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    Software How-To

    Giant Robots Smashing Into Other Giant Robots

    A podcast about the design, development, and business of great software. Each week thoughtbot is joined by the people who build and nurture the products we love.

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    Latest Episodes:
    517: Building Better Design Systems with Luro's Trent Walton Mar 21, 2024
    Show notes

    Hosts Victoria Guido and Will Larry are joined by Trent Walton, CEO of Luro. Trent shares his journey into the design world, from his early fascination with typography and logos to co-founding Paravel. This agency later evolved into creating Luro, a no-code solution for building design systems and tracking their adoption across products. Trent emphasizes the importance of understanding the materials one works with in design and development and stresses the need for a holistic approach to product building. This approach blurs the lines between disciplines, encouraging a generalist mindset over specialization. Luro, as a product, stemmed from the realization that existing design systems often fell short in adoption and application, leading to a search for a more integrated and comprehensive solution. Trent outlines the functionality and vision behind Luro, explaining how it serves not just designers and developers but entire organizations by fostering better collaboration, documentation, and understanding of design decisions. Luro aims to streamline the creation and maintenance of design systems, making them more accessible and manageable, even for teams facing resource constraints. By incorporating performance, accessibility metrics, and the ability to track component adoption and integration, Luro provides a platform for continuous improvement and alignment with organizational goals. Luro Follow Luro on LinkedIn, YouTube, Discord, or Instagram. Follow Trent Walton on LinkedIn. Visit his website at trentwalton.com. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript:  VICTORIA: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. WILL: And I'm your other host, Will Larry. And with me today is Trent Walton, CEO of Luro. Luro is a no-code solution to build your design system and track adoption across your entire product. Trent, thank you for joining me. TRENT: Oh, thanks for having me. It's great to be here. WILL: Yeah, I can't wait to dive into Luro and get to know more about the product. But before we go into that, tell us a little bit about yourself. I know you're based out of Texas. TRENT: Yeah, I grew up, lived here my whole life. I'm in Austin with the other co-founders, Dave and Reagan. Been a designer probably all my life, always been interested in, like, typography and fonts. When I was little, I used to buy badges for cars from swap meets and take them home, not because I needed, like, I had a car I was building and had any interest in, like, sandblasting or building an engine. I just liked the typography, and the design of the icons, and the logos, and all that kind of thing. And so, now it's evolved into me just being, like, a type aficionado and a graphic design aficionado, and then that evolved into, especially when I discovered the web in the early 2000s, building and designing websites with Dave and Reagan, who I mentioned. And so, we had an agency called Paravel early on and had a lot of time putting into practice kind of that design and development and building for the web. VICTORIA: So, your first interest in design came from, is it a car engine? Is that what I heard? TRENT: Well, yeah, my father is a mechanical engineer, and so is my brother. And they work on cars, have classic, like, old Mustangs and Cobras and things that they build in their spare time. And I have no interest in that kind of work [laughs] but grew up in that environment. And, you know, pre-internet growing up in the '80s, one of the things that really got me was the aesthetic and the design around those kinds of muscle cars, so, like, old Shelby or Cobra or Mustang Ford ads, just, I really got into that. So, I'd buy, like, car manuals for a few bucks, or if there's a Mustang Cobra and there's a cool, like, chrome snake logo with a condensed uppercase typeface or some sort of lettering that says, you know, "Shelby Cobra." And that's when I realized [laughs] where my interests lie. You know, engines are cool. They sound cool. Fast cars are cool. But I was just totally, you know, enamored with the typography and the design aspect that surrounded those things, and then it just kind of evolved from there. Anything else I could get my hooks into, I picked up on. VICTORIA: I love that because when I talk to people about design, for folks who don't have a background in it, they kind of think, oh, design, that's logos. You know, I'm redesigning my house right now. My husband is like, "Oh, it's picking the tiles and the colors. We can do that." And I'm like, "No, like, design, there's a lot more to it. Design is everywhere." Like, you can find design inspiration from car manuals [laughs], it's so funny that you bought those, or from random logo design and actually, like, really good design. If it's something that's designed well, you probably don't even notice it. You just flow and use the space or use the app as you're intended to. TRENT: Yeah. And I also think that getting inspiration or starting ideas out from anywhere but the medium you're working in might be a nice little trick to bring some, like, naïve, fresh perspective to things. So, I try to go back to that stuff as much as possible. I have heaps of manuals I've bought off of eBay in recent years, yeah, things you wouldn't think you'd find on, like, you know, whatever, a graphic designer's bookcase, just anything to sort of break the monotony or break my own little lenses of what a website should look like, or what a logo or a brand should look like, how to step outside of that a little bit. But it's funny because it really does go back to that initial sense of wonder I experienced at those really just, you know, we're talking, like, in a gross, swampy field in Texas with, like, funnel cakes being served at every corner, like, not the most slick, rad graphic designy vibe, but that's where it all started for me. So, I go back there as often as I can [laughs]. VICTORIA: So, how do you talk to founders or people who are thinking about building products? How do you talk to them about design and give them a where to get started approach? TRENT: I don't know that I ever specifically talk about design or even maybe, like, engineering or about performance. I talk about all those things, accessibility, et cetera. I try to blur those lines as much as possible. It's maybe an idyllic thing that I've had for years. But going back to the agency days, I'll call them the agency days, but up until, like, you know, 2015, '16, Dave, Reagan, and I ran an agency called Paravel. And by nature, the three of us are some sort of a hybrid between a designer, maybe, like, a front-end developer. You know, Dave's more of an engineer now. But we've all been very careful to make sure that we're generalists, which I don't know that that, like, career-wise that, might pay off long term, but I cannot work on the web any other way or talk about the web any other way. I've always felt like, I mean, there was the old, which we don't have to get into, gosh, but the debate on should designers code? But I think the essence of that is really, like, should we be familiar with the materials we're working on? So, anytime I start to talk about designing for the web or designing a product, you want to make sure everyone has a clear understanding of the environment that they're working with. So, is it, you know, a website? And is performance important? And is our site that we're redesigning is it performant now? Is it fast or slow? Or am I a designer who only cares, and this is a thing that I have to fight inside of myself all the time? So, I'm not trash-talking anybody, but, like, do I want to load a bunch of fonts and cool images, and is that my KPI is how interesting and engaging the visuals are? Which is a great one to have, but it also, you know, while you're talking about design, you have to consider all of these other things that can define quality for an experience. Maybe those other things don't matter as much from one person to the next. But the more they are in front of me, the more they evolve the way I perceive what I work on. And so, I try to never really isolate any kind of aspect into maybe, like, a stage or a sprint that we're doing as a team. It's just sort of this holistic kind of hippie vibey way to look at sites, but I want to make sure that it's always, like, we're always starting from a very, very broad place that involves every aspect, and all team members and stuff like that. VICTORIA: Well, I love that because I try to think about that in the same way from the other end, like, on the operations perspective when you're talking about site performance. And, you know, like, is the site responding fast enough? And it comes back to the question of, like, well, what is the experience, expectations of the user? And what's important to get done on the site? [laughs] And having those conversations, like, early on and integrating all these different teams from the design and development and operation side to have that conversation so everyone knows what is the goal of the site and what is the important aspects of the user experience that the system needs to be able to support? So, I also like that you said that it's like, well, should you be familiar with the materials that you're using? [laughs] Thought that that was really cool. Like, I'm actually...my husband and I are renovating our home. And I'm talking about why we should invest in design [laughs], and part of it's because there's things to know about the materials. Like, if you're choosing a floor for your house, like, the designers will know, like, what's the durable ones? What's the ones that are going to fit your need, and your cost, and your budget? And so, like, they don't necessarily need to be a person who's going to lay the floors [laughs], but they need to know what to expect out of what you decide to use. TRENT: Yeah, it's, like, all of these constraints. And so, being familiar with the real-world implications of the decisions we make, you know, inform that. So, yeah, I mean, I think that's pretty similar, too. It's like, well, you need this floor because it's more durable in this climate or whatever, same thing for, you know, the websites that we build. It's all contingent upon the outcomes that, hopefully, we can mutually agree on. You know, there's kind of a general sense of, like, performance is important, and accessibility is paramount and extremely important. But then there's some nuance to that as you get into some smaller decisions. So, having these kinds of discussions early on and frequently and almost...the way I like to think about it is rather than, like, a check-in where we say, "Okay, this is it," but having a place where we can all look to check in and find information and share information that's maybe not so fast. One thing I like to think about is things get lost in chats and maybe even tickets, so as you're closing tickets and opening tickets. There's a bug. I solved it. It's gone. Can you send me this logo? Can we tweak this? These micro changes they open and close very, very quickly. And so, there's this firehose that happens. And so, I find that having a place separate from that for discussing these things and remembering these things, and referencing these things while we are in our code editors or inside of our Figma or any kind of design tool that we use to sort of cross-reference and simmer on things as we think about the decisions that we have to make, as opposed to just knocking them out super quick, always being mindful of those constraints. And again, yeah, the [chuckles] materials we're working with, whether it's just, you know, HTML, CSS, and JavaScript or whatever, but all of those things. It's good to be mindful of that. WILL: I know you said that you've been in design for a while, and so I love just picking the brain of someone who's been into it a while and see how far we've come from, especially just the 2000s. So, in your opinion, with design, how do you feel about where we've come since the beginning of tech to where we're at now and, also, I guess, where we're going with the design? TRENT: Yeah. So, I guess I can really just frame...this is going to help me remember just framing [laughs] where we were. I started off on Homestead, which is sort of like GeoCities. I was in college. I graduated, and I think it was 2001, maybe 2000, anyways. And it was mainly just taking images...I didn't even have Photoshop at this point. And you realize you could, like, tile a background for a build your own website. Homestead was one of those kinds of deals. And I thought that was very interesting. So, I had this cheap digital camera. It took a lot of cords to figure out how to, like, port that onto this old, crappy Hewlett Packard computer that was, like, a hand-me-down. Fast forward a couple of years, I had graduated, did not study design, so I'm all kind of self-taught or just taught by the web, the peers, the information that has been shared and been influenced by. But Dreamweaver was out, and Macromedia was huge, and I loved Fireworks. And so, Dave Rupert, I paid him $80 to teach me HTML [laughs], and so we've been together ever since. This is right out of college. And so, the tools that we used there were pretty rudimentary, but Fireworks was rad. Like, it was kind of web-based. It felt like it made more sense. I love Photoshop, and that's kind of, like, a primary graphic design tool that I still use to this day. But early on, it just felt like everything was so harshly limited. So, if you had any kind of idea that you wanted to execute that you could just draw on a piece of paper, mock it up in Photoshop, the amount of work that you had to do to get that to happen was either extremely high, or it was just impossible. And then, if it was impossible, I bet you can guess what we did. We went to Flash, and we made, like, a crappy video of a web page that was not accessible and really hard to use. I was heavy into Flash for, like, two or three years until kind of, as I had been warned by Dave that, you know, HTML and CSS are going to be the way the web works. But when I came back to that, there was this wonderful time where it felt like we were charting out every single...it was just new territory. It's like we had come to this other planet or this other world, and everything that needed to be done, we had to figure out how, like, getting web fonts onto pages, rounding borders. I mean, getting that done aside from slicing images in Fireworks felt like this new monumental discovery that changed the lives of many. Maybe it did, maybe it didn't, but in my world, it felt like that. And so, early on, you can look back on it and go, gosh, everything was a pain in the ass, like, living with all of these limitations. But for me, I do look back at it like that, but I also look back on it as this wonderful time where we were building the web that we're working on now. So, all these things that make designing easier and quicker come with some sort of a, you know, an evolution of your perception, and [inaudible 13:14] fond memories of work along the way. For me, it's sort of I've just always sort of been around working on the web and watching design evolve, and every little step maybe feels like a tiny one or a large one. But these days, it just seems like,…

    Full show notes at the publisher

    516: Innovating Fashion: Charlotte Holt's Tech-Driven Approach Mar 14, 2024
    Show notes

    Hosts Will and Victoria sit down with Charlotte Holt, the Founder and Creator of The Fashion Library. Based in London, The Fashion Library is a contemporary wardrobe rental resource tailored for stylists. Charlotte opens up about her diverse background, spanning various countries, and shares the transformative journey that led her from being a stylist to establishing her own venture. Charlotte sheds light on the formidable challenges stylists encounter, from the environmental repercussions of fashion production to the financial constraints of traditional shopping methods. She articulates how The Fashion Library is poised to confront these obstacles head-on by offering a platform that enables stylists to rent clothing, fostering sustainability while saving valuable resources like time and money. Delving into the realm of technology, Charlotte underscores its pivotal role in streamlining operations and catalyzing a paradigm shift towards a more sustainable fashion industry. She outlines her ambitious vision for The Fashion Library's future, encompassing the archive, broadening the user base, and creating a robust marketplace and working platform. The Fashion Library Follow The Fashion Library on LinkedIn, TikTok, Facebook, or Instagram. Follow Charlotte Holt on LinkedIn. Visit her website at charlotteholt.co.uk Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript:  WILL: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Will Larry. VICTORIA: And I'm your other host, Victoria Guido. And with us today is Charlotte Holt, Founder and Creator of The Fashion Library, London's newest contemporary wardrobe rental resource for stylists. Charlotte, thank you for joining me. CHARLOTTE: Thank you for having me. I never ever thought I would be talking on a podcast. VICTORIA: You never thought that? Why? What did you think would happen? [laughs] CHARLOTTE: As in, like, I never thought I would be on a podcast, me personally. So, like, this is a new experience for me. VICTORIA: Wonderful. Well, I know you're speaking with us today, and just to warm us up a little bit, I'm curious: what other languages could you be speaking to us in? What's your...I heard you learn multiple. CHARLOTTE: So, I actually went to school in the south of France when I was younger. And for the last couple of years, I've been living in Mexico, so I've been trying to learn Spanish. I am pretty proficient in French and getting there in Spanish. VICTORIA: Very cool. I live in San Diego, and I've also been learning Spanish for a long time and love to practice sometimes, so... What about you, Will? Do you speak any other languages? WILL: I used to speak Spanish, but it's so hard when you don't live in that culture to keep it up. Because I've been to, like, Peru a couple of times and some other South American places, but I always pick it up when I go back in there and kind of get the feel for it, but it's kind of hard. I need to pick it back up. But Spanish is the one that I feel the most comfortable in outside of English. VICTORIA: Right. We're a bilingual nation. And so, I love that opportunity to get to meet other people and speak in other languages and practice that. So, Charlotte, coming back to your journey, it sounds like you've lived in all these interesting places. Why don't you tell us just a little bit more about your background? CHARLOTTE: I am from Scotland originally. I know I don't sound like it. And then I went to school in the South of France for two years, like, to finish high school. Then I ended up back in the UK, living in London for 12, 14 years. And then, just as COVID was happening, I was actually supposed to kind of relocate or start working more in the U.S., and I actually ended up in Mexico [chuckles], of all places, and that's where I stayed for two years. I was living the good life. I had a pretty good COVID experience. I was at the beach every day surfing, so I can't complain about that. And then I've been living in the U.S. on the West Coast in Los Angeles before I decided to set up my new business, which has brought me back to London. VICTORIA: Wow, full circle. Well, what beach were you surfing on in Mexico, or did you go to a bunch of different ones? CHARLOTTE: I've been to a bunch, but I was living in Sayulita. I've still got a place there that I keep because I love to be in the ocean. It's one of my favorite things to do. Surfing is definitely a good lifestyle choice of mine. VICTORIA: There's not much surfing in London now, so your desire to start your new company must be really powerful [chuckles], very strong. CHARLOTTE: Yeah, I actually have questioned myself, especially over the last few months when it's been full, mid-winter here: cold, dark, raining. Like, what am I doing? Why did I give up my kind of dream life working between LA and Mexico, being able to surf, you know, at least two, three, four times a month to come back here to do this? But the bigger picture is, hopefully, I will be able to go and surf wherever I like after I've built this business. So, that's kind of the end goal for me. VICTORIA: Yeah. Tell me more about what led you to start your own business. CHARLOTTE: I have been working as a stylist for the last 12-plus years. And then, obviously, my work took me to the U.S. A friend of mine gave me his little black book contacts of where I should go and places I should use in LA. And I walked into a rental house there that was for industry only and got a lightbulb moment. I was like, oh my God, why is this not happening back in London? And it kind of didn't make sense to me because the productions back in the UK are, well, they seem more sustainable. Everyone's hitting their kind of green quotas and targets. So, it just made sense to me, but not just from, like, the sustainability point of renting clothes, but also having an industry-only place that you can go to and basically prep most of your job in one go. So, it was, like, saving time on the start of the job but also on the end, which is the return side, which people don't always realize. Everyone's like, "Oh, it's so glamorous working in fashion and styling." But we are bag ladies. I will often have minimum six, eight cases with me, rails and rails, racks and racks of clothes. I'm always the first one there. I'm the last one there because we're packing away. It's lots of steaming, just lots of stuff. So, to me, it just made perfect sense to recreate the same thing in London. But then I started getting into it a little bit more and started looking at tech and how that can transform what we're doing, too. WILL: Before we get too deep into The Fashion Library, I want to, one, explain what a stylist does because, like I said, I am not fashion-forward or friendly. So, tell me kind of what that looks like to do. And also, how did you become a stylist? Was it a dream of yours always, or what did that look like? CHARLOTTE: I just love clothes. So, I actually was going to be a lawyer, and I went to school to study law [chuckles], and I ended up being a stylist. So, there's different kind of realms and levels of a stylist. You can be a personal stylist where you work in the consumer realm, helping people dress themselves. Then, you have your editorial stylists who create beautiful imagery for magazines. Then there's the commercial stylists who work on advertising, film, TV production. Then you've got your celebrity stylists. There's different kind of layers within being a stylist. I actually work across a broad range of that. I do editorials, so magazines. I've worked with some talent, music videos, TV commercials, short films, stills, and advertising campaigns. And what I really love is how different every job is. It's never the same. You're never with the same crew of people. Every job is different. Sometimes, you might be on set for just one day. Sometimes, you're on set for a week. There's weeks and weeks of prep that goes into the job. There's also a lot of work on the backend doing returns, and budgeting, and reconciling everything. You literally have to love clothes. WILL: Where did your love for clothes come from? CHARLOTTE: [chuckles] That's a good question. I always thought it was my mum, but, actually, it was definitely my dad. I look at pictures of him from the '70s, '80s. He's got some wild outfits on. And I've got some of his pieces. I've got this floral jacket that we all used to get dressed up in when we were younger because it's the most outrageous piece. I have it now. It's actually amazing. I actually had it on the other week with just a little black vest and some jeans. And because it's such a statement piece, it looks super cool, but it's classic '60s. So yeah, definitely from my dad. He had a wild penchant for clothes. VICTORIA: I loved how you brought up, in the beginning, that the role of a stylist is often portrayed as being very glamorous and being very just so fun and creative and how the reality of it is that it's more carrying bags around, and picking up at the end of the day, and getting the clothes ready, and how tedious that can be. And you discovered technology could take some of that tedious out of the process and allow stylists to focus their time on the creative aspects. CHARLOTTE: Yeah. So, originally, my plan with The Fashion Library was just to kind of replicate what was happening in the U.S. with the rental house models and just bring it here. And I have a friend who I met surfing in Mexico. He's in his 50s, very successful tech entrepreneur. And I wanted to run my business past him just to kind of get some outsider knowledge but someone who's been there and done it. And he actually said to me, he was like, "This is great, but you should really, like, start to look at tech and how that is going to really transform businesses in the future." And he flicked that switch on, and that was it. Then, I think a couple of weeks later, I started sending him all my brain dumps about tech and what I was thinking in my mind. And he actually turned around and said to me, "If you can see it in your mind, you can build it." So, I started to look at my pain points as a stylist. And I work differently in every city because you have to adapt. Like, in LA, I'm often out and about compared to London, where I work a lot online. So, I started to look at, like, the pain points of everywhere and what would really be beneficial. It always kind of dialed back to that question of, what would help me as a stylist? So, that's how I've built the business, by looking at that aspect and what's helpful, what's not. WILL: Yeah, I like that view because I totally agree. Tech is in pretty much everything. It's all about, how can you see it to help you with your pain points? So, that's amazing that you sat back; you saw the pain points, and it helped you create what you're doing. So, that's really, really amazing. Can you tell me more about The Fashion Library? What does that look like? What did you create? What was your pain points? CHARLOTTE: We launched in mid-July last year with a physical showroom of around 500 pieces, which was just my archive. And then I'd built out a very rough and ready Shopify to kind of replicate what was going on in the physical realm but in the virtual realm. I hadn't shot all those pieces, so it was maybe only 200 pieces online. And then, within two weeks, I'd managed to grow the archive to well over a thousand pieces, and then I was like, ugh, I need to get all this shot now. And it's me doing all of this. I'm working with a friend who's a photographer. And I style all the pieces on a ghost mannequin. I've already thought about some techie idea in my head about how to get around that in the future. I don't know if it's possible, but I can see it in my mind. We can build it. So, I just wanted them both to kind of work in the physical and virtual realm, but then, obviously, always going back to John's advice from Mexico that, you know, really start to look more into the tech. And the tech's definitely taken over. We haven't built any yet. We are currently about to start raising because we want to build a fully functional marketplace that's industry-only. There's going to be a phase three, which will be a whole working platform that will streamline the working process from start to finish with lots of clever little things thrown in. And I don't want to give too much away on this because it is just in my mind right now. Obviously, it's on paper, too, but I've just been looking at what else is going on in the fashion realm, in the fashion tech realm, and there's lots of exciting things. There was a stylist who reached out to me just before Christmas. She's actually an avatar stylist. So, I was really interested to speak to her. They're currently creating avatars from humans. So, soon, everyone's going to be able to have their own avatar if they want. But there's some really, really interesting and innovative stuff happening within the tech space, and there's definitely exciting things. And I can see a lot of scope in the future for The Fashion Library in terms of how we build the tech and adapt and how we kind of disrupt the industry, not just here in the UK, but globally. VICTORIA: Thank you for sharing all of that. I think that's so interesting. And I also really love that you made the connection from surfing that got you excited about tech and excited about all these possibilities that you're describing. I'm just imagining, like, a little side conversation while you're paddling around out in the ocean [laughs]. But I don't know if that's how it really happened. Mid-Roll Ad: When starting a new project, we understand that you want to make the right choices in technology, features, and investment but that you don’t have all year to do extended research. In just a few weeks, thoughtbot’s Discovery Sprints deliver a user-centered product journey, a clickable prototype or Proof of Concept, and key market insights from focused user research. We’ll help you to identify the primary user flow, decide which framework should be used to bring it to life, and set a firm estimate on future development efforts. Maximize impact and minimize risk with a validated roadmap for your new product. Get started at: tbot.io/sprint. VICTORIA: What's your method for engaging with the industry on this issue and building your customer discovery process? CHARLOTTE: Obviously, it's something I'm really passionate about. I knew that there would be others out there, too. We've been hunting for the stylists currently, so LinkedIn, this platform called The Dots here, Instagram, obviously, and then also connecting, like, higher up the food chain with production companies, ad agencies, really kind of targeting it from the top bottom down. And then, the last couple of months, we've been focused on finding some founding members who are busy working commercial stylists who love the idea of sustainability and rental and want to be early adopters and users of The Fashion Library. We've had great feedback from them. So, having that feedback from people and it being positive is like a driving force behind what we're trying to create and creating. VICTORIA: Has there been anything surprising in your conversations that has caused you to maybe pivot in your strategy? CHA…

    Full show notes at the publisher

    515: Healing Minds, Changing Lives: The Meru Health Experience Mar 07, 2024
    Show notes

    Kristian Ranta, the founder of Meru Health, shares the company's journey from its inception to its current status as a leading provider of mental health solutions. Kristian reflects on the decision to pivot Meru Health from a wellness-focused to a healthcare-centered company, emphasizing the importance of overcoming fears and listening to intuition in entrepreneurial pursuits. He discusses the challenges and rewards of building a healthcare startup, highlighting the complexities of navigating regulatory frameworks and securing insurance reimbursements. Throughout the conversation, Kristian elaborates on Meru Health's unique approach to mental healthcare, which integrates therapy, coaching, and app-based interventions to offer users a holistic and personalized experience. He underscores the significance of community support in mental health treatment and explains how Meru Health's platform fosters connection among individuals facing similar challenges. Kristian also delves into the company's plans for expansion, both within the United States and globally, while addressing ongoing challenges such as securing insurance reimbursements and maintaining high standards for talent acquisition. Meru Health Follow Meru Health on LinkedIn, X, Facebook, or Instagram. Follow Kristian Ranta on LinkedIn. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript: VICTORIA: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido, and with me today is Kristian Ranta, CEO and Founder for Meru Health, a new standard for mental health care. Kristian, thank you for joining me. KRISTIAN: Thanks, Victoria. Great to be here today. Appreciate it. VICTORIA: Wonderful. To break the ice a little bit to get us started in the conversation here, I don't know if you can hear it, but I have a slight cold and congestion going on. And since you're a healthcare startup, I thought I would ask you, what is your favorite comfort food when you're sick? KRISTIAN: I don't know whether it's a comfort food or not, but I think kind of what I always consume if I get, like, some flu symptoms or stuff like that it's ginger, honey, and then garlic. I try to combine these things, and it's semi-tasty. Like, it depends on, like, how strong you make it, but it's definitely effective. So, it's been my go-to thing when I get sick. VICTORIA: Me too. I like to try to put all those things into a soup of some kind [laughs], some chicken soup. I've learned how to make some sort of version of congee, which is, like, a rice porridge, which I love because you can kind of just sit it on the stove, and it cooks all day. And you could add in all those flavors, and it comes together really nicely. For me, I think that's really nice to think about what you like to eat when you're sick because when you're sick, it affects everything else going on in your body. So, I'm sure you have some personal experiences about how your mental health and your physical health are all interrelated. KRISTIAN: I mean, totally. Actually, like, I've been a biohacker for quite a while. So, I've been, like, just trying a bunch of things, like, on the physical health side and, like, exercise. And I'm from Finland originally, so a lot of cold exposure, sauna, swimming in the icy water, stuff like that. And then, of course, a lot of, like, different dietary tests that I've done over the years. And I think there's, yeah, I've recognized that there's a huge connection, and it's like the mind and the body are not, like, disconnected. They're in a way the same. Personally, also, like, a big piece kind of for me in this regard has been my journey of meditation. So, I started maybe, like, 10, 12 years ago, started meditating every day, and then I've done a bunch of different retreats and kind of dug deeper. Especially through meditation, I've learned very [inaudible 02:15] to experience the connectedness of my thoughts, and my emotions, and feelings, and the body. So, anyway, that's, like, one of my favorite topics, so... VICTORIA: So, it sounds like you've always had this interest in the mind-body connection and how to optimize your health. How did that lead you, or what about your background led you to found Meru Health? KRISTIAN: I'm from Finland originally. So, I moved to the States in 2018 with Meru Health with my current company. But way back, I studied computer science, did my undergraduate and graduate studies in Finland. And then I kind of, like, ended up working at a healthcare company, a startup company, while I was still studying. And I worked there for a couple of years. And this company was a clinical trial software company, so making it easier for pharmaceutical companies to collect data in patient trials for, like, new drugs, and new developments, and stuff like that. I was basically at that company for a couple of years, and that was my first dip into healthcare and technology, the intersection. And I got so excited, and I realized that, hey, this is a place where I can use my excitement for technology and my skills and all that stuff. But I can also then, like, see the immediate improvement in people's lives and how we can help others, and that kind of resonated with me. So, I quit after two years and then founded my first own business, which was in diabetes, so one of my co-founders back then is a diabetic. And that's kind of, like, how I went into healthcare. And, for me, then learning the mind and body connection started at the same time. Pretty much I kind of, you know, again, mentioned that I've been meditating for a while. So, I started meditating, and I started just learning about these things and just, like, became super curious to understand the human experience on a more broad basis. So, that's how I started. VICTORIA: I love that. And I'm curious if you could talk more about the mind-body connection and also maybe to describe, like, how these issues are treated currently. Being in the United States, it's like, you have a doctor for your body, and then one for your brain, and one for your teeth, and one for your feet. And it's kind of interesting that it's broken up that way. But what's your take on how healthcare treats people now for mental health versus physical health symptoms, and what would be the ideal state? KRISTIAN: I think that's one of the fundamental challenges of our time, that there's all these silos in healthcare. Because, again, what we know already today is that, like, your emotions and your thoughts have a huge impact on your physical body, and, you know, you can experience that yourself. Everyone can experience that by doing meditation, and yoga, and things like this. And you can start learning and feeling and seeing that, like, very concretely in your own ways. There's also something called biofeedback, which you can do with some of the apps like Aura and, like, Headspace and others. And then you can you do it with some wearables like with Fitbits and others, where through your breathing, you can, like, instantly see, actually, the changes in your heart rate variability, meaning that your nervous system state changes in real-time. So, some of these things were, like, eye-openers for me. And I realized that if we, like, keep on focusing on some areas separately, that's going to be challenging because, you know, we're not going to see the full picture. And that's exactly what Western medicine is doing today. On the other hand, I think there's hope because, you know, there's more and more interest and more and more, like, bridging the gap here going on with companies like Meru, but also with, like, many, many other companies and many other providers and practitioners that are working in this domain. That's kind of, like, fundamentally the challenge that if we, let's say, we go to a physical doctor, like, a primary care doctor, they never, almost never, address any of the mental health things, although we all know that they have a huge impact on your physical health. Like, there's a ton of research that stress has a big impact on your diabetes, as an example, and your glucose balance if you're a diabetic. Like, usually, no doctor, you know, your endocrinologist or diabetes doctor will not talk about the stress or will not really, like, address the mental side of your diabetes. So, I think still, like, disconnected, but there are numerous areas where reconnecting these things better will be beneficial. And that's, again, one of my sort of personal goals in life and my mission to, like, drive this change [inaudible 06:06] in the future. VICTORIA: Well, that makes sense to me as someone...I grew up with a parent who had type 1 diabetes their entire life. And what's also, like what you're saying, what's not discussed is if you get a diagnosis like diabetes, that also has an effect on your mental health. And you can stress about it. It can lead to depression. It can kind of make everything a lot worse. Do you also have any personal experience that led you to be really motivated in solving this problem? KRISTIAN: One thing that I've openly shared is that I, unfortunately, I lost my oldest brother, Peter, to suicide. You know, the story with him, he was struggling with mental health challenges for a long time. He got access to care in terms of, like, he got medication. And, you know, prescription medications, unfortunately, for him, just made it worse. And he ended up, like, not really, like, benefiting, but just actually, like, struggling more and more. And that's actually one of the things, also, what I realized when I founded Meru Health after my, you know, I used to be in diabetes with my first ventures. But now building my third healthcare business, Meru Health; it got started from my realization that the mental health industry is broken. Like, most people are only getting access to psychiatric drugs, as an example, as a sole remedy. Like, you know, they don't have access to a therapist. They don't have access to any kind of support. They just see a PCP for 10 minutes, and they get a prescription, and off you go. And then the PCP, you may not see the PCP anymore at all, or maybe in, like, three months, you have, like, a phone call with them or whatever. So, like, that's kind of the experience also with my brother through which I realized this is not adequate. This is crazy. Like, if that's the way we're trying to treat these conditions, it's not going to work. And through that, I did a lot of research and a lot of investigations in my early days before founding Meru Health after I had sold my last company. And what I realized, there's roughly, like, two-thirds of people that get access to mental health care, like, either psychiatric medication or maybe some therapy. Two-thirds of people still they don't respond to that care at all. One-third will respond, and only one-sixth will actually reach full remission of symptoms, meaning that they are completely in the clear with their symptoms. So, that was kind of a crazy revelation for me that, like, two-thirds, like, are not getting anything out of these treatments. So, that's how I kind of eventually then realized that, okay, we got to rethink this model. Like, this model isn't working. Like, if we are only giving people mainly access to these two remedies and only, like, one-third's getting any benefits, then this is, like, really bad. Like, we got to do something about it. And that's again why, you know, I founded Meru Health and Meru Health being about a more holistic approach, not just about, like, talk therapy or psychological aspects, but also sleep, nutrition, biofeedback, learning to regulate your body, your nervous system. There's a community, peer support community, and there are providers. You work with providers as well. But that's on the background why I kind of became super passionate about mental health care and what were some of the insights that I gained where I realized that this system is, like, so broken; we got to do something about it. VICTORIA: Well, I have so many questions about Meru Health. But before we get into that, you mentioned you had started two other healthcare companies before this one. So, as a serial entrepreneur, what lessons were the most important that you took from those previous experience going into starting Meru Health? KRISTIAN: There's many. So, I mean, like, first of all, when I founded my first company, I was, like, straight out of school, like, pretty young. And, I mean, like, I struggle so bad. Oh, it was such a hard journey. Like, it was a medical device company, glucose monitoring. So, founding a medical device company in Finland back in the day straight out of school was, like, a huge struggle. Eventually, we, you know, we sold the business after, like, seven years or so, but it was, like, a big learning curve for me, a lot of blood, sweat, and tears [laughs] for sure. I think few learnings from that first business were it's extremely important to design your culture, and, like, culture is everything. Like, culture eats strategy for breakfast. So, if you don't have a culture that's clearly thought through and designed, it's going to end up being whatever. Like, I mean, like, every organization has a culture, but, like, mostly, the culture has not been intentionally designed. And why that's important is that if you just let it grow weeds, whatever, it will grow in various different directions, but it does not necessarily serve its purpose that you may have had in mind. And, again, what I realized is that when you hire people, and you start growing the company, it's extremely important to, like, calibrate the values of, like, why are you doing this? What's important for this culture? Like, how do you want to work? Why do you want to work? And then, like, what are the kind of different rules and rituals and, like, habits of the organization that will make it successful in its mission? I never knew that when I founded my first company, and the culture became, whatever, erratic. Like, you know, it was just, like, really hard, also, because of that. And we were not able to recruit the best people or the right kind of people for the right roles because we weren't clear on, like, what are the values? Like, why would someone want to work with us? And how to streamline these things. So, I think that's the single biggest learning for me so far on my entrepreneurial journey that you got to very intentionally think about why do you want to build a company, whatever company you're founding. Why do you want to do it? What's going to get you up from bed every day to do your thing? And then, like, how do you want to work? Like, how do you want to work, yourself, accountability? You know, all these things. And what do you expect from others? Like, how do you want to work with other people? So, that's kind of, like, what we actually...with my current business, Meru Health, like, we had, like, a value workshop with my co-founders before we founded the company. And we actually spent a lot of time in aligning and thinking about, like, these questions. Like, why do we want to do this? And with Meru's case, all of us founders we have mental health struggles in our family, so we all kind of came together because of that. We wanted to, like, help fix, at least make a dent in the system. And then, you know, we kind of spend a lot of time thinking about also, like, how do we want to work with each other? The list…

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    514: The New Frontier of Fertility Treatment: Technology, Telemedicine, and Hera Fertility Feb 29, 2024
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    Host Will Larry delves into the innovative world of Hera Fertility with its Founder and CEO, Thiv Paramsothy. Hera Fertility emerges as a telemedicine-first provider aimed at revolutionizing the fertility journey for couples. Thiv shares his journey from a tech enthusiast in Toronto to a healthcare entrepreneur driven by a desire to make healthcare more accessible and efficient. His ventures, including Hera Fertility, are born out of personal observations and frustrations with the existing healthcare system, particularly its inefficiencies and the barriers to accessing necessary care. Thiv noticed a significant gap in the fertility treatment landscape—long waiting times for appointments, excessive costs, and the overall inconvenience and emotional toll of traditional fertility treatments. Hera Fertility aims to address these issues by offering affordable, convenient, and less invasive alternatives to IVF, leveraging telemedicine to provide immediate access to care, diagnostics, and medication. The episode also highlights Hera Fertility's unique business model and focus on enhancing patient care through technology and personalized support. Thiv explains how the company can offer services at a fraction of the cost of traditional IVF while improving the quality of care and patient experience. By employing a telemedicine-first approach, Hera Fertility democratizes access to fertility care, especially in underserved areas, and introduces a more supportive and patient-centered approach to fertility treatment. Hera Fertility Follow Hera Fertility on LinkedIn, X, Facebook, or Instagram. Follow Thiv Paramsothy on LinkedIn. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript:  WILL: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Will Larry, and with me today is Thiv Paramsothy, Founder and CEO of Hera Fertility. Hera Fertility is a telemedicine-first provider for couples who want to boost their chances of conceiving. They deliver convenient testing, affordable at-home meds, and concierge care, helping patients overcome infertility with better odds and faster turnaround time at only a tenth of the cost of IVF. Thiv, thank you for joining me. THIV: Thank you for having me. Super excited. WILL: Yeah, I'm excited to talk about this. And I know this is a huge issue, so I'm excited to hear kind of your heart behind it, why you started the company. But before we dive in that, tell me a little bit about you. THIV: So, I was born and raised in Toronto, always loved technology and looking at different softwares and all that, but never good enough to code. But went to Waterloo, which is a fancy tech school up in Canada. That's where I really developed my passion for healthcare and tech. So, at that point, it was called, like, something nerdy like health informatics, but now people call it digital health. From there, I kind of learned what was going on in the health system, what could be better about it, and that's kind of where I wanted to focus on in my career. And then, after college, I was realizing quickly that I wasn't a corporate guy, did it for a bit, and I realized I was very much an entrepreneur. So, I started doing startups after that, and I'm now in my third one. But all my startups really focus on how do we better the healthcare system and how do we make it better for patients? WILL: I absolutely love that because I have three young kids, and it's absolutely frustrating at times dealing with the healthcare system because, I'm just going, to be honest–sometimes it's who you know or what type of money you have and things like that. And it's frustrating that it feels like, at times, you have to be at this right spot at the right time to get the certain healthcare, so I really appreciate that you are diving into this and trying to solve a huge issue. THIV: Yeah, I hear you because I see that so often. That's a lot of times what inspires me to go off and do my startup. At that time, like, Hera, exactly that was one of the reasons why we started Hera. But the way I look at it is that if you look at the healthcare system we have, it's incredible the miracles we could do and the solutions that we have and how we can save people's lives, how we can treat them to live longer. But a lot of times just getting your foot into it and finding the right care is the difficult part. And don't get me started on the barriers and obstacles that are there, from cost to just pure access. So, that's what really motivates me because, in my mind, I'm like, oh, this should be available to the masses, and that way, you know, society grows. Everyone is happier. And I think then we move along and become better. WILL: Yeah, definitely. Were there friends, family that were going through this that kind of helped you, like, say, "I need to create this company to help the healthcare?" or what was the reason behind starting Hera? THIV: Yeah. So, with Hera, what happened was I was at that age where all my friends and family were moving to the next chapter of their life and wanting to build a family. A lot of them were coming to me and talking to me and telling me this. And I've become that person where a lot of times, if they need any advice on where to go, what clinic to attend, or what doctor, I try to help there because that's kind of where my mind goes to. I'll know where the right doctor is or which is the best one, even though I'm not a doctor. I've just worked with so many of them. And so, many of my friends would come to me and share those stories. And I started to hear it more and more. And then, as I was following along in their journey, I realized, like, how hard it is for them to even enter in and get seen by someone; a lot of times, it's like a 6, 12-month wait. Then, on top of that, being able to pay for a lot of these treatments, $20,000, $50,000; if surrogacy, it can go all the way to $100,000. And then, lastly, like, just how inconvenient it is. One of the things that I was shocked by was, like, how many people had to quit their jobs to go through treatment; 1 in 5 is the latest stat to go through something like IVF. So, all these things are against them, but what really stood out to me was the people that needed help for fertility were probably the most driven and resilient people. And, look, I'm an entrepreneur. I have to be resilient, but I think these people are even more resilient. And so, for me, I was like, there's got to be a better way for people that are going through infertility. That's really what drove me to start a company, quit my job, do the whole shebang there. WILL: I wanted to paint a picture because I'm kind of tearing up already thinking of some of the people who've gone through that journey because, like you said, it is not an easy journey. Can you paint the picture of kind of what that journey looks like? Because, from my experience, I know it's not like, oh, I need to go get IVF. It starts way before that, many doctors' appointments. It's a whole thing. I want the audience to kind of hear the whole story and paint that picture of what someone who needs IVF or anything in that category what they're going through. THIV: Where my mind goes to is think of a couple who, like, just got married or been in a long-term relationship, and now they've decided that they want to start having kids. What typically happens is, you know, usually, you just go, yeah, we're going to try, and then that's what they do for that time. And so, they're happy. They're excited because this is, like, a new chapter. And what I picture is as they're trying, they just keep trying. And they're, like, constantly every month or every so often when they're checking, using pregnancy tests, they're just seeing the negative result, negative result, negative result. And so, that just keeps happening over and over again. After that point is when they go, okay, maybe we need to seek some help. What ends up happening is they go to a doc, and a doc goes, "Hey, just keep trying." That's literally the advice you have to give. That's based on the guidelines. So, no test. Nothing. It's just the fact that it will happen on its own. Don't stress. And so, they keep doing that, and they keep seeing negative results. And that happens for a long time. Most people end up doing is they spend about three to four years on this journey. And where it really tests you, it tests your, you know, relationship with one another. It really questions yourself. You know, on the woman's side, like, they feel lonely. They feel like when they go to events, they see other people celebrating. They're getting pregnant. They're frustrated as to why. So, it puts emotional toll there. And then, also, for the man, it puts a lot of pressure and makes them question their masculinity. This ends up happening. From there, they start getting testing done. It just becomes very clinical. They start understanding, okay, they may need to now do some sort of treatment. It becomes like a job, another job for a lot of times. And that's what we kept seeing with people, and I saw for many people as I was helping them on their journey. It's really a stark contrast to what, I think, most of us have in our head of, like, when you want to build a family where it should be joyful, and loving, and exciting, and easy. It's not. It's a hard path for people where you have to be resilient. So, I hope that that paints a picture. That's what I feel, and that's what motivates me to keep trying to figure out a better way and why we started Hera. WILL: Yeah. The people I've talked to and been around that's kind of the same story. And you're spot on when you say they start questioning themselves. Like, "Is it me? Did I do something wrong?" And it's heartbreaking because you're like, "No, you did nothing wrong." And so, yes, I am so glad that you shared that and that you're doing something about it. So, can you kind of go into what is Hera doing to help the situation? THIV: What we are doing we're a telemedicine-first provider. So, what we do is, one, is that through our app, you're able to access the care you need right away. So, that means if you are being told, "Keep trying," but you want to know if there's something wrong, we have testing there. If you want to know, is there things that I could do or take that will improve my chances? We have our supplements and medications that we can provide to you and deliver to you and have you follow a treatment plan. If there are more things that we need to do, like go to a clinic and get IVF, through our app, you're able to do that. We're able to find you and coordinate all that. But really, we're a companion as you go along in this journey to sift through and provide the solutions that you need. The big thing that we've been really focused on, because we've learned this through our research, and my co-founder ran a fertility clinic for 20 years, is that most people think if you are having trouble, you have to go through something invasive like IVF, or you have to keep trying. But really, what's happening is that only 5% of infertility cases need something like IVF. And what you actually can do is that with a special set of medications taken in a certain way with our plan that spells it out for you, you can be successful. Improve your odds two to three times is what we've been seeing. So, that's really where we're honing in on: Can we improve your chances of getting pregnant? And that has all these different pieces to it. And so, I think that's what our members really like is that, one, they get educated on what's going on and what they can do and pick options. But then they know that if they're with us and they're following our instructions and taking the medications and everything, it will improve their chances. And so, then, hopefully, they can get pregnant. WILL: I love that because there's nothing more frustrating than knowing your body and knowing, hey, something's wrong, and someone's telling you, "Oh, just keep trying, like, just keep doing it." So, I love that you're stepping in and educating them because I feel like, especially in our healthcare, a lot of issues that I've seen is because people are not educated on, hey, that's not the right path to be going down, or there's another way to do it, and you just didn't know that. So, I'm glad that you're offering that next step. That sounds amazing. THIV: Thank you. I think you said it the best right there. It's that next step. People want to do something. The most frustrating that we kept seeing and hearing from people is just being told to do the same thing. Isn't that the definition of insanity? WILL: Yeah [laughs]. THIV: For us, we want to provide something so they could take that's safe, reliable, and has shown effectiveness. And along that, they could talk to someone and make sure and be reassured as they go along in this journey, as they have more and more questions, what else can they do, and just really feel empowered on this infertility journey. WILL: That's awesome. So, how long have you been around? How long have you been a company? THIV: We're getting up to two years. Our two-year anniversary is coming up. So, we started in April 2022 really testing out what could be the right solution here. You know, as someone who has done a few startups in my past, the first rule I would say is you never fall in love with the first idea, but you go off and test it, and find out, and interview, and keep iterating. And so, we did that for some time and learned so much. I think I've talked to now thousands of people on their fertility journey. And, you know, as we were going along, we realized we had something special with this telemedicine-first approach. And so, we launched officially in August, I believe it was 2023, our app with the clinicians and everything after beta testing it for some time. And now, we have a group of patients going through our program in about 12 states, and we are expanding as we go along. We'll hopefully get to the 50 states by the end of the year. WILL: Wow. By the end of the year, that's amazing. THIV: Yeah. Because we're getting a lot of people wanting it in all parts of the country, but we wanted to really focus on the areas where you won't have that access. So, to your point earlier, you know, a lot of people we've seen so far were telling us, "Hey, I don't have a fertility doctor near me. It takes me five hours to get to one, let's say. And so, I feel hopeless. I feel like I have to do that, and I shouldn't have to." And so, that's where it's this piece of, like, knowing where you're supposed to be going or getting access and not having these barriers in front of you. And so, for us, we're really focused on those states where access is a big issue for these services. And so, we're in Texas. We're in Kansas. We're launching in New Mexico now, places like that where you won't see too many fertility clinics in a lot of areas. WILL: That's very interesting, and I'm glad you brought it up because I was going to ask you about that because I know you kind of specialize in the telemedicine portion of it. And I'm from Louisiana, so kind of familiar with Texas, and I used to live in Kansas. And so, those places are not the most...ther…

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    513: Custom Fit, Global Impact: MADE TECH's Apparel Innovation with Dustin Butcher Feb 22, 2024
    Show notes

    Host Victoria Guido interviews Dustin Butcher, CEO and Co-Founder of MADE TECH, a company revolutionizing the performance apparel industry through custom and made-to-measure automation technology. Dustin shares his journey from working in the outdoor industry and running a creative agency to founding MADE TECH. The company's mission is to provide performance apparel that perfectly fits the wearer's body, addressing a common issue where standard sizes fail to accommodate individual body shapes and sizes, particularly in sports where fit and movement are crucial. Dustin discusses the inspiration behind MADE TECH, which stemmed from personal experiences with ill-fitting outdoor apparel during activities like ski touring. He highlights the company's focus on inclusivity, allowing for 100% size inclusivity and addressing the needs of a broad spectrum of body shapes and sizes. This initiative caters to individuals who traditionally struggle to find performance gear that fits and opens the door for brands to offer more inclusive product lines. Dustin's background in the outdoor industry and encounters with the limitations of standard sizing in apparel led to the development of a technology-driven solution that customizes clothing to the individual's measurements, enhancing performance and comfort. The conversation also touches on the industry's broader implications of custom and made-to-measure apparel, including sustainability and waste reduction. Dustin elaborates on MADE TECH's business model, which initially targeted direct-to-consumer sales but has pivoted towards partnering with established brands to offer custom-fit options. This strategic shift aims to leverage brand trust and reach a wider audience, promoting inclusivity and personalization in the performance apparel market. MADE TECH Follow MADE TECH on LinkedIn. Follow Dustin Butcher on LinkedIn. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript:  VICTORIA: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. And with me today is Dustin Butcher, CEO and Co-Founder of MADE TECH, powering the future of performance apparel with custom and made-to-measure automation. Dustin, thank you for joining me. DUSTIN: Oh, thank you so much for having me, and I'm excited to be here. VICTORIA: Wonderful. Yeah. So, why don't you just introduce yourself a little bit more and tell me about your background? DUSTIN: Yeah, of course. So, as you mentioned, I'm one of the co-founders of MADE. We have built technology that enables the automation of custom and made-to-measure performance apparel. So, similar to how you could, like, you know, go online and design a custom suit or something like that and get it made to fit your body, we do that for performance apparel so that the product that really matters if it fits you properly and that sort of thing, and, you know, so that might be outdoor apparel, motocross, yoga. Whatever sport it is that you're into that, you need your apparel to move with you; that's what we fuel. And so, we're working with a bunch of different brands in that space to do that. My background, I came from the outdoor industry; always been in the outdoor industry since I was able to hold a job, originally just at ski resorts and stuff as a lifty and as a waiter, and all those types of classic, you know, teenage jobs. And then I worked in-house at a bunch of outdoor companies, Voilé, a little backcountry ski company here in Salt Lake, and then Black Diamond, and Gregory Packs, and Petzl, and kind of worked around the industry a bit. And then for the last 12 years, I ran a creative agency, specifically in the outdoor industry, working with a lot of those same brands and other brands in kind of communicating their value to the outdoor customer. And so, and then we kind of rolled into MADE, had this idea, connected with my co-founders, and really built it from there. VICTORIA: I love hearing about people building careers in the outdoor industry, something really close to me personally. I also got my first few jobs from rock climbing and having competed as a young adult and then walking up to businesses and saying, "Hey, you have a climbing wall. Like, you should hire me, and I'll run your climbing wall." And they're like, "Okay." [laughs] So, it just, like, brings you so much confidence and such a great community to be a part of. And so, you're talking about creating clothes that move with you. Can you tell me a time when you were doing something, some kind of performance sport activity, and you were like, "Wow, whatever I'm wearing does not fit me. This is really affecting my performance and my ability to do this sport"? DUSTIN: Yeah, I probably have too many of these stories. And what's interesting about that is I'm a pretty traditionally medium guy. I'm 5'11. I'm 170 pounds. Like, I should generally fit into mediums, but I'm just in that weird spot where I always kind of feel like, am I a medium or a large in this? My torso is a bit long. So, my primary sport is ski touring, like, backcountry skiing. That's what I love to do. That's where I spend my time and my focus and a lot of that kind of stuff. So, I've had lots of experiences where I might be climbing up a [inaudible 03:08], and my jacket comes up a bit on my lower back and exposes my lower back, and it's cold. And so, then I got into defaulting where I wear, like, one-piece base layers, so I can never expose my skin directly. But it's like, the ultimate solution really was to have properly fitting stuff. The original concept for MADE came from I was out on a ski tour with some friends, and I was wearing a pair of pants, some soft shell pants that I loved the fit of. But the feature set wasn't there, and they were, like, Alpine climbing pants. They're not even designed for ski touring. They didn't fit over my ski boot. They looked a little bit silly, but I loved the fit, like, in the leg. And they didn't have like, you know, a beacon pocket and those types of things that I would want. But I do have this other pair of ski touring soft shell pants that I wear most of the time that fit terribly but have all the features that I want. And it was like, ah, man, I wish I could, like, determine exactly what I need as a skier and then, you know, would have the confidence that it was going to fit me perfectly, that sort of thing. And that's really where it kind of started. It was a very selfish, like, how can I get the thing that I want? You know, I connected with my co-founders, both of whom came from Arc'teryx to start this with me. And we really got to thinking, and it's like, wow, with this type of system, we can make a really big impact as far as like, we can be 100% size-inclusive. There's not body shapes or sizes we can't meet with this type of system. And so, then it really opened a lot of doors as far as, like, what we can do and how we can connect this. And that's when we all kind of came together on this idea and said, like, "This matters, and we're the ones to build it." VICTORIA: I love that you're trying to fit something that works for you, and you realize having that ability could make it inclusive for everyone. And I wonder if you could share more about what you know about sizing in the clothing industry and, how that's developed over time, and how it may be really limiting who has access to the products that you're selling and the activity that those products allow you to do. DUSTIN: It might sound like a crappy, little history lesson, but, you know, the further back we go...before the industrial revolution, clothing was made to fit the individual, you know, you'd go to a tailor, and you'd tell them what you need the product to do for you, and they'd measure you and make the product. And then we got into this mass manufactured thing, which is great as far as, like, efficiencies and economies of scale, and all that kind of stuff. And so, we can get stuff cheaper and still, like, high-level product, but we got into this standardized system. And then companies deal with this challenge of like, okay, what is our small? What is our medium? What is our large? And finding those things and trying to meet the needs of the bell curve but also knowing that for every individual person, they're not meeting that person's fit needs, right? They're trying to fit as many people within the primary sizes as they can, and that's part of the challenge. One of the things that we've run into in performance product, especially, is that, like, there are massive swaths of people that simply cannot get good performance product in their size. 68% of North American women are over a size 14, and it's really hard to find good ski outerwear, as an example, for a plus-size individual like that. And that's not even that plus size. That's an average, like, that's 68%. Like, we're not talking about like, oh, these are the ends of the bell curve. These are people who want to get out and do things, and they've been unable to do it because of clothing. What a silly reason to not be able to do the sport that you're excited about, or even to go spend time with your friends and family, or whatever it might be, like, your motivation, but, like, what a bummer of a reason to not be able to do it. So, those are the things we're trying to solve through our system is saying, like, "Hey, we can work with these existing brands, and they can now offer stuff that is fully inclusive, meets all of their quality expectations, all of this, and still comes in with a very reasonably priced product." You know, it's not what you think custom would be where it's like, oh, it's going to be five times the cost of the ready-to-wear product. No, we can come in at the same price or very similar with these brands and allow them to make options that meet the needs of all different shapes and sizes. VICTORIA: Well, I can really relate to that because some of the clothes that I would wear for climbing or even yoga are coming in at a very high price point already. And I recently tried on a set of clothing from a retailer who's normally, like, known for yoga and outdoors equipment. And I was just surprised at how it seemed that they wanted the person who fit these clothes to be very narrow all the way through [laughs]. And I was like, wow, I'm struggling to fit in these clothes. And, like you said, like, I feel like I'm pretty average, and that was frustrating, and especially, like, getting clothes like that it can really deter people from participating in the sport and participating in outdoor activities altogether. So, I think it's really cool that you are going down that journey. Let me ask you, how did you get the original idea for MADE TECH, specifically? DUSTIN: So, first, we had to determine, is it possible? Can you make a system that would automate the creation of a custom pattern, all of that kind of stuff in really technical product, right? We know it can be done in suits and jeans and that sort of category that's more of a simple cut-and-sew. Whereas when you get into technical product where you're dealing with waterproof fabrics and seam sealing, you know, in a ski jacket, there's, like, 200 pieces of that product versus two pieces that get, like, pushed together and sewn between, right? Like, it's really, really complicated stuff. So, we started with that kind of hypothesis is, yes, we can figure this out, and we did that under a D2C brand, MADE Outdoor. It's madeoutdoor.com. It's now been live for almost two winters, and we've made a bunch of product and a bunch of people happy. And, you know, we had some really early success with really tall, thin dudes, you know, like, that 6'6, you know, I'm sub 200 pounds or something. I'm really thin. And that person has been kind of forced into wearing a triple XL jacket for so long. So, they're pretty psyched. And so, like, we've had some of those early wins, and that was really kind of like, okay, we tested it. We've proven this system works. And so, it's really just been in the last six months that we've said, like, okay, now where do we make the biggest impact? How do we make that change in the industry and in these opportunities to participate in these sports? And that's not through our own brand. That is one piece of it. Sure. But the larger opportunity is for us to work with existing brands that have that consumer trust already that, you know, like, "Oh yeah, I've worn this brand for however many years, and I have that trust, and I love the brand. And now I can get something that fits me perfectly." Or it's that person that's like, "Oh, I've always worn this brand because it fits me, but I really would love to wear this other brand, but I know it doesn't fit me properly." And so, it opens doors for people to kind of like say like, "Okay, what's the brand? What are the materials? What's the brand ethos that really connects with me? And be able to go there and not have fit be the reason that I can go with one or the other." VICTORIA: That's really interesting. So, you started with originally direct-to-consumer custom ski and snowboard wear and, found your initial success, and then identified a pivot point where you could expand and do direct business-to-business and make other brands more inclusive as well. DUSTIN: Yeah, that's the big idea, right? And it doesn't need to be my name or our brand name on the thing. Like, what we've built, like, there's just an opportunity for an impact here that's bigger than just us. VICTORIA: I love that. And it makes me want to ask you, what other core values drive your everyday decisions as you go about your process here? DUSTIN: Yeah, the three kind of pillars we think about anytime we are working on something, and really that kind of drive our whole system at MADE, is inclusivity, sustainability, and personalization. I should come up with a better way to say that, but it's those three, right? So, on the personal side, we want you to have the thing that you need. Your setup for some climbing clothing is going to be different than mine. You're going to want to set things up differently. And maybe you are a boulderer, and I am a big wall climber. Yeah, we have different needs for what we have. And so, we want you to be able to kind of define that rather than just being a designer in some boardroom somewhere. So, that's the personalization side. The second is the sustainability side. 30%, and this sounds outrageous, but 30% of apparel is never sold to an end consumer. And it eventually gets destroyed or sent to the landfill, which obviously has a massive sustainability impact, not only for that product to how do you dispose of that kind of thing, but also just, like, we made it, and it took time, and it took money, and it took human hours and all that kind of stuff. So, that's a huge opportunity for us because everything that is made through the MADE system it already has a home. Like, we never make a thing...if any of our brands are using our system, they only make things that already have a home. So, that's a huge win. We immediately take off that 30% of overproduction, right? And then the inclusivity stuff we've talked about already, but it's like, we just want people to be able to do the things that makes them happy. And it's…

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    512: Unboxing thoughtbot's Revolutionary Design Sprint Kit Feb 15, 2024
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    In this episode of the Giant Robots Smashing Into Other Giant Robots podcast, hosts Will Larry and Victoria Guido discuss the intricacies of product design with thoughtbot's Senior Designers, Rami Taibah and Ferdia Kenny. They delve into the newly launched Product Design Sprint Kit by thoughtbot, which is designed to streamline and enhance product development. Ferdia and Rami explain how the kit aims to compress the design process into a focused five-day sprint, allowing teams to move from idea to user-tested prototype efficiently. They discuss the genesis of the kit, its components, and the rationale behind making it openly available. Towards the end of the episode, the conversation shifts towards the broader implications of design in product development, the iterative nature of design sprints, and the value of user feedback in guiding product decisions. Rami and Ferdia share real-world examples where product design sprints led to significant pivots or refinements in product strategy, emphasizing the critical role of user testing in uncovering genuine user needs versus presumed functionalities. Follow Rami Taibah on LinkedIn. Follow Ferdia Kenny on LinkedIn. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript: WILL:  This is the Giant Robots Smashing Into Other Giant Robots podcast, where we explore the design, development, and business of great products. I'm your host, Will Larry. VICTORIA: And I'm your co-host, Victoria Guido. And with us today are Rami Taibah, Senior Designer at thoughtbot, and Ferdia Kenny, Senior Designer at thoughtbot, here to talk to us about the newly released Product Design Sprint Kit from thoughtbot. Ferdia and Rami, thank you for joining us. Why don't you introduce yourselves a little bit, tell us a little bit about each of your background while we get started? FERDIA: I'm Ferdia. I'm a product designer at thoughtbot. I've been with the company for nearly three years now. I'm based in Dublin in Ireland, but I'm from the West Coast of Ireland. Happy to be on the podcast. It's my first time coming on, so that'll be a new experience. RAMI: Yeah, so I'm Rami Taibah, and I am also a senior designer at thoughtbot for nearly two years. I'm also from the West Coast, like Ferdia, but I didn't move. I'm still where I'm from [laughs]. VICTORIA: Yeah, so just to get us warmed up here, why don't you tell us something interesting going on in your lives outside of work you want to share with the group? FERDIA: For me, I'm trying to do a bit of traveling at the moment. So, one of the benefits, obviously, of working with thoughtbot is that we are a fully remote company. As long as we're kind of staying roughly within our time zones, we can kind of travel around a little bit. So, I'm actually in France at the moment and going to Spain in March. So yeah, I'll be working from a couple of different spots, which is really cool and a lot of fun. RAMI: Yeah, it's pretty cool. I always see Ferdia, like, having these meetings in, like, these different locations. Just a few months ago, you were in Italy, right? FERDIA: Yeah. Yeah [laughs], that's right, yeah. RAMI: Yeah. So, for me, well, first of all, I got a new baby, new baby girl, exactly on New Year's Day, so that's interesting, going back home every day and seeing how they evolve very quickly at this age. Another thing is I've been doing a lot of Olympic weightlifting. It's probably one of the consistent things in my life since COVID. I was a CrossFitter. I got out of that, thankfully. But coming back into, like, after quarantine, weightlifting seemed like a good choice because it doesn't have the social aspect of CrossFit, and I can just do it on my own. WILL: How is your sleep? RAMI: I'm a heavy sleeper, and I feel guilty about it, so no problems here [laughs]. WILL: Yeah, that was one thing I'm still trying to recover from–sleep. I love my sleep. And so, I know some people can do with little sleep, but I like sleep. And so, I'm just now recovering, and we're almost two years since my baby boy, so [chuckles]... RAMI: Yeah, I'm a heavy sleeper. And I tell my wife, like, we have this understanding, like, if you ever need anything from me besides...because she has to be up for, like, breastfeeding, just kick me. I'll wake up. I'll do whatever you need [laughs]. WILL: That's awesome. VICTORIA: So, my understanding is that if you want to get better at any sport, if you get better at deadlifting, that will help you progress in your sport pretty much. That's my [laughs] understanding. I don't know if you all feel that way as well. RAMI: Oh, I never heard that. But I do know that these three, like, three or four basic lifts just basically boosts you in everything else, like, deadlifts, back squats. And what was the third one? Bench press, I guess. FERDIA: And pull-ups as well, I think, is a compound exercise. I just hate like this. I look for an excuse to skip them, so...[chuckles] VICTORIA: Yeah, the four essential exercises, but it doesn't mean that they're fun, right? FERDIA: [chuckles] VICTORIA: Yeah. And then, Will, I heard you were also training for a new activity, the 5k. WILL: Yeah, I'm going to run a 5k with my best friend. He's coming into town. So, I'm excited about it. I've always tried to do running, but my form was horrible, and I'll get injured, tried to do too much. And I think I finally figured it out, taking it slow, stretching, making sure my form is correct. So, it's been good. I've enjoyed it. And it's interesting looking at what I'm doing now versus when I first started. And I was like, whoa, like, when I first started, I couldn't even run a mile, and I'd be out of breath and dying and just like, ah, and then now it's like, oh, okay, now I'm recovered, and I can walk it off. So, one thing it's taught me is just consistent, being consistent because I feel like with working out and running, you have this, like, two-week period that it's just hard. Everything hurts. Your body is aching. But then after that, your body is like, okay, you're serious. Okay, then, like, I can adjust and do that. And then once you get over that two weeks, it's like, oh, okay, like, still, like, sometimes I still push it and get sore, but for the most part, my body is like, okay, I get it. Let's do this. And then now, compared to before, now I'm just like, I can't stop because I don't want to go back through that two weeks of pain that I started at, at the very beginning. So, yeah, it's been a very good journey. I don't know how far I'm going to go with it. I don't know if I'm going to go a full marathon or a half marathon. I will increase it and do multiple races, but yeah, I don't know how far I'm going to go with it. VICTORIA: Well, it's interesting. It reminds me how, like, anytime you do something new, you're forming new neural pathways in your brain, then you can get in a routine, and it becomes easier and easier every time you do it. So, I'm going to try to relate this back to our Product Design Sprint Kit. It's like a set of exercises you can learn how to do that might be difficult at first, but then it becomes a part of the way that you work and how you build products, right? So, why don't you tell me a little bit about it? Like, what is it? What is the product design kit that you just came out with? FERDIA: The PDS kit or the Product Design Sprint Kit it was something that I'd kind of been playing around with in investment time for a while, and then spoke to Rami about it a couple of months ago, and he got on board. And it really accelerated what we were doing. And it was basically, like, a product design sprint is a known process in design and product design and product development. I think it was started by Google. And, essentially, the concept is that you can take an idea that you have for something new and, in five days, go from that idea to creating something that can be user tested, and so getting real kind of validated feedback on your idea. Yeah, so try to do it in a compressed timeframe. That's why it's called a sprint. So, you're trying to do it within five days. And the concept for kind of creating a kit that we could share to people beyond thoughtbot was that we tend to repeat a lot of the same instructions in each sprint, so we're running very similar exercises. The outcomes are slightly different, obviously, depending on the customer, but the exercises themselves are pretty similar. So, the [inaudible 06:42] kind of when we're talking to the customer are often very much the same. And we just thought that we get a lot of inquiries from start-ups, I think probably maybe even more so in Europe, before they're funded and looking kind of for the first step. Like, what can they do? So, a lot of them, if they're not in a position to, say, pay for some of our design team to come on with them and run a sprint with them, we thought it'd be cool to be able to give them, well, you know, this is something free that you can run yourself with your team and will kind of get you on the ladder. It will hopefully give you something that you can then take to an investor or somebody that could potentially fund a kind of bigger sprint or maybe even an MVP build. WILL: Let me ask you this: Why is design so important? So, if I'm a developer, or a CTO, or a CEO of whatever, why should I be an advocate for design? RAMI: Well, over here at thoughtbot, we do a lot of iterative design. I think that's a key factor that we should take into consideration. With iterative design, it's the idea of designing something based on a validation or based on a user and doing it quickly and testing it to get feedback from the user or from the market and adjust from there, instead of just designing something in, like, a silo and releasing it after six months and then discovering that you went off course four months ago. And that will cost you a lot of time, a lot of money, a lot of agony, I guess [laughs]. And it just generally will become a very frustrating process. I've seen clients before thoughtbot where they come in and they've been working on this thing for six months, and they're just not releasing and pushing the release for month on month just because the CEO does not feel like it's at par with what he's using on, like, everyday apps. And he's, like, looking at, oh, I want to look like Instagram, or feel like Instagram, or feel like whatever they like when, in reality, products don't evolve that way. And Instagram has already, I don't know, 12 years of development and design behind it. And you can't possibly expect your app that you're launching for your startup to feel the same, look the same, and all that stuff. That's why design is important. So, you just discover early on that you are on the right path and always correcting course with different design techniques, including the PDS. FERDIA: What you're talking about there just de-risks a lot of stuff for people when they're trying to create something new. You could have the, you know, a really, really impressive product under the hood that can do a lot of really technical stuff. But if it's very hard to use, or if it's very hard to kind of tap into that magic that you've built on the development side, people just won't use it, and you won't be able to generate the revenue you want. So yeah, the user experience and kind of the design around that is really important to get people actually using your product. VICTORIA: Yeah, I can relate to what you all have said. I've talked with founders before, who they maybe have a lot of experience in the industry and the problem that they are trying to solve. They think I know what it should look like. I just need developers to build it. But the activities you described about the product design sprint and creating something where you can go out and test that theory, and then incorporate that feedback into your product, and doing it within five days, it seems like a really powerful tool to be able to get you on the right path and avoid hundreds of thousands of dollars of development spend, right? FERDIA: Yeah, 100%, yeah. And, like, a typical outcome for a product design sprint will never be a fully polished, like, perfect design. That's just...it's not realistic. But what you will hopefully have by the end of that five days is you will know, okay, these are, like, five or six things that we're doing right, and these are things we should keep going with. And maybe here are three or four things that we thought users would like, or potential customers would like, and we are actually wrong about those. So, we need to change those things and maybe focus on something else. So, as Rami said, design is an iterative process that is like your first iteration. But getting that feedback is so helpful because, as Rami said, if you spend six months developing something and figure out that 4 of the ten things that you built weren't needed or were wrong, or customers just didn't want them, that's a really, really expensive exercise. So, a design sprint, kind of if you're to do them on a continuous basis or every couple of months, can be a really helpful way to check in with users to make sure what you're committing your resources to is actually going to benefit them in the long run. RAMI: Yeah. And I would also like to add, like, one of the outputs of a design sprint is a prototype. To me, I'm always like, seeing is believing. It's just better to have a prototype as a communication tool within the team with clients, with customers, with users, instead of having, like, a document or even just wireframes. It just doesn't really deliver what you're trying to do, like a prototype. FERDIA: Yeah, 100%, Rami. And, like, on the prototype, like, a good comparison that people, if they're not in product development, might have seen it's like if you're building a house, like yourself, Victoria, a lot of architects will give you two-dimensional plans. And for people that aren't in the building industry, plans can be difficult to read or difficult to visualize what those actually look like. But if you can give someone a 3D representation of the house, you know, they can see, oh yeah, this is what it's going to kind of look like and what it's going to feel like. And the prototype that Rami is talking about gives you exactly that. So, it's not just this is our idea; it's, this is actually what the thing could look like, and what do you think of that? So yeah, it's definitely a valuable output. VICTORIA: We're having this debate about whether or not we need a designer for our renovation project. And I'm very much pro [laughs] designer. And maybe that's from my background and being in software development and, like, let's get an expert in here, and they will help us figure it out [laughs], and then we'll make less mistakes and less expensive mistakes going forward. So, I think there's a lot of analogies there. So, this product design sprint is a service that we offer at thoughtbot as well, right? We do workshops and meetings together with the client, and you all have this idea to record the videos and put all the content out there for free. So, I'm curious how that conversation went within management at thoughtbot and how did the idea really get started and get some traction going. FERDIA: The benefit of the Product Design…

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    511: Tele911: Pioneering Remote Emergency Care with Dr. Ramon Lizardo Feb 08, 2024
    Show notes

    Victoria Guido hosts Dr. Ramon Lizardo, CEO of Tele911, to discuss his company's innovative approach to emergency room diversion. Dr. Lizardo shares his journey from being a physician frustrated with the inefficiencies in emergency care to leveraging technology for better healthcare delivery. Tele911 is a service that transforms how emergency responses are handled. Rather than transporting patients to hospitals for non-critical care, Tele911 facilitates on-site treatments through paramedics equipped with iPads, allowing doctors to provide remote consultations, streamlining emergency services, and reducing unnecessary hospital visits and costs. Dr. Lizardo's motivation for founding Tele911 was driven by personal experiences and the desire to improve emergency healthcare delivery. He recounts the challenges of pioneering in digital health, particularly the initial skepticism from investors and potential users about remote medical services. The COVID-19 pandemic became a turning point, accelerating acceptance and demand for Tele911's services, and Dr. Lizardo discusses the challenges of scaling the service, maintaining data privacy, and the importance of a values-driven approach to business. Tele911 Follow Tele911 on LinkedIn, X, Instagram, or YouTube. Follow Dr. Ramon Lizardo on LinkedIn. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript: VICTORIA:  This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. And with me today is Dr. Ramon Lizardo, CEO of Tele911, the leader in emergency room diversion. Dr. Lizardo, thank you for joining me. DR. LIZARDO: Hey, Victoria. Good to connect with you once again. How are you? VICTORIA: I'm good. It's raining in San Diego, so, unlike the song, it does happen sometimes in Southern California. DR. LIZARDO: [laughs] But I love San Diego, by the way. It's one of those places where I feel like you have literally the perfect weather and perfect access to food. I'm a fan of Mexican food. And you can literally get the best Mexican food from, like, all of the trucks in San Diego. I truly believe that. VICTORIA: That's true. The only better place to get Mexican food in San Diego is just to go to Mexico. You -- DR. LIZARDO: There you go [laughter]. VICTORIA: Yeah. I actually went to a startup event that was in Tijuana on a Tuesday night and just walked over the border and walked back, and it was great. DR. LIZARDO: That is awesome. VICTORIA: [laughs] DR. LIZARDO: You know, there's a lot of expats living there now. It's really interesting, in Baja, California. VICTORIA: Yeah, there's some back and forth there. And yeah, so just give me a little bit about your background and a little bit more about Tele911. DR. LIZARDO: I'm a physician by training, but I've been in tech for about 15 years now. Tele911 is basically the child of a parent that was really frustrated with their specialty. So, I signed up for emergency medicine, and I realized a lot of what was happening was primary care. That led me to pursue a career in consulting. I worked at one of the Big Fours, interned at McKinsey, worked at Deloitte. Then, I started or joined a series of other startups that were very successful. About three exits in, I said, hey, remember that idea that actually got me out? Being frustrated in ER because a lot of these patients didn't need to go to the hospital but were there. Well, this is how this comes about. Tele911 is basically the product of a lot of frustration, but a lot of innovation. And now we're pretty much reshaping history. In California, Texas, or Florida, when a patient calls 911 now, an ambulance shows up, but instead of being taken to the hospital, they're actually seen at home in something called treatment in place. We're the doctor on the iPad of the paramedic. VICTORIA: So, thank you. That's a great interest. So, you had this background in consulting, and you had this experience as a physician, and then you decided to solve this really big problem with the cost around emergency rooms. So, before we dive into more around Tele911 and what you're doing with it, I thought we could warm up a little bit by just telling me, what gets you up in the morning? DR. LIZARDO: [laughs] What gets me up in the morning? Well, I'm blessed because I have a two and a six-year-old. So [laughs], the truth is they're the ones that get me up. They usually wake up way before I do. So, if you come to this house about 5:15, 5:30, I feel like everyone's awake, and if you come to this house at 9:00 p.m., we're fast asleep. But what gets me up in the morning is that, above all, I'm a father and a husband. I also run the nation's largest ER diversion company, which operates 24/7, and emergencies happen throughout the night. So, depending on what's happening throughout the night, I'm either up at 2:00, 4:00, 6:00 a.m. But what fuels me, though, every day is two things. One is I want to be an excellent husband and father, and I want to be present for everything that I can, especially when I'm home what's happening in my family's life. But two, I'm part of this company that's changing the landscape of healthcare. You know, I've been part of other companies, but this is really one of those legacy events in life where I'm building something that's really changing the way healthcare is being delivered. And I understand that's my personal mission, and that's something that I strive for every day, and because of that, that drive just comes naturally. I'm working on something that's way bigger than me, something that my kids are going to be reading about 10, 20, 30, 40 years from now, and probably they're going to say, "Yeah, that was innovative back then [laughs], but now this is how we receive healthcare, which is awesome." VICTORIA: That's cool. So, it's like the impact your company's having and the drive to be a part of your family and, of course, your kids waking you up in the morning. And is it all of that, or is it also the chickens? Because I had chickens growing up. DR. LIZARDO: [laughs] VICTORIA: And they would always, like, crow, like, really early in the morning. DR. LIZARDO: [laughs] Yeah, Victoria, that's awesome. If you come to this house at 5:45, what you're going to see is me in a robe in the middle of a snowstorm, at least for now, going out and changing the water of the chickens. So, one of the things that we've done with our household is made it more of a sustainable household. There's a living thing in every one of these rooms in our house. There's a guava tree growing in our living room, literally, a tree from the tropics growing in Princeton. There are citrus trees growing in our dining rooms. We grow about 30 different types of vegetables and fruits on our property. And we also have livestock like chickens, which, honestly, I think we've learned that when we see things grow, we're more inclined to try them and taste them. You know, over the weekend, we had our neighbors, and one of the neighbors was like, "You have an actual olive tree from Italy growing in your..." it's about eight feet in our family room...sorry, in the kids' playroom. They were like, "I've never seen that before." I basically told them, "You should come back in a few months and pick some olives." We love this ecosystem that we've built around sustainability, and it basically has brought our family together in order to work on things like trying to figure out how to grow these trees inside our house and outside our house. VICTORIA: It must be such a cool experience for your kids to see something grow from a seed into something they can eat and, interact with and enjoy. And to bring it all back, I'm wondering, what was the seed for you to decide to focus on 911 or emergency services and solving that problem that people face? And maybe describe even a little bit of, like, what is the impact of divergent and emergency room services. DR. LIZARDO: I feel like every great leader has something personal that's attached to what's fueling them, and, in my case, it's my dad. So, my dad has a heart condition, and, you know, there's been times where they've had to call 911. In the nation right now, 911 is a very antiquated and struggling system. As a matter of fact, ambulances have become very expensive Uber drivers. Eight out of every ten calls that's medically related to a 911 does not need an ambulance and yet uses one to go to the hospitals. Most people in the U.S. believe that if they call 911 and they get an ambulance, they're going to be expedited at the hospital, which is not true. So, I know, unfortunately, that one day, my dad's going to call 911 because he really needs it, or someone in my family will. And I'm basically building a system that when he calls, he's going to get a faster response. By doing that, by basically doing what we do, we actually take care of the low-level emergency so when the real emergencies come, they actually are able to go through. You know, Tele911 really tackles three things, three major problems in the industry. One is basically the pipes into 911 are overflooded. Sometimes, you're put on hold. Sometimes, you call 911, and they transfer you to another state because they're just so overrun. And basically, now we're creating pipes that actually allow them to take the real emergencies. Two, the health plans. Every health plan in the United States 80% of what they do is actually try to figure out how to keep you out of the hospital. It's called utilization management. And it's just crazy how if you look at these monster health plans, their number one rule is, 'Please don't go to the hospital,' and that's the number one thing people actually do. And, for them, what we're solving is a huge problem because now they're able to take risk and actually control their budgets a lot better and, in effect, give better rates because they know that if they call 911 unnecessarily, they're going to be treated in place. But lastly, it's because the people that are calling 911...medical debts is the number one reason for bankruptcy in the U.S. right now, and these people that are calling 911 they're going bankrupt. If you call 911 in California, in certain counties, the ambulance is $6,000, again, 6,000, even if you use it unnecessarily, let's say for a paper cut. And what I've done is basically created a company that solves for all three: for patients that need the care and basically think 911 is the only resource, for health plans that want to control these costs, but both fall for our lines. I want our lines to be free for the true emergencies. VICTORIA: So, it was a personal experience with your father and the need for that. And I can relate to that, as well as having elderly family members who have conditions, who regularly need support. A lot of trouble is even just getting people to the hospital, and they can have services delivered right there in their home. Anything in the early discovery phase of trying to solve this problem that caused you to pivot your strategy in your approach? DR. LIZARDO: Absolutely. So, Tele911 right now is the product of, you know, an idea that was written on the back of a greasy napkin [laughs] at a Bojangles in South Carolina at a medical conference. But what you see today as the nation's leading ER diversion company and one of the most successful companies in digital healthcare is a product of three failures. We actually tried this multiple times and failed. And it wasn't until COVID happened, and we realized there was an acceleration and an acceptance for video calls, that we noticed that, hey, this is actually a better way, and it can happen now. The irony of this [chuckles] is that we didn't think it was going to work so well. When we went commercial last year, we were like, maybe we could just do 300 calls. And in exchange, we started doing this by the thousands. A few months in, we're in the several thousands, and we're like, oh my God, this is working. And then, by the end of the year, we covered over 5 million lives by geography, and I realized we're on to something. Legislations passed with our name on it. So, you know, this idea that struggled, and we had to restart multiple times, we did not give up. And in exchange, I mean, we're literally making history. VICTORIA: I love that. Yeah, so pre-COVID the idea of having medical services delivered virtually, I wonder what feedback you got from investors or from people interested in the idea at that time. DR. LIZARDO: [laughs] No one wanted it [laughs]. No one wanted, you know, you show up to someone's house, and they're like, "Yeah, we're not going to take you to the hospital. We're going to have you see a doctor on the screen." They would be like, "No, I'm going," right? [laughs] Like, "This is not working." Also, even the counties, they were like, "This is too risky. What do you mean the doctor's going to be on the screen?" There wasn't a high level of adoption for something like this, and, you know, it struggled a lot. I recall pitching the idea and people coming back to me and saying, "Well, you know, I love this. Tell me when it works. Tell me when you have enough traction." You know, it's funny because those are the same people now that are on our waitlist who now basically really need this, really want this, but we let them know there are 35 million more lives in coverage based on the counties just in our waitlist. It's a testament to just how awesome this product is and how fast it's adopted, but also the true need for something like this as part of the healthcare delivery continuum. VICTORIA: Wow. Yeah. That's incredible that once you found the right fit, it became acceptable and even necessary to receive care virtually during the pandemic, and it really took off. So, now that you've gotten some initial traction and more than enough, what are your challenges that you see on the horizon? DR. LIZARDO: So, a few challenges. Let's talk about how this went from, hey, a good idea to now a standard across different states. So, for example, in certain counties, and, I mean, this happens in every state as well. I'll give you an example of Florida. The hospitals are literally two hours away. Florida is incredibly rural. They either are able to see a doctor through our telemedicine platform, or they have to go on an ambulance for two hours, and that ambulance is away for six hours, like an entire shift. So, one of the things that I've seen is a huge challenge is our product has grown expansively. So, what we do is we're basically building a larger network to be able to deliver for a larger volume. By the way, every time someone presses that button, within 40 seconds, on average, you get an emergency medicine physician that's board-certified in that state. And, I mean, that number used to be 2 minutes, then 1 minute, and now we're at 40 seconds. Eventually, it's going to be 10 seconds. I'm pretty sure myself, someone who worked in emergency medicine, can't reach my friend in 10 seconds [chuckles], but this product does, which is what's fascinating about it, that high level of care. But with that same issue, we're now doing this for the tens of thousands. And within the next two years, we're going to be doing this for the hundreds,…

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    510: The Forecastr Formula :Steven Plappert’s Path to Startup Success Feb 01, 2024
    Show notes

    Host Victoria Guido sits down with Steven Plappert, CEO of Forecastr, an online software designed to aid founders in financial modeling, which was born to help non-finance savvy founders understand and communicate their company's financial health. Despite the pandemic beginning right after Forecastr's launch in 2020, the company didn't pivot significantly thanks to extensive preparation and customer discovery before the launch. Steven delves into the operational and strategic aspects of Forecastr, highlighting the importance of balancing growth with financial sustainability, a consistent theme in their business strategy. Forecastr's significant development was integrating a strong human element into their software service, a move very well-received by their customers. Steven also outlines the company's key objectives, including cultivating a solid culture, achieving profitability, and exploring opportunities for exponential growth. Additionally, Steven discusses the importance of work-life balance, reflecting on his previous startup experience and emphasizing the necessity of balance for longevity and effectiveness in entrepreneurship. Victoria and Steven further explore how companies, including Forecastr and thoughtbot, incorporate these philosophies into their operations and culture. Forecastr Follow Forecastr on LinkedIn, X, Instagram, Facebook, YouTube, or TikTok. Follow Steven Plappert on LinkedIn. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript: VICTORIA: This is the Giant R¬obots Smashing Into Other Giant Robots podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. And with me today is Steven Plappert, CEO of Forecastr, an online software that helps founders who hate building financial models in Excel actually understand their numbers, predict runway, and get funded. Steven, thank you for joining us. STEVEN: Hey, yeah, Victoria, thanks for having me. I'm stoked to be here. What's up, guys? VICTORIA: Just to get us warmed up here a little bit, can you tell me what's going on in your world? STEVEN: Well, you know, what is going on in my world? I had a great year last year, very healthy. I have a loving fiancé, and I'm getting married this year, which is going to be super fun. And, obviously, running a business, which takes up more than its fair share of my life. But yeah, it's early Jan, so I've been kind of reflecting on my life, and I got a lot to be grateful for, Victoria, I really do. VICTORIA: That's wonderful. You know, I used to work with a VP of strategic growth who likened forming partnerships with companies as getting into a marriage and building that relationship and that level of trust and communication that you have, which I think is really interesting. STEVEN: Oh, for sure. Emily always, Emily is my fiancé, she always says that, you know, Forecastr is essentially my mistress, if you will, you know what I mean? Because, like, that's [laughs] where the rest of my time goes, isn't it? Between hanging out with her and working on the company, you know, so... VICTORIA: So, how long have you been in a relationship with your business around Forecastr? [laughs] STEVEN: Yeah, right? Yeah [laughs]. Four years with this one. So, you know, we started it actually January 1st of 2020, going into the pandemic, although we didn't know it at the time. And so, we just celebrated our four-year anniversary a few weeks ago. VICTORIA: Well, that's really exciting. So, I'm curious about when you started Forecastr, what was the essential problem that you were trying to solve that you had identified in the market? STEVEN: I'd say the main problem we were trying to solve is that, like, specifically founders, you know, startup founders, really struggle to get, like, a clear picture of their financial health or, like, just the financial aspect of their business. And then they also struggle to communicate that to investors because most founders aren't finance people. You know, like, most people that start a company they don't do it because they're excellent in even, like, business or finance or anything like that. They usually do it because, like, they've identified some problem; they've lived it; they've breathed it, you know what I mean? They're some kind of subject matter expert. They may be good at sales, or marketing, or product. But a lot of times, finance is, like, a weak part for them, you know, it's not something that they're strong in. And so, they really have a hard time, like, understanding the viability of the business and communicating the financial outcome of the company to investors and stuff like that. And my co-founder Logan and I live that because all we did all day was built financial models in Excel for startup founders working for a CFO shop called Venture First. So, that's what we really saw. We really saw that just, you know, it's really hard for folks to get this clear picture. And we thought a big part of that, at least, was just the fact that, you know, there's no great software for it. It was just like, people are using Excel, which, you know, for people that are great in finance, you know, works but for most people, doesn't. And so, yeah, I think that that's what kind of inspired Logan and I to fly the coop there at Venture First and start a company. VICTORIA: No, that's really interesting. So, you found this problem. You knew that this was an issue for founders, and you built this hypothesis and started it. I think you said, like, right before 2020, right before the pandemic. So, were there any decisions you made that once you got more information or once you got started, you decided to pivot? And, like, what were those pivot points for you early on? STEVEN: There wasn't a lot of pivoting early on, I will say. And a part of that is because, like, this isn't my first company. I started a company right out of college back in 2013 called FantasyHub. In that company, we pivoted a lot and, largely because we didn't really put a lot of forethought into that company when we launched it, you know, we didn't do any customer discovery. We just launched the company. And then we skinned our knees a bunch of times [laughs] as we scaled that company up and had to change gears a lot of times. In Forecastr, you know, we had actually been kind of building towards starting the company for 18 months. So, Logan and I actually had the idea originally in middle of 2018. And we decided at that time, look, like, we're not going to go launch this company right away because we got full-time jobs, and we might as well de-risk it. So, we spent about 12 to 18 months just doing a lot of customer discovery, kind of in stealth mode while at Venture First. After about six months, we brought it up to Venture First and said, "Hey, here's this idea for a company we have. We want to go do it." You know, to Venture First's credit, you know, rather than viewing that territorially and saying, "Hey, you know, there's a great new product line for our company," they really inspired us to go forward with it. They said, "Hey, this is great. We want to support you guys." They put some money in. We did some more discovery. We built a prototype. So, long-winded way of saying that by the time we actually got to the starting line in 2020, you know, we had 18 months' worth of really clear thought put into this thing. And we had been building in this space for years, you know, building financial models and Excel for founders. So, I think we had a great understanding of the customer. We had a great understanding of the market and the needs. We'd done our diligence in terms of distribution and figuring out how we wanted to generate, you know, a good, healthy funnel for the business. And so, it was really just kind of a matter of execution at that point. And, you know, here we are four years in, and there really hasn't been anything that we've done that's really pivoted the business that much across those four years, except for one moment, which was actually six months ago. So, in July of 2023, we did finally have our first kind of pivot moment where one of the interesting things about Forecastr versus some other solutions in the market is that we're not just a product, just a SaaS platform. There's a real strong human layer to our solution. We've always felt like a SaaS plus human model was the right model for financial modeling for startups because a lot of these startup founders don't have finance expertise on staff or inherently. And about six months ago, it wasn't as much of a pivot as it was a double down. You know, we really doubled down on that human element, you know, and now that human element isn't just through, like, a white glove onboarding and some email support. But we actually do give our customers an analyst in addition to the software that's with them for the lifetime of their subscription and is with them every step of the way. And so, that's the only time that we really made, like, a significant change into what we were doing. And it was just, I think, off the back of three years of saying, "Hey, like [chuckles], people really love the human element, you know, let's lean into that." VICTORIA: I love that you saw that you couldn't solve this problem with just technology and that you planned for and grew the people element as well. And I'm curious: what other decisions did you have to make as you were growing the business, how to scale the tech side or the people side? STEVEN: So many decisions, right? And that's why I tell people all the time, I'm like, you know, I've been a founder for 11 years now. And, in my opinion, by far, the hardest part about being a founder is that all day, every day, you have to make a bunch of decisions. And you hardly ever have enough data to, like, know, you're making the right decision. So, you got to make a bunch of judgment calls, and ultimately, these are judgment calls that could make or break your company. And it's really taxing. It's taxing on the mind. It's stressful, you know. It is not easy. So, you know, I think it's one of the really hard things about being an entrepreneur. I would say one of the most consistent decisions that we've had to make at the highest level is decisions around kind of capital preservation, fiscal responsibility, and investing in the growth. So, categorically, it's like, on the one hand, you have a desire to build the company kind of sustainably, to get to profitability, to have a healthy working model, you know, where you have some real staying power, you know. And that line of thinking leads you to, you know, be conscientious about investments that you're making that, you know, increase the burn. On the other hand, you have a desire to grow the company very quickly. You know, you have certain benchmarks you need to meet, you know, in order to be attractive to venture capitalists. And so, you have decisions that you want to make, you know, to invest in that growth. And so, I think that's a very consistent theme that's played out across the four years is Logan and I trying to walk that tightrope between growing 2 to 3X year over year and being really mindful of the company's burn, you know, both for equity preservation and just to build the company in a more sustainable way. And I think as financial professionals and founders, the finance person in Logan and I a lot of times wants to be more conservative. The founder in Logan and I, a lot of times, wants to be more aggressive. And so, we kind of just, like, let those two forces kind of play themselves out. And I think it creates, like, a nice, healthy tension. VICTORIA: That is really interesting, yeah. And sometimes you have to make a guess [chuckles] and go with it and then see the results of what happens. So, you're a financial forecasting company. What kind of, like, key results or objectives are you working towards this year with Forecastr? STEVEN: Yeah, great question. So, we're really mindful of this kind of stuff. I'd say, you know, it's something that we really consider at a deep level is, like, you have to ultimately set objectives, which are very aligning and clarifying, you know, at an executive level, and then those should kind of filter all the way down through the organization. Because so much, I think, of building a company is you have to kind of punch above your weight. You have to grow faster than [chuckles] the resources that you're putting into it might expect or whatever. I mean, you have limited resources, limited time, but you got to go really quickly. I think alignment is a big part of that, and that starts with setting clear objectives. So, we actually have three very clear objectives, really four. The first one is living up to our cultural values. You know, we're a culture-first organization. We believe that, like, culture, you know, kind of eats strategy for breakfast, that age-old kind of cliché, but it's true. It's just like, I think, you know, if you build a really good culture, people are just...they're happier. They're more productive. You get more done. So, that is our number one strategic objective. Number two is to become profitable. Like I mentioned, we want to become profitable. We want to build a sustainable company. So, by setting that objective, it kind of forces us to be conscientious about spend and only invest in areas that we think is, like, a one plus one equals three. Our third strategic objective is reach 5 million in annual recurring revenue by the end of the year. We're at 2.4 right now. We want to at least double year over year. That's kind of, like, the minimum threshold to keep playing the venture game. And then number four is unlock exponential growth opportunities. So, we definitely adopt the philosophy of, like, hey, we've got a model. It's working. We've got 700 customers, you know, we've got two and a half million in annual recurring revenue. So, like, 80% of our focus should be on becoming profitable and hitting $5 million in annual recurring revenue. Like, that's, like, the bread and butter there, just keep doing what's working. But 20% of our attention should be paid to, well, what could we be doing to, like, triple down on that, you know, to really start to create an exponential growth curve? And, for us, that stuff and, like, kind of the data in investor space, like, there's a lot of interesting things that we could do, of course, as long as it's consensual, anonymized, et cetera, safe and secure, you know, with the kind of data that we have on private companies, you know, anonymously benchmarking companies against their peers, things like that. And I think there's a really big opportunity that we have to serve investors as well, you know, and to create a better investor experience when it comes to financial reporting, also something that we think can unlock exponential growth. So, those are the four objectives that we have going into this year. VICTORIA: Well, I really appreciate that you had culture at number one, and it reminds me, you know, you said it's old adage, but it's true, and you can verify that in reports like the State of DevOps Report. The number one indicator of a high-security environment is the level of trust and culture that you have within your company, not necessarily the technology or tools that you're using. So, being a financial company, I think you're in a good position [chuckles] to have, like, you kn…

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    509: Revolutionizing Learning in Web Development with Wes Bos Jan 25, 2024
    Show notes

    Hosts Will Larry and Victoria Guido are joined by Wes Bos, a full-stack developer, course creator, and podcaster. Wes shares his web development journey, from blogging and creating a successful book on Sublime Text to developing his popular online courses and hosting the Syntax podcast. He talks about the spontaneous start of his teaching career, his approach to creating content that is both approachable and practical, and the importance of making web development accessible to all learners. Wes discusses the evolution of his career, detailing his experiences in teaching at Ladies Learning Code and HackerYou and how he transitioned into selling online courses. He emphasizes the significance of offering quality content in his free and paid courses, ensuring his teachings are relatable and helpful for real-world applications. Wes also delves into the technical aspects of managing his course platform, discussing the benefits of having complete control over his content and the challenges he faces, such as content theft and logistical issues in distributing his popular sticker packs. The conversation shifts to the role of AI in web development, where Wes highlights its impact on coding efficiency and the need for developers to adapt to AI integration in applications. He advises beginners in web development to be wary of over-relying on AI, emphasizing the importance of understanding the fundamentals of coding. The episode concludes with Wes offering advice for content creators in the tech space, stressing the importance of sharing knowledge and its positive impact on the community. He encourages listeners to stay passionate and continuously learn in the ever-evolving field of web development. Wes' Online Courses Sublime Text Power User Book Syntax Podcast Ladies Learning Code HackerYou (Now Juno College) Follow Wes Bos on LinkedIn or X. Visit his website: wesbos.com. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript: WILL: This is the Giant Robots Smashing Into Other Giants Robots podcast, where we explore the design, development, and business of great products. I'm your host, Will Larry. VICTORIA: And I'm your other host, Victoria Guido. And with me today is Wes Bos, a Full-Stack Developer, Coursemaker, and Podcaster. Wes, thank you for joining us. WES: Thanks for having me; stoked to be here. VICTORIA: Can you tell me, you know, on top of all of these skills that you have, podcasting, you're making courses; you're also doing development full-time; I heard that you've also picked up a new hobby in making stickers and, like, designing merch for aligning with some of your marketing goals. WES: Yeah. All right. So, my name is Wes Bos. I'm a full-stack developer from Canada, and I do primarily two things: I make web development training courses, and I have a podcast called Syntax in which we release three episodes a week and talk about everything related to HTML, CSS, JavaScript, Node, just web development and things that surround it. WILL: I want to see how you started in those courses. I know a little bit about your story because I remember when I first started in development. I think it's gotten a little better, but I was the only junior at one of the first companies I started at. And I went through a bootcamp and then became a junior. And I was like, how do I develop? Like, how do I get better? And they were like, "Wes Bos, his course. WES: [laughs] WILL: Go to Wes Bos." [laughs] And so, I did that, and it helped me tremendously. But it's interesting. I just want to see how you started. I know some of your background with ladies who code, and I think HackerYou. So yeah, wherever you want to start, bring us into the beginning of Wes Bos. WES: So, I've been a web developer forever, a good chunk of my life. And back in, like, the blogging days, I was doing a lot of posting blog posts and whatnot. And I had a couple of the blog posts do super well. And back in the day, it was like, you get tons of traffic, and you try to, like, seize the moment. Like, oh, there's, like, 50, 000 people on my website right now. Like, how do I, like, take advantage of that? So, what I did was I threw up a quick, little...it was a blog post about Sublime Text, which was the hot, new editor at the time. And I threw up a little thing. I'm like, I'm writing a book about Sublime Text. And I threw up a little sign-up where people could pop their email in and hear a little bit more about it. And I got, like, 2,000 signups for that in a matter of a couple of days. And I thought like, oh, all right, well, now I got to make this thing, you know, like, I just [chuckles] I didn't have any plans to make it. I had kind of been going around in my head, but I decided to write the book. And then as part of the book, I gave a bunch of videos, and I realized I liked the video part a lot better. And it makes a lot of sense to show people what you are doing when you're talking about code and code-related things. So, I came out with a bunch of videos for that as well. People loved the videos, and I thought, oh, let's just keep doing this. So, I made a bunch of free courses, a bunch of paid courses. And kind of at the same time as well, I was teaching at this thing called Ladies Learning Code, which kind of transitioned into a bootcamp that I did the initial content for, which was called HackerYou. And, like, people kept giving me the same feedback into like, I'm not a traditional teacher. I'm just a web developer that has learned on his own and figured things out. And a lot of people said, like, " I really like the way that you explain things. Like, it makes so much sense the way that you explain it." And I figured out that, at least for some people, they really like the way that I explain something, and I will continue to do that. So, that's pretty much how I got into it. It's just explaining how it works in my head, putting it onto video, and putting it out there for web developers to learn from. WILL: Yeah. And that was one of the reasons why I think I was so successful in my career is because there's a...Just learning development is hard; let's be honest. It's just hard. And I would run into people that would honestly just talk over my head, and I was like, I have no idea what you're saying, but okay. But your courses, it was like, oh, okay, I understand that. That makes sense. Like, I can't remember the name of it, but the React beginner course I've been to that one probably three times just because I'm like, it's making sense. And every time, I get more and more and more out of it. So, I can definitely agree that the way you teach your courses it brings it down to earth. Like, I think maybe anybody could pick it up, I would say, because it's like you're talking to them, so yeah. WES: It's really important to me that everything is approachable. And I will often explain things, like, I'm the same as you. There's extremely smart people out there, and they'll just talk at you about all of these things. And it's just like, I have no idea what you're talking about. Those words don't make any sense to me. And it's not that I dumb it down. It's just like, the way that it makes sense in my brain is not the same way that they're talking. So, the way that I explain it is just how it makes sense to me, and people tend to really enjoy that type of thing. And I really hope that I can make a lot of this web development stuff approachable. And sometimes it's not the, like, exact perfect explanation of how something really works, the explanation you need to understand how these pieces fit together and when you would actually use something. That's the other part of a lot of the stuff that I teach as well is that I have this big thing on one of my course websites, which is like, no foo bar baz. Because when you're learning to code, you stumble across all these foo bar baz where people are making functions and passing the values in, and they're called meta-syntactic variables. The whole idea is that because foo bar baz mean nothing, you're able to take it out of context and focus on what is happening, and I'm quite the opposite. Show me a real example of a bunch of dogs, or a sandwich, or a button that you can click on that fetches data. And I always try to make my examples something that is real world enough that you could understand, okay, I see where this might be used rather than something in isolation because I find that myself very frustrating. VICTORIA: What's one of your favorite examples or, like, example scenarios that you use when you're designing a code problem to teach people? WES: It really comes down to, like, what you're teaching, but the ongoing joke on the podcast that we have is that I always use sandwiches because a sandwich is a great metaphor for a lot of things in life. So, for example, when we talk about streaming versus buffering, and we talk about, like, you're eating the sandwich as it's coming into your house versus you're cutting it into pieces and eating it. Or in my upcoming TypeScript course, I have a bunch of examples where there can be multiple types of food, and a sandwich can be one of them, and a pizza can be another one. And that kind of shows how to use generics, right? Like, you might have a database entry that is a food entry, but you want to further that to be a sandwich or a pizza, and not all of them are that simple, right? Like, a lot of them are also just related to web development, which is like, here's buttons that you need to click on, and here's data that you need to fetch, and here's a database schema that needs to happen. And if that's the case, I try to, like, make it real world enough where you can say, okay, I understand that this is how it works. Now, how can I apply that to my own idea? Because often, people learning to code have their own ideas. They just want to make something to solve their own problems. WILL: How did you learn to code? Because I don't think you did a traditional route. I remember on one of your podcasts, you said your dad was in IT, but I don't think you went to a traditional route. So, how did you learn to code? WES: It's a really long story. But the story is that I got into computers at an early age. I got into designing T-shirts and CD art for a lot of, like, hardcore bands in the music scene when I was in high school, and that parlayed into Myspace. Myspace taught me CSS. And then I've always been, like, fairly entrepreneurial, so that I parlayed into running my own business, making websites. And I've just been at it for so long that I've sort of taught myself all the pieces that I need over the years. I do have a degree in what's called business technology management, which is, it's a business degree but no coding or things involved. It was more, like, higher level. There was some, like, networking IP addresses, and then there was a lot more, like, business management teams, procurement, SAP, things like that, so none of the web development stuff I have learned comes from that degree. It's all self-taught. VICTORIA: So, you found that you had the skill around explaining web development concepts, and then that led to you creating your own business and having your own, like, coursework out there and everything through your podcast. So, maybe you could share a little bit what that journey has been like. WES: It's been a very long journey. I'm not sure which part you want to hear about, but I've been selling courses for probably about nine years. And I have sold quite a bit because I also offer about half of them for free. So, I have a bunch of free ones where people take it, and they're like, "Oh, this is amazing. I'm going to take the paid one that he has as well." And I spend a lot of time making sure that the free ones and the paid ones are the same quality. Like, it's not just some crappy 10-minute course that I'm using as a lead magnet to get you in the door. Like, they're actually pretty good. So, it's been really fun. Like, I've built a whole course platform that sells all of my courses, and you can view them and stream them, and there's invoicing and checkouts built into it. So, like now, if somebody wants to get into selling courses, there's lots of options out there where you can sign up for some SaaS and upload your course, and you're up and running. But at the time when I had done it, there was nothing like that out there, so I had to build my own whole course platform. And I've really enjoyed working on that over the years and upgrading it, and changing it, and rewriting, and adding features to it. VICTORIA: Yeah, that's really interesting. I like that you kept the quality the same on the free and the paid versions. That's a really interesting, I think, like, a reflection of your own values. And then, I'm curious: now that there are other hosting options out there, is there anything that would make you decide to switch to one of those platforms? Because it also sounds like you're getting a lot of enjoyment about managing the one you have yourself, and there might be some other benefits to that. WES: Yeah, probably not. First, because they take a cut, and a lot of these course platforms are not there to promote your business. They're there to promote their own business. And it's the same thing with YouTube. When your YouTube video ends, what does YouTube recommend? They usually recommend what you think you're going to watch, which is sometimes somebody else's video, right? And not having full control over how the courses are sold and consumed, to me, can be a little bit frustrating because you can't do different ideas that you have. So, like, one of the ideas I had early on is I was getting lots of email from people in different countries, you know, in Argentina, and in Brazil, and in India. And they say, "Hey, like, I would love to take your course, but the cost of the course is a day, a week's wages, and that's way too expensive for me." So, I implemented this thing called parity purchasing power. I didn't come up with the economic concept of it, but I was the first person to offer different prices based on the country that the user was coming from. And, A, that's a cool thing to do for people, and B, it helps sales tremendously. And if I was using some course platform, some of the course platforms now have that in place; it's table stakes, right? But at the time, I don't think I would have done as well if I hadn't coded that in myself. So, having full control over absolutely everything is really important to me. And also, like, nobody wants a teacher who doesn't actually build stuff, you know? No one wants to learn from the guy who just, like, skimmed the docs and came up with a crappy, little example. Like, you want to learn from people who are daily writing code and building real-world applications that, like, I have to support my family on this application, you know, it's pretty important, and it's pretty real world. WILL: Yeah, and just following you, I think...and I don't know if you would describe yourself like that, but I think you're, like, a tinkerer. Like, you just...some of the ideas you have is just like, let me just try it out and see if it works. And so, that's amazing that you're able to do that. Where does that side come from? Was it from your dad being in IT, or where did that come from? WES: Probably. Apart from growing up and seeing my dad just fix stuff and do stuff, but I…

    Full show notes at the publisher

    thoughtbot's Incubator Program Mini Session 3: Episode 08: Goodz with Mike Rosenthal and Chris Cerrito Jan 23, 2024
    Show notes

    If you missed the other episodes with thoughtbot Incubator Program partcipants and founders Mike Rosenthal and Chris Cerrito of Goodz, you can listen to the first episode and the second episode, and the third episode to catch up! Lindsey Christensen and Jordyn Bonds catch up with the co-founders of Goodz, Chris Cerrito and Mike Rosenthal, where they share insights from their journey during the Incubator program, including the usefulness of the application process in aligning their vision and the challenges and benefits of user interviews and the importance of not overreacting to single user feedback and finding a balance in responding to diverse opinions. They reveal the varied reactions of users to Goodz's product, highlighting the different market segments interested in it. As the Incubator program nears its end for Goodz, Chris and Mike reflect on their achievements and future plans. They've made significant progress, such as setting up an e-commerce site and conducting successful user interviews. The co-founders discuss their excitement about the potential of their product and the validation they received from users. Mike mentions the importance of focusing on B2B sales and the possibility of upcoming events like South by Southwest and Record Store Day. Transcript: LINDSEY: Thanks for being here. My name's Lindsey. I head up marketing at thoughtbot. If you haven't joined one of these before, we are checking in with two of the founders who are going through the thoughtbot Startup Incubator to learn how it's going, what's new, what challenges they're hitting, and what they're learning along the way. If you're not familiar with thoughtbot, we're a product design and development consultancy, and we hope your team and your product become a success. And one way we do that is through our startup incubator. So, today, we are joined by our co-founders, Mike Rosenthal and Chris Cerrito, Co-Founders of the startup Goodz. And we also have another special guest today, Danny Kim, from the thoughtbot side, Senior Product Manager at thoughtbot. So, I think, to start off, we'll head over to the new face, the new voice that we've got with us today. Danny, tell us a little bit about your role at thoughtbot and, specifically, the incubator. DANNY: Yeah, sure. First of all, thanks for having me on, and thanks for letting me join in on all the fun. I'm one of the product managers at thoughtbot. I typically work for the Lift-Off team. We usually work with companies that are looking to, like, go into market with their first version MVP. They might have a product that exists and that they're already kind of doing well with, and they kind of want to jump into a new segment. We'll typically work with companies like that to kind of get them kicked off the ground. But it's been really awesome being part of the incubator program. It's my first time in helping with the market validation side. Definitely also, like, learning a lot from this experience [laughs] for myself. Coming at it specifically from a PM perspective, there's, like, so much variation usually in product management across the industry, depending on, like, what stage of the product that you're working in. And so, I'm definitely feeling my fair share of impostor syndrome here. But it's been really fun to stretch my brand and, like, approach problems from, like, a completely different perspective and also using different tools. But, you know, working with Mike and Chris makes it so much easier because they really make it feel like you're part of their team, and so that definitely goes a long way. LINDSEY: It just goes to show everyone gets impostor syndrome sometimes [laughter], even senior product managers at thoughtbot [laughter]. Thanks for that intro. It's, you know, the thoughtbot team learns along the way, too, you know, especially if usually you're focused on a different stage of product development. Mike, it's been only three weeks or a very long three weeks since last we checked in with you, kind of forever in startup time. So, I think the last time, we were just getting to know you two. And you were walking us through the concept, this merging of the digital and physical world of music, and how we interact with music keepsakes or merchandise. How's my pitch? MIKE: Good. Great. You're killing it. [laughter] LINDSEY: And has anything major changed to that concept in the last three weeks? MIKE: No. I mean, I can't believe it's only been three weeks. It feels like it's been a long time since we last talked. It's been an intense three weeks, for sure. No, it's been going really well. I mean, we launched all sorts of stuff. I'm trying to think of anything that's sort of fundamentally changed in terms of the plan itself or kind of our, yeah, what we've been working on. And I think we've pretty much stayed the course to sort of get to where we are now. But it's been really intensive. I think also having sort of Thanksgiving in there, and we were kind of pushing to get something live right before the Thanksgiving break. And so, that week just felt, I mean, I was just dead by, you know, like, Thursday of Thanksgiving. I think we all were. So, it's been intense, I would say, is the short answer. And I'm happy, yeah, to get into kind of where things are at. But big picture, it's been an intense three weeks. LINDSEY: That's cool. And when we talked, you were, you know, definitely getting into research and user interviews. Have those influenced any, you know, changes along the way in the plan? MIKE: Yeah. They've been really helpful. You know, we'd never really done that before in any of the sort of past projects that we've worked on together. And so, I think just being able to, you know, read through some of those scripts and then sit through some of the interviews and just kind of hearing people's honest assessment of some things has been really interesting. I'm trying to think if it's materially affected anything. I guess, you know, at first, we were, like, we kind of had some assumptions around, okay, let's try to find, like...adult gift-givers sounds like the wrong thing, adults who give gifts as, like, a persona. The idea that, like, you know, maybe you gift your siblings gifts, and then maybe this could be a good gift idea. And I think, you know, we had a hard time kind of finding people to talk in an interesting way about that. And I think we've kind of realized it's kind of a hard persona to kind of chop up and talk about, right, Chris? I don't know [crosstalk 04:55] CHRIS: Well, it also seemed to, from my understanding of it, it seemed to, like, genuinely stress out the people who were being interviewed... MIKE: [laughs] CHRIS: Because it's kind of about a stressful topic [inaudible 05:03], you know, and, like, especially -- LINDSEY: Why? [laughs] CHRIS: Well, I think, I don't know, now I'm making assumptions. Maybe because we're close to the holiday season, and that's a topic in the back of everybody's mind. But yeah, Danny, would you disagree with that? Those folks, from what we heard, seemed like they were the most difficult to kind of extract answers from. But then, if the subject changed and we treated them as a different persona, several of those interviews proved to be quite fruitful. So, it's just really interesting. DANNY: Yeah. It really started, like, you kind of try to get some answers out of people, and there's, like, some level of people trying to please you to some extent. That's just, like, naturally, how it starts. And you just, like, keep trying to drill into the answers. And you just keep asking people like, "So, what kind of gifts do you give?" And they're just like, "Oh my goodness, like, I haven't thought about buying gifts for my sister in [laughs], like, you know, in forever. And now, like [laughs], I don't know where to go." And they get, like, pretty stressed out about it. But then we just kind of started shifting into like, "All right, cool, never mind about that. Like, do you like listening to music?" And they're like, "Yes." And then it just kind of explodes from there. And they're like, "This last concert that I went to..." and all of this stuff. And it was much more fruitful kind of leaning more towards that, actually, yeah. LINDSEY: That's fascinating. I guess that speaks to, especially at this stage and the speed and the amount of interviews you're doing, the need for being, like, really agile in those interviews, and then, like, really quickly applying what you're learning to making the next one even more valuable. MIKE: Yeah. And I think, you know, like, we launched just a little sort of website experiment or, like, an e-commerce experiment right before Thanksgiving. And I think now, you know, we're able to sort of take some of those learnings from those interviews and apply them to both sort of our ad copy itself but also just different landing pages in different language on the different kind of versions of the site and see if we can find some resonance with some of these audience groups. So, it's been interesting. LINDSEY: Are you still trying to figure out who that early adopter audience is, who that niche persona is? MIKE: I think we -- CHRIS: Yes, we are. I think we have a good idea of who it is. And I think right now we're just trying to figure out really how to reach those people. That, I think, is the biggest challenge right now for us. MIKE: Yeah. With the e-commerce experiment it was sort of a very specific niche thing that is a little bit adjacent to what I think we want to be doing longer term with Goodz. And so, it's weird. It's like, we're in a place we're like, oh, we really want to find the people that want this thing. But also, this thing isn't necessarily the thing that we think we're going to make longer term, so let's not worry too hard about finding them. You know what I mean? It's been an interesting sort of back and forth with that. CHRIS: From the interviews that we conducted, you know, we identified three key personas. Most of them have come up, but I'll just relist them. There's the sibling gift giver. There was the merch buyers; these are people who go to concerts and buy merchandise, you know, T-shirts, albums, records, things along those lines to support the artists that they love. And then the final one that was identified we gave the title of the 'Proud Playlister'. And these are people who are really into their digital media platforms, love making playlists, and love sharing those playlists with their friends. And that, I would say, the proud playlister is really the one that we have focused on in terms of the storefront that we launched, like, the product is pretty much specifically for them. But the lessons that we're learning while making this product and trying to get this into the hands of the proud playlisters will feed into kind of the merch buyers. MIKE: Yeah. And I think that, you know, it's funny, like, this week is kind of a poignant week for this, right? Because it's the week that Spotify Wrapped launched, right? So, it's like, in the course of any given year, it's probably, like, the one week of the year that lots and lots and lots of people are thinking about playlists all of a sudden, so trying a little bit to see if we can ride that wave or just kind of dovetail with that a bit, too. LINDSEY: Absolutely. And do you want to give just, like, the really quick reminder of what the product experience is like? MIKE: Oh yeah [laughs], good call. CHRIS: This is a prototype of it. It's called the Goodz Mixtape. Basically, the idea is that you purchase one of these from us. You give us a playlist URL. We program that URL onto the NFC chip that's embedded in the Good itself. And then when you scan this Good, that playlist will come up. So, it's a really great way of you make a playlist for somebody, and you want to gift it to them; this is a great way to do that. You have a special playlist, maybe between you and a friend or you and a partner. This is a good way to commemorate that playlist, turn it into a physical thing, give that digital file value and presence in the physical world. LINDSEY: Great. Okay, so you casually mentioned this launch of an e-commerce store that happened last week. MIKE: It didn't feel casual. LINDSEY: Yeah. Why [laughter]...[inaudible 09:45] real casual. Why did you launch it? How's it going? MIKE: I don't know. Why did we launch it? I mean, well, we wanted to be able to test some assumptions. I think, you know, we wanted to get the brand out there a little bit, get our website out there, kind of introduce the concept. You know, this is a very...not that we've invented this product category, but it is a pretty obscure product category, right? And so, there's a lot of sort of consumer education that I think that has to go on for people to wrap their heads around this and why they'd want this. So, I think we wanted to start that process a little bit correctly, sort of in advance of a larger launch next year, and see if we could find some early community around this. You know, if we can find those core people who just absolutely love this, and connect with it, and go wild around it, then those are the people that we're going to be able to get a ton of information from and build for that persona, right? It's like, cool, these are the people who love this. Let's build more for them and go find other people like this. So, I think, for us, it was that. And then, honestly, it was also just, you know, let's test our manufacturing and fulfillment and logistics capabilities, right? I mean, this is...as much as we are a B2B, you know, SaaS platform or that's what we envision the future of Goodz being, there is a physical component of this. And, you know, we do have that part basically done at this point. But we just, you know, what is it like to order 1,000 of these? What is it like to put these in the mail to people and, you know, actually take orders? And just some of that processing because we do envision a more wholesale future where we're doing, you know, thousands or tens of thousands of this at a time. And so, I think we just want to button up and do some dry runs before we get to those kinds of numbers. CHRIS: I think it also it's important to remember that we are talking in startup time. And while this last week seems like an eternity, it's been a week [laughs] that we've had this in place. So, we're just starting to learn these things, and we plan on continuing to do so. MIKE: Yeah. But I think we thought that getting a website up would be a good way to just start kind of testing everything more. LINDSEY: Great. Danny, what went into deciding what would be in this first version of the site and the e-commerce offering? DANNY: I mean, a lot of it was kind of mostly driven by Chris and Mike. They kind of had a vision and an idea of what they wanted to sell. Obviously, from the user interviews, we were starting to hone in a little bit more and, like, we had some assumptions going into it. I think we ultimately did kind of feel like, yeah, I think, like, the playlisters seem to be, like, the target market. But just hearing it more and hearing more excitement from them was definitely just kind of like, yeah, I think we can double down on this piece. But, ultimately, like, in terms of launching the e-commerce platform, and the storefront, and the website, like, just literally looking a…

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