the why of your company so people understand the vision Provide regular Feedback and Reviews to People RESULTS ● People are more productive and understand the big picture. They don’t get stressed by chaos. ● You build trust between founders and the team. ● People are independent leaders, they are not sheeps. Give a vision, let the team execute it their way RESSOURCES ● Aligned Autonomy [article] ● Aligned Autonomy [video] ● The golden circle. Simon Sinek BEST PRACTICES People ask for autonomy without chaos. Leaders see themselves as coaches who help team members grow. Their job is to diffuse the vision as much as possible through talks, 1o1, team leaders, documentation... WHY ? It doesn’t make sense to hire smart people to tell them what to do. We hire smart people so they can tell us what to do. Steve Jobs ALL TEAMS 2 YEARS > ON TIME

25. ALIGNED AUTONOMY (2) Give a vision, let the team execute it their way ALL TEAMS 2 YEARS > ON TIME

26. SUCCESSFUL EVENTS WITH CLIENTS WHY ? When doubtful leads meet happy customers, magic happens. It is also the perfect opportunity to create a lot of marketing content and client testimonials ressources. HOW ? Invite leads & clients for a breakfast to share their best practice about your product Since your client is at your ofﬁce you can make a lot of content: video, article for the blog, pictures... RESULTS ● Every month you produce a new client case study. It is a priceless content opportunity for your marketing team ● High conversion rate. Leads ask questions to your clients they would never ask you Clients Testimonials done right RESSOURCES ● Youtube videos ● Blog ● Client testimonials webpage ● Client testimonial BEST PRACTICES Regularity is everything in marketing. Ex : Make the conf the ﬁrst wednesday of every month and always do it. Make your Team proud of their work ! Developers, Sales and Marketer can get direct Feedback from Clients Make your marketing team create as much content as they can, blog posts, videos, business case... MARKETING 2 YEARS > TOO EARLY

27. SALES WHY ? Monitoring what your competitors are doing is helping you craft a unique and decisive offer. Doing it can be a full time job unless you succeed in making a collective work. HOW ? ● Create a note in the wiki with a profile of each competitors. Sales and founders can update it with operational feedback. ● Place Google Alerts and read the papers from your industry’s specialists RESULTS ● The note can be used to help you win an argument over a competitors during a sales negotiation ● You can have a clear position and communication that will place you as having a unique offer on the market BEST PRACTICES When you document, you create a profile for each competitor. Don’t do it in one go. Be opportunistic. Don’t monitor every living competitor, only those you end up fighting against. RESSOURCES ● Competitors watch allows you to position yourself ● Example of a BI Watch session at Toucan Toco COMPETITOR’S WATCH Tracking the market’s moves doesn’t have to be a pain 2 YEARS > ON TIME

28. SHOULD FOUNDERS GET THE CORNER OFFICE ? WHY ? Startups love open spaces. They are practical, inexpensive and favor collaboration Founders are team members as well they should be as close of the team as possible. HOW ? If there is no practical and logical reasons why you should get an office, except your status, don’t take an office. RESULTS ● You get more space ● It costs less money ● Founders are closer to people and to the business Ego costs money BEST PRACTICES You being in the open space doesn’t mean people can interrupt you when they want. Set clear rules and time frames for that purpose. LEADERSHIP 2 YEARS > ON TIME RESSOURCES 404: Nothing to find here :( If you have great resources to share write to us: cm@toucantoco.com

29. TEAM RETROSPECTIVES WHY ? Because you need to solve problem when and before they become too big. Problems will always occur, you need great communication to tackle them. HOW ? During the weekly meeting ask your team to write down their positive and negative experience of the past week on sticky notes. Then start conversations. RESULTS ● Everyone has the opportunity to talk, not only extroverts. ● Prioritising by noticing and talking about what you do The organization is on a continuous improvement ﬂow BEST PRACTICES One hour same time same place every week. Post-its : ‘plus’, ‘less’, ‘start’, ‘congrats’ ALL TEAMS 2 YEARS > ON TIME RESSOURCES ● Team Retrospectives by Atlassian

30. DEVELOP EMPLOYER BRAND WHY ? If you have to grow 20-30 people a year you need to be top of mind. Especially in B2B where few people know about your product. You can’t just hunt everyone or use agencies to do it. You either need word of mouth or a goldmine. HOW ? Make your marketing responsible for the employer brand. They know best. They will help you build a clean web page, articles, videos, talks to conferences and so on. RESULTS ● Hiring en masse ● Applicants can feel your culture, they understand who you are ● Nurture inbound applications for fast growth Marketers are the best at branding. RESSOURCES ● Recruiter Video Tool Welcome to the jungle ● Team website page ● Glassdoor page BEST PRACTICES Take your time for great copy, great videos and quality pictures. Do it on a regular basis and granularly. Don’t just lunch a thousand content in one go. Founders should spend time on developing employer brand. 2 ½ YEARS > 6 MONTH TOO LATE PEOPLE

31. GIVE CLEAR WARNINGS TO SOMEONE UNDERPERFORMING WHY ? We hire people so they become successful. They should know when they are getting close to this goal. Stopping a contract must be the logical outcome of multiple fails, clearly identiﬁed and talked about. It should not come as a surprise. HOW ? Try to understand why things are not working out. Write feedbacks. Then make a performance improvement plan. With agenda and key metrics they must reach. RESULTS ● Some people understand how they can get better. They get back on track and shine ! ● Create a safe work environment Don’t create surprise, you want people to feel safe BEST PRACTICES Leaders should take feedbacks from direct co-workers but also from other teams resulting in better feedback plus removing the subjective approach. 3 YEARS > ONE YEAR TOO LATE PEOPLE RESSOURCES Tool: Lattice - 360 Performance Reviews

32. MARKETING WHY ? No one knows your company as well as you do. You are the one knowing the stories. A PR agency doesn’t get better overtime. An employee actually does. HOW ? ● Take an external coach to learn faster ● Meet people that know the job and learn from them ● Start small and make your way up over time. RESULTS ● You have someone ready to pilot agencies abroad ● You have creative ideas everyday ● You are not paying an expensive PR agency BEST PRACTICES The learning curve is about a year. So start when you don’t need it so much. Don’t take a full time. Ask a marketer that you feel can do the job. Hire someone full time a couple years later. When you have to handle multiple countries and inﬂuencers. RESSOURCES ● How to select a PR agency abroad ● PR Blog [FR] Tool: Journalist list of contacts with Cision DO PRESS RELATIONS ON YOUR LOCAL MARKET Internalize it ﬁrst to know how it works 3 YEARS > ON TIME

33. WHEN TO START MARKETING ACQUISITION WHY ? You can’t make ads if you don’t have content. When you do SEO, you are investing your money. When you do acquisition you are spending your money. HOW ? Make sure to have a blog and rank on organic trafﬁc. Because it means you already have data on conversion rate and analytics on content that works well. RESULTS ● Since you are mature enough, since you have data, you don’t spend money on learning what’s going to work or not through ads. ● With these pillars, acquisition is like a cheat code that will help you grow way faster When you have already created a lot of content and SEO BEST PRACTICES Start with a content management that will handle SEO and conversion. Once you feel like they know their game ask them to try ads. Make some experiments. Once you’ve done that hire an expert. 3 YEARS > RIGHT ON TIME MARKETING RESSOURCES ● Factor paid tactics into any organic strategy

34. TRACK ON WHAT YOU DO AND SHARE INFO WHY ? People have short memories and other want to know why they decided to do what they did. If they need it they can check their logbook. HOW ? Every people have access to an internal documentation. They should write their questions, problems and decisions in one place. One place only to gather all. RESULTS ● Great transparency and communication inside your company ● People actually remember why they decided to go a speciﬁc way. ● Writing why you decided to make a decision actually helps you make it better. Logbook: Track your Decision making and Actions at all level RESSOURCES ● Inspire yourself from a Captain logbook ● The most productive people keep a notebook ● Examples of personal & business logbooks BEST PRACTICES Write in your personal logbook every week. Share important decisions to others so you can take feedback. Logbook should always be public. ALL TEAMS 3 YEARS > ONE YEAR TOO LATE

35. DEFINE INDIVIDUAL OBJECTIVES WHY ? Since people have understood how Team OKR work, it is much more easier to help deﬁne their own OKR. People know where to focus and how to prioritize. HOW ? People know where to go so they deﬁne 100% of their objectives themselves RESULTS ● Aligned Autonomy ● Alignment “we all go in the same direction” ● Focus “we know what we decided not to do” ● Growth “we always explore new ways of doing what we do” OKR Method : Objectives & Key Results RESSOURCES ● Toucan Toco: OKR method summarized ● Only one to read ? ● OKR Method by Serena BEST PRACTICES 3 Objectives max; 3/4 Key Results max/Objective; Public; every trimester Build by Team and People, Reviewed by leaders Ambitious : no direct impact on remuneration 3 YEARS > RIGHT ON TIME ALL TEAMS

36. more than 50 people

37. RECRUIT A RECRUITER WHY ? The way we think of HR manager is broken. You can’t possibly be great at recruiting, administrative tasks and career development. HOW ? ● Divide the role in three: Recruitment for Talent Recruiter, administrative tasks for CFO and career development for team leaders. ● Founders and Leaders drive the culture, values and People Development RESULTS ● Job is done. You have the best people handling every task. HR often have a prefered topic. It’s only human. ● Recruitment for startup is decisive. You want someone 100% specialised in hiring Don’t recruit an HR manager for recruitment RESSOURCES ● Why Recruiting Should Report to the CEO, not HR ● Why human resources suck at recruiting ● More on this With ‘People Operations Team’ BEST PRACTICES As a founder you want to help your team career growth and empower team leaders to do so. The entire company should recruit. The talent recruiter is there to hunt, put processes and Market the company as a Product for Candidates. PEOPLE 4 YEARS > ONE YEAR TOO LATE

38. INDUSTRIALIZE MY SALES MACHINE WHY ? If there is a product market ﬁt. A sales should be able to sell your product day one. A Sales Playbook will also give you a chance to reproduce your strategy abroad HOW ? Create a Sales Playbook which answer to ‘what do you do?’, ‘How are you different?’, ‘How much does it cost?’, ‘Here are my objections.’ Have a clear and clean go to market strategy (aka GTM) RESULTS ● Shorten sales cycles ● More comfort for Sales Rep : Shorter Onboarding, Better Targets ● Creates a strong brand positioning, Attracts talent for hiring, Write Sales Playbook & Go to Market Strategy RESSOURCES ● Developing a GTM Strategy ● GTM Templates ● Basics of GTM ● GTM applied to Toucan BEST PRACTICES Successful implementation of a new GTM strategy can take 12 to 36 months The goal of a GTM strategy is to improve key business outcomes. This is mainly accomplished by aligning to the evolving needs of your customers. SALES 4 ½ YEARS > ONE YEAR TOO LATE

39. ALL TEAMS ONE FLOOR TO AVOID SILOS WHY ? You don’t want to create silos or physical spaces where a department is located. You want people to help each other and communicate between teams. HOW ? ● Don’t settle for anything but one floor when looking for new offices. Possible in Paris until 1/1500 m2. ● Add a flex office policy where the team moves from their desk every week. ● Everyone has boxes they can move around with their personal stuff RESULTS ● Better collaboration, better communication, More creativity. ● You avoid creating micro-cultures like sales vs developer since everyone is always around each other Try to have a one floor building as long as you can BEST PRACTICES Take time to explain to the team why it is important to move their desk every week and lead by example. One floor, doesn’t mean one open space. Don’t forget private spaces for calls and different area where you can work in silence. 5 YEARS > ON TIME RESSOURCES ● Eudamonia & writer's cabin ● White boxes to store your stuff :)

40. KEY SUCCESS FACTORS ● Big Client Satisfaction ● Agile Methodology for Client Setup ● A better parity than the tech average 80 team members + 100% growth a year for 3 years > than 300 apps up and running 5 Years > 100 clients among major companies self-ﬁnanced no VC means authentic growth ONE WORD ABOUT TOUCAN TOCO ? Data Storytelling for everyone © T O U C A N T O C O

42. THIS SLIDESHARE WAS MADE WITH LOVE Kilian Bazin The Finisher Baptiste Jourdan The Conqueror Charles Miglietti The Starter Kevin Duchier The Ampliﬁer David Nowinsky The Builder by Toucan Founders Supported By

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