Загрузка видео...

Не удалось загрузить видео

Возникла проблема при загрузке этого видео. Это может быть связано с временными проблемами сети или видео может быть недоступно.

На главную

I've been chasing new customers while sitting on $3.2M+ in untapped customer value. And I made a full video tutorial showing exactly how I discovered this Every e-commerce brand does this backwards. We obsess over acquisition costs. We burn budgets on Facebook ads. We chase cold traffic that converts... at 2%. Meanwhile, our existing customers - the ones we already paid to acquire - sit there completely underutilized. Here's how bad it gets: → Returning customers: $101 average LTV → New customers: $30 average value → Purchase frequency: 2x higher for existing customers → But 90% of ad spend still goes to acquisition We're ignoring our goldmine to dig for pennies. That's exactly why I decided to test something different. 60 seconds with Moby by Triple Whale changed everything. It instantly showed me: → Cross-selling opportunities I was blind to → Top 15 product SKUs ready for optimization → "Extra hot" product line opportunity → Three high-value segments to target first Now my strategy focuses on -Champions (top spenders), -Loyalists (consistent buyers), and -Potential Loyalists (ready to upgrade). The math is simple: Every $1 optimized from existing customers saves $5 in acquisition costs. Comment “MOBY” and I’ll send you their high-value prompting guide. In partnership with Triple Whale.show more

Chris Lang

4,974 subscribers

12,364 просмотров • 11 месяцев назад •via X (Twitter)

Новости и политика Образование Финансы

Anya Rossi• Live Now

Private livecam show

Комментарии: 0

Нет доступных комментариев

Здесь появятся комментарии из оригинального поста

Похожие видео

Krishna on how Anthropic thinks about the platform vs. application layer, and when they decide to build their own products like Claude Code. It’s the question every investor and founder is thinking about: “Most of what we're building is platform. There's so many examples of where a platform can accrue a lot of value, but the customers who are building on that platform actually accrue even more value. We will build our own applications on that same platform where a couple of things are true. Number one, if we feel like we have a vision into where the models are going and we can demonstrate that and create customer value in that, that might be something like Claude Code. The second is thinking about ways to demonstrate value for the ecosystem that others might emulate. If you think about Claude for financial services or Claude for life sciences, these are ways in which we've composed the platform. We're building on the same platform as our customers. That creates a level playing field. We also think that there's so much value that's going to accrue in these areas that our customers can win and we can win as well. So I think of our strategy as mostly horizontal. A lot of the value is going to accrue to the customers that are building on top of it. Our goal is build the best models and then build the products and tools and services that allow that intelligence to proliferate within customers."

Krishna on how Anthropic thinks about the platform vs. application layer, and when they decide to build their own products like Claude Code. It’s the question every investor and founder is thinking about: “Most of what we're building is platform. There's so many examples of where a platform can accrue a lot of value, but the customers who are building on that platform actually accrue even more value. We will build our own applications on that same platform where a couple of things are true. Number one, if we feel like we have a vision into where the models are going and we can demonstrate that and create customer value in that, that might be something like Claude Code. The second is thinking about ways to demonstrate value for the ecosystem that others might emulate. If you think about Claude for financial services or Claude for life sciences, these are ways in which we've composed the platform. We're building on the same platform as our customers. That creates a level playing field. We also think that there's so much value that's going to accrue in these areas that our customers can win and we can win as well. So I think of our strategy as mostly horizontal. A lot of the value is going to accrue to the customers that are building on top of it. Our goal is build the best models and then build the products and tools and services that allow that intelligence to proliferate within customers."

Patrick OShaughnessy

112,863 просмотров • 2 месяцев назад

Ladies and Gentlemen, As I celebrate my birthday alongside NeoStore’s first anniversary today, I am proud to officially announce that the all-new NeoStore e-commerce website is now live at This new chapter comes with several exciting improvements designed to deliver a better experience for our customers. First, I am pleased to announce that Sir Dickson is now the official face and brand ambassador of NeoStore. To appreciate our loyal customers, repeat shoppers can enjoy up to ₦1 million in "total" discounts by using the coupon code “WIZARAB” during checkout on the NeoStore website. We are also excited to introduce the NeoStore Affiliate Program, giving individuals the opportunity to earn with NeoStore simply by referring customers to shop with us. The new NeoStore website has been completely redesigned with our customers in mind. Because customer satisfaction remains at the core of everything we do, we carefully reviewed the feedback and complaints received about the previous website and have worked extensively to address and improve those areas on this new platform. I sincerely appreciate your patronage, trust, and support throughout the past year. Your support has been instrumental to our growth, and we remain committed to serving you even better in the next 365 days. Thank you.🙏

Neo Officiall

384,358 просмотров • 1 месяц назад

This will be my last day as a Co-Founder of OpenPhone (now Quo). Because starting today, OpenPhone is rebranding to Quo. Oh, and we've raised $105 million in growth financing to help businesses never lose a customer again. You probably have a lot of questions, so let me break down what's happening: 1) $105 million in growth financing We have raised $105 million in growth financing led by General Catalyst's Customer Value Fund and with participation of existing investors Craft Ventures, Slow Ventures, Garage Capital, and Y Combinator. This funding gives us the resources to invest further in what our customers love most and to help us reach more businesses. 2) Why OpenPhone is becoming Quo When Mahyar Raissi and I started OpenPhone in 2018, our mission wasn't just to help businesses make calls and send messages—it was to help them build stronger customer relationships so they could grow faster. You can even see in our YC application we described ourselves as "phone meets CRM." But as the years went by, we realized the name "OpenPhone" only tells part of our story. While it worked when we were focused only on the business phone, it started limiting where our customers needed us to go. With Quo as our name, we can finally tell the full story. Think of Quo as your business's customer hub, with phone at the center. It's how you win customers and keep them happy. Although our name has changed, what matters to us hasn’t. We are still obsessed with building great products and helping our customers never miss an opportunity. 3) What's changing with the product We're launching major upgrades to our voice AI agent Sona based on everything we've learned from our customers: - You can now start using Sona for free on all plans with our new tiered, usage-based model - Every customer gets 10 free Sona calls per month - Sona can now handle more sophisticated scenarios and can be trained on custom jobs - It can also now transfer calls to a human if needed -- To our incredible customers—we simply wouldn't be here without you. Thank you for trusting us to power your customer communications. Thank you to our team for the care and energy you’ve poured into making this milestone happen. And to our investors—thank you for believing in our vision.

This will be my last day as a Co-Founder of OpenPhone (now Quo). Because starting today, OpenPhone is rebranding to Quo. Oh, and we've raised $105 million in growth financing to help businesses never lose a customer again. You probably have a lot of questions, so let me break down what's happening: 1) $105 million in growth financing We have raised $105 million in growth financing led by General Catalyst's Customer Value Fund and with participation of existing investors Craft Ventures, Slow Ventures, Garage Capital, and Y Combinator. This funding gives us the resources to invest further in what our customers love most and to help us reach more businesses. 2) Why OpenPhone is becoming Quo When Mahyar Raissi and I started OpenPhone in 2018, our mission wasn't just to help businesses make calls and send messages—it was to help them build stronger customer relationships so they could grow faster. You can even see in our YC application we described ourselves as "phone meets CRM." But as the years went by, we realized the name "OpenPhone" only tells part of our story. While it worked when we were focused only on the business phone, it started limiting where our customers needed us to go. With Quo as our name, we can finally tell the full story. Think of Quo as your business's customer hub, with phone at the center. It's how you win customers and keep them happy. Although our name has changed, what matters to us hasn’t. We are still obsessed with building great products and helping our customers never miss an opportunity. 3) What's changing with the product We're launching major upgrades to our voice AI agent Sona based on everything we've learned from our customers: - You can now start using Sona for free on all plans with our new tiered, usage-based model - Every customer gets 10 free Sona calls per month - Sona can now handle more sophisticated scenarios and can be trained on custom jobs - It can also now transfer calls to a human if needed -- To our incredible customers—we simply wouldn't be here without you. Thank you for trusting us to power your customer communications. Thank you to our team for the care and energy you’ve poured into making this milestone happen. And to our investors—thank you for believing in our vision.

Daryna Kulya

192,777 просмотров • 9 месяцев назад

Penny Wise, Pound Foolish: The Saga of Rewards and Fees Rewards Our customers enjoy earning millions in rewards, primarily through free accounts or a £/€4.99/month subscription. To give context, 95% of customers on lower subscription plans earned over $10 million in PLU in the past 18 months, while the 5% actively pursuing higher reward levels earned considerably less. Pricing These benefits are substantial, and we comprehend that any reduction in benefits or increase in prices might not be met with enthusiasm. However, I want to highlight the importance of fair value. The undervalued (low cost vs. high benefits) pricing structure for subscription plans was part of our introductory offer in 2021. Now, it is being adjusted to its fair value whilst remaining more cost-effective than 100% of other rewards cards. Sustainability Plutus was created with long-term sustainability in mind. Introducing a fair pricing and reward structure enables us to offer bank-like features at scale and sustain rewards for millions of customers over decades, rather than exclusively catering to a small subset of users who earn rewards through low-cost accounts during the company's growth stages. Benefits While other crypto rewards cards have penalised their loyal supporters for locking up funds in custodian services, we have chosen to enhance the benefits for our participating customers who stack their rewards in their self-custody wallets. We've also made sure that the benefits for non-participating customers continue to far outweigh the cost of their subscription fee. Cognition If you find our proposed prices non-competitive and the rewards returned on your monthly subscription fee (ROI) fall short of what other crypto rewards cards in the industry offer, we would be more than willing to review the supporting data and our decision. However, we are confident in the value-for-money that our service offers and anticipate an increase in new card signups and stackers on Reward Levels. Moving Forward… The new pricing and reward structure for non-participants encourages fair payment or reward level upgrades to continue receiving higher rewards. We expect this approach to remain effective over long-term, particularly since our proposed model upholds our position as the best-value rewards card. Thank you to those who understand. We value our customers' feedback and joined them earlier this week in Berlin to address pressing questions.👇🏽

Penny Wise, Pound Foolish: The Saga of Rewards and Fees Rewards Our customers enjoy earning millions in rewards, primarily through free accounts or a £/€4.99/month subscription. To give context, 95% of customers on lower subscription plans earned over $10 million in PLU in the past 18 months, while the 5% actively pursuing higher reward levels earned considerably less. Pricing These benefits are substantial, and we comprehend that any reduction in benefits or increase in prices might not be met with enthusiasm. However, I want to highlight the importance of fair value. The undervalued (low cost vs. high benefits) pricing structure for subscription plans was part of our introductory offer in 2021. Now, it is being adjusted to its fair value whilst remaining more cost-effective than 100% of other rewards cards. Sustainability Plutus was created with long-term sustainability in mind. Introducing a fair pricing and reward structure enables us to offer bank-like features at scale and sustain rewards for millions of customers over decades, rather than exclusively catering to a small subset of users who earn rewards through low-cost accounts during the company's growth stages. Benefits While other crypto rewards cards have penalised their loyal supporters for locking up funds in custodian services, we have chosen to enhance the benefits for our participating customers who stack their rewards in their self-custody wallets. We've also made sure that the benefits for non-participating customers continue to far outweigh the cost of their subscription fee. Cognition If you find our proposed prices non-competitive and the rewards returned on your monthly subscription fee (ROI) fall short of what other crypto rewards cards in the industry offer, we would be more than willing to review the supporting data and our decision. However, we are confident in the value-for-money that our service offers and anticipate an increase in new card signups and stackers on Reward Levels. Moving Forward… The new pricing and reward structure for non-participants encourages fair payment or reward level upgrades to continue receiving higher rewards. We expect this approach to remain effective over long-term, particularly since our proposed model upholds our position as the best-value rewards card. Thank you to those who understand. We value our customers' feedback and joined them earlier this week in Berlin to address pressing questions.👇🏽

Danial Daychopan

27,233 просмотров • 2 лет назад

🚨 BREAKING: Senator Josh Hawley goes berserk on Frontier Airlines CEO Barry Biffle for PAYING staff "BOUNTIES" to harass paying customers who bring carry-on bags rather than pay extra for a checked bag. HAWLEY: "About 9 months ago, your chief commercial officer testified to me that Frontier pays its gate agents bounties to stop paying customers from carrying bags onto the plane. Is this still happening?" BIFFLE: "Not at the rate it was. We changed our-" HAWLEY: "Wait, wait, wait, wait. What does that mean? So are you still paying your gate agents to stop your customers from carrying bags on? You were paying them at least $10 every time you'd stop a paying customer from carrying on a bag. Your gate agents would get paid for it. Is that still happening?" BIFFLE: "We do offer incentives and commissions to stop people who didn't pay, not who paid, who didn't pay." HAWLEY: "You are paying your gate agents, so it sounds like you're still doing it! You're still paying them money to HARASS customers from bringing bags onto the airline by saying it's 'too big' or 'doesn't fit' in a little box or whatever the case may be. You're still doing it. That's your testimony today? Why?" BIFFLE: "I don't know that I would describe it that way, but we do provide incentives." HAWELY: "Why would you pay your own employees to harass your customers? Why is this good business practice?! [...] This is going to be the only business in the world I have heard of that pays your people to harass your own customers."

🚨 BREAKING: Senator Josh Hawley goes berserk on Frontier Airlines CEO Barry Biffle for PAYING staff "BOUNTIES" to harass paying customers who bring carry-on bags rather than pay extra for a checked bag. HAWLEY: "About 9 months ago, your chief commercial officer testified to me that Frontier pays its gate agents bounties to stop paying customers from carrying bags onto the plane. Is this still happening?" BIFFLE: "Not at the rate it was. We changed our-" HAWLEY: "Wait, wait, wait, wait. What does that mean? So are you still paying your gate agents to stop your customers from carrying bags on? You were paying them at least $10 every time you'd stop a paying customer from carrying on a bag. Your gate agents would get paid for it. Is that still happening?" BIFFLE: "We do offer incentives and commissions to stop people who didn't pay, not who paid, who didn't pay." HAWLEY: "You are paying your gate agents, so it sounds like you're still doing it! You're still paying them money to HARASS customers from bringing bags onto the airline by saying it's 'too big' or 'doesn't fit' in a little box or whatever the case may be. You're still doing it. That's your testimony today? Why?" BIFFLE: "I don't know that I would describe it that way, but we do provide incentives." HAWELY: "Why would you pay your own employees to harass your customers? Why is this good business practice?! [...] This is going to be the only business in the world I have heard of that pays your people to harass your own customers."

Eric Daugherty

699,203 просмотров • 9 месяцев назад

Inspired by the work I've seen from Taylor Holiday + Common Thread Collective we're launching Postscript's Tariff Relief Fund. It's a $2M investment back into the ecom community to help share the load created by these tariffs. Here's the background and how it works: Over the last few weeks I've spoken to many brands in our space, and it's clear that while some are well positioned to grow through this economic climate, many others have been hit hard by tariffs. Our customers are facing rising costs, and looking to pull many different levers to find relief. We always want to put our customers first, and we feel strongly that all players in the industry need to do their part to help. So, earlier this week we launched Postscript's Tariff Relief Fund. We've come up with a variety of different levers to help any brand see short term cash savings + medium term margin relief + remove uncertainty. Here's what it looks like: Carrier Fees Only - For any brand who wants to move to Postscript, we will match (or beat) their current SMS rates + they'll pay carrier fees only for all of Q2. Lower Rates - We've permanently lowered the SMS rates on our Growth and Starter plans for SMBs (over 40% reduction) AI Is Covered For Q2 - We are making all our AI products free for all customers for all of Q2 - these drive a ton of incremental revenue. Cashback - Brands can test Fondue/Cashback (which boosts margin 2%-5% by reducing discount usage) and Postscript will cover up to the first $10k in cash back. And More - There's more levers as well, for existing or new customers just depends on the specific brands, what tech they're using, and their cost/spend profile. Dropping more info down below. But if you're interested, you can reach out to your Postscript CSM, AE, me... anyone on the team. We will navigate this together 🦾

alex beller

12,126 просмотров • 1 год назад

How I turned $2,500 into $800/month in passive income: 1: Saved up $2,500 for my first ATM machine 2: Drove around looking for cash-heavy businesses 3: Found a nail salon losing customers because they couldn't withdraw cash to pay 4: Walked in and asked, "Can I place an ATM here?" 5: They said yes 6: Bought a GenMega ATM for $2,500 7: Installed it in the salon 8: Set my surcharge at $3-4 per transaction I was hoping to make an extra $350/month. Instead? This single ATM makes $800/month in passive income. It's one of my best-performing machines to date. Here's why this location works so well: • High foot traffic (nail salons see 50-100+ customers daily) • Cash-only service (creates immediate demand) • No nearby ATM (customers had no other option) • Win-win deal (salon owner gets a cut of every transaction) The math is simple: If the ATM does 200 transactions/month at a $4 surcharge, that's $800/month. I pay the salon owner $1.50 per transaction ($300/month). My profit? $500/month from ONE machine. But I didn't there… I followed this exact blueprint and scaled to 45 ATMs that now generate over $16k/month in passive income. If you're ready to learn how you can do the same… DM me "Ready" and I'll show you exactly how to get started.

How I turned $2,500 into $800/month in passive income: 1: Saved up $2,500 for my first ATM machine 2: Drove around looking for cash-heavy businesses 3: Found a nail salon losing customers because they couldn't withdraw cash to pay 4: Walked in and asked, "Can I place an ATM here?" 5: They said yes 6: Bought a GenMega ATM for $2,500 7: Installed it in the salon 8: Set my surcharge at $3-4 per transaction I was hoping to make an extra $350/month. Instead? This single ATM makes $800/month in passive income. It's one of my best-performing machines to date. Here's why this location works so well: • High foot traffic (nail salons see 50-100+ customers daily) • Cash-only service (creates immediate demand) • No nearby ATM (customers had no other option) • Win-win deal (salon owner gets a cut of every transaction) The math is simple: If the ATM does 200 transactions/month at a $4 surcharge, that's $800/month. I pay the salon owner $1.50 per transaction ($300/month). My profit? $500/month from ONE machine. But I didn't there… I followed this exact blueprint and scaled to 45 ATMs that now generate over $16k/month in passive income. If you're ready to learn how you can do the same… DM me "Ready" and I'll show you exactly how to get started.

Juan Jeronimo

121,363 просмотров • 6 месяцев назад

We launched ViralCuts just over a month ago. And we're crushing it for customers: - 100,000,000+ video views - Millions of engagements - Hundreds of thousands of followers added Oh yeah... We just crossed 7-figures in ARR A few lessons on building a productized service 👇 --- 1️⃣ Your Pricing Model is Everything We've iterated our pricing 3 times. Within a month. With every new sales call and customer, we're learning how to optimize our price & offer. Make sure you're hitting the sweet spot between the value your customer gets and your own need to have healthy margins. Ideally this is something like cost Staff Cost * 4 / Project Capacity = Price 2️⃣ Obsess Over Customer Experience Within minutes of signing up all new customers receive a warm welcome from their Project Manager. We make sure they understand how everything works. We offer to hop on a call to answer any questions when getting started. We communicate updates daily. Feedback is addressed instantly. Across all of our businesses we make sure customers know that we really give a sh*t. 3️⃣ Maintain the Highest Standards Our team is really, really good. I'd argue the best. But we still have the occasional struggle. Sometimes a video is a miss. Sometimes a ball gets dropped. Every time there's a little turbulence, we write down what happened, our solution to the problem, and then we update our Guidelines and Process. You can't avoid all mistakes. But you can learn from them and create systems & expectations to avoid them from repeating. 4️⃣ Don't Stress Your Capacity If you're lucky enough to get a lot of demand, you may be tempted to take on more work than you can handle. Don't. Yeah, money is cool and all, but delivering a poor experience and hurting your reputation is a stain that you can't wash out. Only take on customers if you're certain you can deliver the highest-quality work and experience for them. 5️⃣ Choose Your Partners Carefully Greatest decision I made in building ViralCuts was easily who I chose to partner with. Codie Sanchez and Sam Parr have been huge when it comes to: - video quality feedback - customer process - content & growth - financial fine-tuning Here's a new video to show you what ViralCuts is all about. Roll that beautiful footage! 🎥

We launched ViralCuts just over a month ago. And we're crushing it for customers: - 100,000,000+ video views - Millions of engagements - Hundreds of thousands of followers added Oh yeah... We just crossed 7-figures in ARR A few lessons on building a productized service 👇 --- 1️⃣ Your Pricing Model is Everything We've iterated our pricing 3 times. Within a month. With every new sales call and customer, we're learning how to optimize our price & offer. Make sure you're hitting the sweet spot between the value your customer gets and your own need to have healthy margins. Ideally this is something like cost Staff Cost * 4 / Project Capacity = Price 2️⃣ Obsess Over Customer Experience Within minutes of signing up all new customers receive a warm welcome from their Project Manager. We make sure they understand how everything works. We offer to hop on a call to answer any questions when getting started. We communicate updates daily. Feedback is addressed instantly. Across all of our businesses we make sure customers know that we really give a sh*t. 3️⃣ Maintain the Highest Standards Our team is really, really good. I'd argue the best. But we still have the occasional struggle. Sometimes a video is a miss. Sometimes a ball gets dropped. Every time there's a little turbulence, we write down what happened, our solution to the problem, and then we update our Guidelines and Process. You can't avoid all mistakes. But you can learn from them and create systems & expectations to avoid them from repeating. 4️⃣ Don't Stress Your Capacity If you're lucky enough to get a lot of demand, you may be tempted to take on more work than you can handle. Don't. Yeah, money is cool and all, but delivering a poor experience and hurting your reputation is a stain that you can't wash out. Only take on customers if you're certain you can deliver the highest-quality work and experience for them. 5️⃣ Choose Your Partners Carefully Greatest decision I made in building ViralCuts was easily who I chose to partner with. Codie Sanchez and Sam Parr have been huge when it comes to: - video quality feedback - customer process - content & growth - financial fine-tuning Here's a new video to show you what ViralCuts is all about. Roll that beautiful footage! 🎥

Hunter Hammonds

106,205 просмотров • 3 лет назад

"You should spend your marketing budget where your customers are spending their time". I've said this a lot - but so many ask me, well how? How do I find that out and how do I use that information to form a solid strategy? Marketing has changed more in the last 3 years than in the last 50! So much that, I did a poll recently and it showed that 60% of marketing directors aren’t sure how to spend their marketing budget in 2023. With new platforms, changing consumer behaviour, and tighter budgets - where are you going to get your ROI? If you want to know how, I am choosing 2 senior marketers (any field) to show you what I would do with your budget. Comment a 👋 below if you are interesting in my take regarding your brand! Using Bubbles , i'll record a video for you and actually show how we put a quick fire strategy together #Marketing #Ad #SEO #PR #Digitalmarketing

Carrie Rose

16,108 просмотров • 3 лет назад

The average dunning email gets ignored. You are literally sending "please ignore me" messages to customers who owe you money. Playbooks - our workflow system for intelligent collections - is now live on the Monk platform. A system that reasons, not just reminds. We filmed a 60 second video showing you an experiment between Joe Zhou and Frank collecting $100K. Finance, biz-ops and post-sales teams should not be spending time chasing customers. Many spend 10+hrs/week doing what Joe did in this video: - context switching between tools (slack, gmail, quickbooks, google sheets) - breaking flow from deep work - sending reminders because the average dunning email is ignored But agentic collections are not enough. Every customer relationship is different. Some need white-glove treatment and others a nudge. That’s why we built playbooks, giving every business a customizable collection workflow. With playbooks you can: - create triggers and workflows specific to a customer segment (tone shift, conditions, escalations to sales/customer support) - auto-resolve AP questions with context from relevant email threads - pause automatically when product questions or upsells opportunities come up Playbooks is how you get paid while you sleep. And we do it with professionalism and empathy that your customers deserve. Heading into Q1 with a gap between signed ARR and actual cash? Watch the video. And if you want to see bloopers from Frank/Joe filming, comment “payday” + tag a teammate and we will send you bloopers from the shoot.

The average dunning email gets ignored. You are literally sending "please ignore me" messages to customers who owe you money. Playbooks - our workflow system for intelligent collections - is now live on the Monk platform. A system that reasons, not just reminds. We filmed a 60 second video showing you an experiment between Joe Zhou and Frank collecting $100K. Finance, biz-ops and post-sales teams should not be spending time chasing customers. Many spend 10+hrs/week doing what Joe did in this video: - context switching between tools (slack, gmail, quickbooks, google sheets) - breaking flow from deep work - sending reminders because the average dunning email is ignored But agentic collections are not enough. Every customer relationship is different. Some need white-glove treatment and others a nudge. That’s why we built playbooks, giving every business a customizable collection workflow. With playbooks you can: - create triggers and workflows specific to a customer segment (tone shift, conditions, escalations to sales/customer support) - auto-resolve AP questions with context from relevant email threads - pause automatically when product questions or upsells opportunities come up Playbooks is how you get paid while you sleep. And we do it with professionalism and empathy that your customers deserve. Heading into Q1 with a gap between signed ARR and actual cash? Watch the video. And if you want to see bloopers from Frank/Joe filming, comment “payday” + tag a teammate and we will send you bloopers from the shoot.

George Kurdin

1,269,785 просмотров • 7 месяцев назад

We are excited to announce that Tether, the largest stablecoin company in the world, is making a strategic investment of $200M into Whop, valuing us at $1.6B. Our partnership with Tether marks a major step in building the world's largest internet market. Tether is committed to enabling everyone in the world to participate in the new internet economy. The way humans work and create value is changing fast. The world needs both an open internet market giving people a platform to conduct business, as well as a transparent payments network. Tether and Whop together will work to bring a sustainable income to billions of people throughout the world. There is enormous opportunity when you combine Tether’s global scale and wallet technology with Whop’s community of next generation entrepreneurs. My co-founders and I met as teenagers on the internet selling software. We first launched Whop as a way for us to sell our own software to people in Facebook and Discord forums. Prior to Whop, the place we found customers was different from the place we collected payments, different from the place we talked to customers, and there wasn’t a central place to “do business” on the internet. In partnership with Tether, we will be scaling infrastructure in real-time for new business models as they emerge across the globe. The job is just getting started. 🚀

We are excited to announce that Tether, the largest stablecoin company in the world, is making a strategic investment of $200M into Whop, valuing us at $1.6B. Our partnership with Tether marks a major step in building the world's largest internet market. Tether is committed to enabling everyone in the world to participate in the new internet economy. The way humans work and create value is changing fast. The world needs both an open internet market giving people a platform to conduct business, as well as a transparent payments network. Tether and Whop together will work to bring a sustainable income to billions of people throughout the world. There is enormous opportunity when you combine Tether’s global scale and wallet technology with Whop’s community of next generation entrepreneurs. My co-founders and I met as teenagers on the internet selling software. We first launched Whop as a way for us to sell our own software to people in Facebook and Discord forums. Prior to Whop, the place we found customers was different from the place we collected payments, different from the place we talked to customers, and there wasn’t a central place to “do business” on the internet. In partnership with Tether, we will be scaling infrastructure in real-time for new business models as they emerge across the globe. The job is just getting started. 🚀

Steven Schwartz 🦅

1,289,672 просмотров • 4 месяцев назад

Larry Ellison: “When WhatsApp sold for $19B, a lot of us were shocked… until we thought about it” In 2014, Mark Zuckerberg bought WhatsApp and their 450 million MAUs for $19 billion. “A lot of us [in Silicon Valley] were shocked — until we thought about it and understood the value of having access to that many consumers,” Oracle founder Larry Ellison says in this interview that took place a few months after the acquisition closed. Ellison points out that you have to take into consideration how much traditional businesses (e.g. cable TV companies) pay to acquire customers: “This is not the place to debate how much you can get through WhatsApp — $1 per year per customer is not going to do it — but I believe there will be opportunity to sell these same customers other things as they join your ecosystem.” He continues: “There was quite a battle between Facebook and Google over that property. It wasn’t that one guy did something really silly with a lot of money. Mark Zuckerberg won an auction over Google and paid a high price but got a very valuable asset in the 21st century.” As of 2025, WhatsApp has approximately 3.1 billion MAUs globally.

Larry Ellison: “When WhatsApp sold for $19B, a lot of us were shocked… until we thought about it” In 2014, Mark Zuckerberg bought WhatsApp and their 450 million MAUs for $19 billion. “A lot of us [in Silicon Valley] were shocked — until we thought about it and understood the value of having access to that many consumers,” Oracle founder Larry Ellison says in this interview that took place a few months after the acquisition closed. Ellison points out that you have to take into consideration how much traditional businesses (e.g. cable TV companies) pay to acquire customers: “This is not the place to debate how much you can get through WhatsApp — $1 per year per customer is not going to do it — but I believe there will be opportunity to sell these same customers other things as they join your ecosystem.” He continues: “There was quite a battle between Facebook and Google over that property. It wasn’t that one guy did something really silly with a lot of money. Mark Zuckerberg won an auction over Google and paid a high price but got a very valuable asset in the 21st century.” As of 2025, WhatsApp has approximately 3.1 billion MAUs globally.

Startup Archive

600,475 просмотров • 3 месяцев назад

Steve Jobs explaining the NeXT team about their target customers and product distribution (1991): "For a long time, we had a very hard time figuring out exactly who our customer was. We were oscillating between two identities: were we a more powerful PC, or were we an easier-to-use workstation? Then we had a revelation: the workstation marketplace is actually two markets. There is the traditional half, science and engineering, and a new, emerging half we call the professional market. These are professionals who aren't scientists but want the power of a workstation for things like publishing, medical applications, and database-driven tasks. This professional market is growing at an incredible rate, it is expected to double this year and triple next year. We can dominate this segment. Our customers are coming from two places: 1. PC and Mac owners who realize they need more sophisticated networking and development environments. 2. Mainframe users who want to move their applications to the desktop for better user interfaces and better economics. Currently, Sun Microsystems is our major competitor with an 80% share of this segment. While Sun helps us by spending money to "educate" the market on why they need a workstation, the minute a customer makes that choice, Sun and NeXT are mortal enemies. We have three primary weapons to beat Sun: 1. Custom Applications: Every customer has one "mission-critical" app they need to write. Our development environment, NextStep, is vastly superior; it allows technical people to build these custom applications three times faster than they can on a Sun. 2. Great Productivity Apps: We have a suite of breakthrough productivity applications, like Lotus Improv, that dwarfs what is available on Sun systems. 3. Interpersonal Computing: This is the use of sophisticated networking and multimedia to improve group productivity and collaboration. While we have to educate customers on this now, within 24 months, it will be the number one reason people buy our computers. Our goal is to make it so that everyone considering a Sun system calls us. In the last 90 days, we’ve gone head-to-head with Sun 15 times and we’ve won 15 out of 15. We are going to continue to listen to our customers and refine our position to dominate this new professional workstation market."

Steve Jobs explaining the NeXT team about their target customers and product distribution (1991): "For a long time, we had a very hard time figuring out exactly who our customer was. We were oscillating between two identities: were we a more powerful PC, or were we an easier-to-use workstation? Then we had a revelation: the workstation marketplace is actually two markets. There is the traditional half, science and engineering, and a new, emerging half we call the professional market. These are professionals who aren't scientists but want the power of a workstation for things like publishing, medical applications, and database-driven tasks. This professional market is growing at an incredible rate, it is expected to double this year and triple next year. We can dominate this segment. Our customers are coming from two places: 1. PC and Mac owners who realize they need more sophisticated networking and development environments. 2. Mainframe users who want to move their applications to the desktop for better user interfaces and better economics. Currently, Sun Microsystems is our major competitor with an 80% share of this segment. While Sun helps us by spending money to "educate" the market on why they need a workstation, the minute a customer makes that choice, Sun and NeXT are mortal enemies. We have three primary weapons to beat Sun: 1. Custom Applications: Every customer has one "mission-critical" app they need to write. Our development environment, NextStep, is vastly superior; it allows technical people to build these custom applications three times faster than they can on a Sun. 2. Great Productivity Apps: We have a suite of breakthrough productivity applications, like Lotus Improv, that dwarfs what is available on Sun systems. 3. Interpersonal Computing: This is the use of sophisticated networking and multimedia to improve group productivity and collaboration. While we have to educate customers on this now, within 24 months, it will be the number one reason people buy our computers. Our goal is to make it so that everyone considering a Sun system calls us. In the last 90 days, we’ve gone head-to-head with Sun 15 times and we’ve won 15 out of 15. We are going to continue to listen to our customers and refine our position to dominate this new professional workstation market."

Founder Mode

38,704 просмотров • 3 месяцев назад

Every company wants to get better at making money. However, collecting cash is often as hard as selling product in the first place. We lived this problem first hand working in freight, SaaS and media. All the tools we tried had horrible customer success and long implementation times. There’s a void in what should be an ecosystem of automation. Last year we set out to build the best engineering company in the world to automate accounts receivable work. The blue-collar businesses who power the world need help collecting the money they earn in industries like manufacturing, medical devices, logistics, and distribution. We are incredibly focused every day on earning the right to fight for these too-often-ignored customers. When we met the team at a16z this summer, they felt like an extension of our team: Seema Amble, Joe Schmidt IV, and Brian Roberts immediately saw the problem and the vision we had for our business. They understood how we deliver value and help businesses thrive. We almost missed our flight back to NYC from SF finalizing the deal, and in a quick turn of events we’re now opening an office in SF. Today, we’re excited to announce that our company Stuut has raised a $29.5M Series A round led by a16z with participation from Activant Capital Khosla Ventures, 1984 Ventures, veseyventures,Valley Bank, pageonevc, Carya Ventures With this funding, we will double down on delivering value where our customers need it in the quickest time possible. We will also stay focused on winning and delivering on the outcomes we can control. The most impactful thing we can do is see our customers get promoted and their businesses scale faster.

Every company wants to get better at making money. However, collecting cash is often as hard as selling product in the first place. We lived this problem first hand working in freight, SaaS and media. All the tools we tried had horrible customer success and long implementation times. There’s a void in what should be an ecosystem of automation. Last year we set out to build the best engineering company in the world to automate accounts receivable work. The blue-collar businesses who power the world need help collecting the money they earn in industries like manufacturing, medical devices, logistics, and distribution. We are incredibly focused every day on earning the right to fight for these too-often-ignored customers. When we met the team at a16z this summer, they felt like an extension of our team: Seema Amble, Joe Schmidt IV, and Brian Roberts immediately saw the problem and the vision we had for our business. They understood how we deliver value and help businesses thrive. We almost missed our flight back to NYC from SF finalizing the deal, and in a quick turn of events we’re now opening an office in SF. Today, we’re excited to announce that our company Stuut has raised a $29.5M Series A round led by a16z with participation from Activant Capital Khosla Ventures, 1984 Ventures, veseyventures,Valley Bank, pageonevc, Carya Ventures With this funding, we will double down on delivering value where our customers need it in the quickest time possible. We will also stay focused on winning and delivering on the outcomes we can control. The most impactful thing we can do is see our customers get promoted and their businesses scale faster.

Tarek Alaruri

32,946 просмотров • 7 месяцев назад

I built an AI system that automates product video creation for entire e-commerce catalogs. (Saves $30K per collection shoot, increases conversion rates by 40% on sites) Here's how the automation works: → Firecrawl scrapes product photos from any e-commerce collection page → Google's Veo 3.1 generates professional model videos showing fit and movement → Each animation starts and ends with the original photo for seamless looping → Videos are automatically organized and stored in Google Drive → Everything processes in batches while you handle other business priorities This system can transform how fashion companies showcase products and consistently drives higher engagement from potential customers. Static product photos just don't cut it anymore. Customers want to see how clothes actually fit and move before they buy. Want the complete blueprint? Here are the steps: 1. Like & RT this post ✅ 2. Follow me for more e-commerce automation insights 3. Comment "FIT" I'll send you the entire n8n workflow, all the prompts, and a full setup video for free. No more expensive video shoots or wondering if your product photos are converting.

I built an AI system that automates product video creation for entire e-commerce catalogs. (Saves $30K per collection shoot, increases conversion rates by 40% on sites) Here's how the automation works: → Firecrawl scrapes product photos from any e-commerce collection page → Google's Veo 3.1 generates professional model videos showing fit and movement → Each animation starts and ends with the original photo for seamless looping → Videos are automatically organized and stored in Google Drive → Everything processes in batches while you handle other business priorities This system can transform how fashion companies showcase products and consistently drives higher engagement from potential customers. Static product photos just don't cut it anymore. Customers want to see how clothes actually fit and move before they buy. Want the complete blueprint? Here are the steps: 1. Like & RT this post ✅ 2. Follow me for more e-commerce automation insights 3. Comment "FIT" I'll send you the entire n8n workflow, all the prompts, and a full setup video for free. No more expensive video shoots or wondering if your product photos are converting.

David Roberts

745,691 просмотров • 8 месяцев назад

This is not fair Andy Jassy cc Jeff Bezos Amazon is charging my company money to answer customer questions and then directing our customers to inferior competitor products who have paid Amazon. We never signed up for Rufus ads. The customer is already on the Amazon page for Brain Flakes. We may have even already paid for an ad for them to get there. And then Amazon shows them an ad designed to answer questions that are already answered by us directly on the page they are on? And then Amazon sends them to another “brand” which is advertising on our product page. Look, I get it. Amazon is a big company with lots of people, lots of teams, and lots of AI, but you can’t keep doing this. You have to rethink your approach. The more you squeeze sellers, the higher prices will go on Amazon, because we don’t have the margins that you do (or the access to capital). This combined with Amazon’s market share and pricing policies mean that when you force us to raise prices by raising our costs, pricing across the entire ecommerce ecosystem rise. In other words, all Americans pay more when shopping online. You need to rethink these policies and the endless backdoor price increases. Thank you

molson 🧠⚙️

42,988 просмотров • 2 месяцев назад

Excited to announce UtilitySat, the world’s first multi-mission geostationary satellite, that we're launching at the end of this year. This is a first of its kind. And a new product line-- providing on-demand connectivity for disaster relief, bridge capacity, and other missions. We started Astranis to build something new: small communications satellites that provide dedicated broadband capacity for our customers. At the end of this year we’re launching four more of them on a dedicated Falcon 9 rocket, with many more to come after that. That launch of four satellites includes one satellite for Peru, two satellites for in-flight connectivity, and a fourth satellite that had been previously kept under wraps. Until now. Introducing UtilitySat, the Swiss Army Knife of satellites This is a new product— the world’s first multi-mission commercial GEO satellite, capable of conducting multiple fully-operational broadband connectivity missions. And it is just the first of many. We’ll plan to launch many UtilitySats in the years to come. UtilitySat can provide connectivity on standard Ku, Ka, and Q/V bands, and has the flexibility to dial in exact frequencies using Astranis’s proprietary ultra-wideband software-defined radio. It can also relocate dozens of times around the GEO belt over its lifetime. It does this using our unique on-board dual-propulsion architecture, which includes both a chemical monopropellant system and an electric ion thruster. A new mission every year, or every month When we first began development of UtilitySat almost 2 years ago, we had many different missions in mind. UtilitySat can serve as bridge capacity for a customer that is waiting for a dedicated satellite, as an on-orbit spare, or as extra, surge capacity that can be brought in to supplement the broadband service we’re providing to one of our customers. There are acute needs as well — a natural disaster can wipe out terrestrial connectivity over a huge geographic area. One of the top priorities for first responders and during disaster relief is reliable comms on the ground. With multiple UtilitySats on orbit, Astranis can bring in extra capacity on incredibly short notice. Capacity that is compatible with existing, low-cost GEO ground terminals. In initial conversations with customers for UtilitySat, we’ve seen huge demand — these customers often want to lease the entire capacity of the satellite once they learn what UtilitySat can offer. Customers need all the capacity they can get, and new capacity that can be deployed on short notice is a huge deal and a huge departure from traditional GEO satellites. We see a future where customers will be able to call up extra capacity on demand to augment their existing capacity needs, and we’re making that future a reality. US Government applications The first UtilitySat mission will be a commercial one, but we are seeing enormous demand from both from commercial companies and from our government customers. The US Government has unique needs — Combatant Commanders need to be able to task dedicated satellites to specific AORs at a moment’s notice — and surge communications would give them a new tool in their toolbox, helping them win even in a contested environment. And more broadly speaking our military leaders have said the one priority in national security space is to add resiliency to our fleets, using larger numbers of smaller, flexible, and maneuverable satellites so we’re not dependent on just a handful of huge satellites in GEO. UtilitySat shows that Astranis can do just that. Not traditional GEO satellites UtilitySat is only possible because of Astranis’s unique technology — including our proprietary software–defined radio. The flexibility of having on-board digital signal processing allows us to build a standardized satellite design, and move a lot of what used to be done in hardware, into software. UtilitySat uses the standard Astranis MicroGEO platform, adding more frequency bands and some new software capabilities to make maximum use of the available spectrum, no matter where the satellite is on orbit. Traditional geostationary satellites are designed to sit in one orbital slot for up to 20 years, with a set of frequency bands that is hardwired in at the factory. Their single mission must be predetermined many years before they are launched. Astranis does not build traditional GEO satellites. From day one we knew there had to be a better way, and we’re doing it.

Excited to announce UtilitySat, the world’s first multi-mission geostationary satellite, that we're launching at the end of this year. This is a first of its kind. And a new product line-- providing on-demand connectivity for disaster relief, bridge capacity, and other missions. We started Astranis to build something new: small communications satellites that provide dedicated broadband capacity for our customers. At the end of this year we’re launching four more of them on a dedicated Falcon 9 rocket, with many more to come after that. That launch of four satellites includes one satellite for Peru, two satellites for in-flight connectivity, and a fourth satellite that had been previously kept under wraps. Until now. Introducing UtilitySat, the Swiss Army Knife of satellites This is a new product— the world’s first multi-mission commercial GEO satellite, capable of conducting multiple fully-operational broadband connectivity missions. And it is just the first of many. We’ll plan to launch many UtilitySats in the years to come. UtilitySat can provide connectivity on standard Ku, Ka, and Q/V bands, and has the flexibility to dial in exact frequencies using Astranis’s proprietary ultra-wideband software-defined radio. It can also relocate dozens of times around the GEO belt over its lifetime. It does this using our unique on-board dual-propulsion architecture, which includes both a chemical monopropellant system and an electric ion thruster. A new mission every year, or every month When we first began development of UtilitySat almost 2 years ago, we had many different missions in mind. UtilitySat can serve as bridge capacity for a customer that is waiting for a dedicated satellite, as an on-orbit spare, or as extra, surge capacity that can be brought in to supplement the broadband service we’re providing to one of our customers. There are acute needs as well — a natural disaster can wipe out terrestrial connectivity over a huge geographic area. One of the top priorities for first responders and during disaster relief is reliable comms on the ground. With multiple UtilitySats on orbit, Astranis can bring in extra capacity on incredibly short notice. Capacity that is compatible with existing, low-cost GEO ground terminals. In initial conversations with customers for UtilitySat, we’ve seen huge demand — these customers often want to lease the entire capacity of the satellite once they learn what UtilitySat can offer. Customers need all the capacity they can get, and new capacity that can be deployed on short notice is a huge deal and a huge departure from traditional GEO satellites. We see a future where customers will be able to call up extra capacity on demand to augment their existing capacity needs, and we’re making that future a reality. US Government applications The first UtilitySat mission will be a commercial one, but we are seeing enormous demand from both from commercial companies and from our government customers. The US Government has unique needs — Combatant Commanders need to be able to task dedicated satellites to specific AORs at a moment’s notice — and surge communications would give them a new tool in their toolbox, helping them win even in a contested environment. And more broadly speaking our military leaders have said the one priority in national security space is to add resiliency to our fleets, using larger numbers of smaller, flexible, and maneuverable satellites so we’re not dependent on just a handful of huge satellites in GEO. UtilitySat shows that Astranis can do just that. Not traditional GEO satellites UtilitySat is only possible because of Astranis’s unique technology — including our proprietary software–defined radio. The flexibility of having on-board digital signal processing allows us to build a standardized satellite design, and move a lot of what used to be done in hardware, into software. UtilitySat uses the standard Astranis MicroGEO platform, adding more frequency bands and some new software capabilities to make maximum use of the available spectrum, no matter where the satellite is on orbit. Traditional geostationary satellites are designed to sit in one orbital slot for up to 20 years, with a set of frequency bands that is hardwired in at the factory. Their single mission must be predetermined many years before they are launched. Astranis does not build traditional GEO satellites. From day one we knew there had to be a better way, and we’re doing it.

John Gedmark

122,069 просмотров • 2 лет назад

🔥 💣 I’ve decided to “fire” myself after 14 years as CEO of CB Insights I'll still be working 180% at CBI but now in the role of Founder & Executive Chairman. In this role, my focus shifts to customer conversations, product, content & partnerships. One area I'll be spending a isht ton of time on is generative AI. The video below highlights the AI-driven research analyst we’ve been working on. And this is just the start more here on Analyst >> For those interested in “the why” behind this move, below are my comments to our team from our All Hands last week. Note: I'll intro CBI's new CEO tmw - his official 1st day --ALL HANDS-- Earlier this morning, I sent an email about my vision for the product from 2017. It relates to the news that I will share with you this AM. And that is that I have decided to "fire" myself as CEO and will be transitioning to the role of founder & exec chairman. Why? For 2 reasons: 1. Zone of genius 2. Delivering on the 2017 sci-fi vision 1st - Let's talk about zone of genius Talking to customers, hearing about their challenges and translating that to what we can build to make them supernatural is what I love. It’s where my "zone of genius" is As we’ve grown, however, I’m spending more time outside this zone If CBI is an organism, the early days required spending all my time outside the organism talking to customers, building dope isht for them, getting more customers & then building more dope isht. Rinse & repeat. It was 'simple' As the organism has grown, I've had to live "inside the organism" more focused on operations & management - 1:1s, annual planning, process mgmt, etc. These are incredibly important to scale a company. They are, however, not where my strengths and interests lie. I like the unknowns & novelty of what living outside the organism brings. And so I wanted to find a way to get back to those things. That’s the zone-of-genius bit. Now let’s turn to the sci-fi vision That vision really wasn’t possible. Until now. In Nov ‘22, chatGPT was an 'oh isht' moment. Since then, I’ve been fully red-pilled on GAI. With it, we can now actually deliver on that 2017 vision. Only 6 years later :) And so it’s go-time! I’m incredibly excited about what this will mean for our customers, the company and our team as it will enable us to: * Invest dramatically in product innovation * Open up new career opportunities & pathways for you all * Bring people together in person more often Where will I be focused? My job in the near term is to help onboard and integrate the new CEO. The areas you’ll still me involved in are: * Customer conversations -- #1 thing. * Research & content -- Writing the newsletter & other content w/ the team * Product -- Pushing our GAI agenda. * Partnerships I am not stepping off the field onto the sidelines. I am merely taking another position which is better for our customers and CBI. Let me close by saying thank you to you all for your continued hard work and dedication. Now, LFG!

🔥 💣 I’ve decided to “fire” myself after 14 years as CEO of CB Insights I'll still be working 180% at CBI but now in the role of Founder & Executive Chairman. In this role, my focus shifts to customer conversations, product, content & partnerships. One area I'll be spending a isht ton of time on is generative AI. The video below highlights the AI-driven research analyst we’ve been working on. And this is just the start more here on Analyst >> For those interested in “the why” behind this move, below are my comments to our team from our All Hands last week. Note: I'll intro CBI's new CEO tmw - his official 1st day --ALL HANDS-- Earlier this morning, I sent an email about my vision for the product from 2017. It relates to the news that I will share with you this AM. And that is that I have decided to "fire" myself as CEO and will be transitioning to the role of founder & exec chairman. Why? For 2 reasons: 1. Zone of genius 2. Delivering on the 2017 sci-fi vision 1st - Let's talk about zone of genius Talking to customers, hearing about their challenges and translating that to what we can build to make them supernatural is what I love. It’s where my "zone of genius" is As we’ve grown, however, I’m spending more time outside this zone If CBI is an organism, the early days required spending all my time outside the organism talking to customers, building dope isht for them, getting more customers & then building more dope isht. Rinse & repeat. It was 'simple' As the organism has grown, I've had to live "inside the organism" more focused on operations & management - 1:1s, annual planning, process mgmt, etc. These are incredibly important to scale a company. They are, however, not where my strengths and interests lie. I like the unknowns & novelty of what living outside the organism brings. And so I wanted to find a way to get back to those things. That’s the zone-of-genius bit. Now let’s turn to the sci-fi vision That vision really wasn’t possible. Until now. In Nov ‘22, chatGPT was an 'oh isht' moment. Since then, I’ve been fully red-pilled on GAI. With it, we can now actually deliver on that 2017 vision. Only 6 years later :) And so it’s go-time! I’m incredibly excited about what this will mean for our customers, the company and our team as it will enable us to: * Invest dramatically in product innovation * Open up new career opportunities & pathways for you all * Bring people together in person more often Where will I be focused? My job in the near term is to help onboard and integrate the new CEO. The areas you’ll still me involved in are: * Customer conversations -- #1 thing. * Research & content -- Writing the newsletter & other content w/ the team * Product -- Pushing our GAI agenda. * Partnerships I am not stepping off the field onto the sidelines. I am merely taking another position which is better for our customers and CBI. Let me close by saying thank you to you all for your continued hard work and dedication. Now, LFG!

Anand Sanwal

54,155 просмотров • 2 лет назад

Everyone loves a look behind the scenes. We've got a new one for you. Here's a recording of a live design review between three people from a couple days ago. Jason (bottom) runs the company and oversees product, Brian (top right) is Basecamp's product manager, and Andy (top left) is the designer who's been working on this specific feature. In this session we review a design that's about to ship to customers, but that we're not completely internally satisfied with. All designs are tradeoffs, and we're not entirely sure that we've made the right ones in this case. We work through a few different options, compare them to what we're about to ship, and ultimately decide to go in a simpler direction with fewer tradeoffs. We think it works best all things considered, while the original design may have worked best nothing else considered. The feature is now live in everyone's Basecamp account. Hope you find this interesting. Got questions? Drop 'em below and we'll do our best to answer.

Everyone loves a look behind the scenes. We've got a new one for you. Here's a recording of a live design review between three people from a couple days ago. Jason (bottom) runs the company and oversees product, Brian (top right) is Basecamp's product manager, and Andy (top left) is the designer who's been working on this specific feature. In this session we review a design that's about to ship to customers, but that we're not completely internally satisfied with. All designs are tradeoffs, and we're not entirely sure that we've made the right ones in this case. We work through a few different options, compare them to what we're about to ship, and ultimately decide to go in a simpler direction with fewer tradeoffs. We think it works best all things considered, while the original design may have worked best nothing else considered. The feature is now live in everyone's Basecamp account. Hope you find this interesting. Got questions? Drop 'em below and we'll do our best to answer.

Jason Fried

170,855 просмотров • 2 лет назад

SWITCH WITH REAL AF‼️ 🇺🇸 I’ve finally had it with sitting back and not doing a damn thing to fight back against those trying to slowly kill us with almost every household product we use. The only way to stop them is for millions and millions of us to stop buying these very harmful products from the big box stores. I finally found an American family owned direct manufacturer that offers the same household products that are all natural and non-toxic for the same prices, and even lower in some cases. So far, my wife and I have tried almost every bathroom and laundry product and have been blown away. Delivery is quick, and we aren’t spending any more money each month than normal. This is a word of mouth company that relies solely on customers bringing other customers to their website and showing them around. I know it sounds strange and I thought so too, but now I get why and you will too. I am so passionate about this that I even made this commercial over this past weekend to share with all of you. It’s not some scam or gimmick. You can shop once and then never again if you don’t want to for what ever reason. I can personally give you a call to discuss it, if you go to my website for more info and to fill out the short form to arrange our call.

SWITCH WITH REAL AF‼️ 🇺🇸 I’ve finally had it with sitting back and not doing a damn thing to fight back against those trying to slowly kill us with almost every household product we use. The only way to stop them is for millions and millions of us to stop buying these very harmful products from the big box stores. I finally found an American family owned direct manufacturer that offers the same household products that are all natural and non-toxic for the same prices, and even lower in some cases. So far, my wife and I have tried almost every bathroom and laundry product and have been blown away. Delivery is quick, and we aren’t spending any more money each month than normal. This is a word of mouth company that relies solely on customers bringing other customers to their website and showing them around. I know it sounds strange and I thought so too, but now I get why and you will too. I am so passionate about this that I even made this commercial over this past weekend to share with all of you. It’s not some scam or gimmick. You can shop once and then never again if you don’t want to for what ever reason. I can personally give you a call to discuss it, if you go to my website for more info and to fill out the short form to arrange our call.

RealAF Patriot

16,328 просмотров • 1 год назад