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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:
    thoughtbot's Incubator Program Mini Season - Episode 02: AvidFirst with Ashley Sheble Nov 01, 2023
    Show notes

    In this second conversation in this Mini Incubator Series, Dawn Delatte and Jordyn Bonds interview Ashley Sheble, the Founder of AvidFirst, about her experiences and progress in thoughtbot's Incubator Program, which aims to help founders like Ashley turn an idea into a viable product. The trio talks about Ashley's experiences and progress in the program. She emphasizes the significance of user research and interviews in shaping product strategy and understanding customer needs. She also highlights the need to narrow their focus to specific customer segments to build a product that resonates with a particular group. Additionally, they discuss the complexities of the FinTech industry and how regulatory considerations are an integral part of their product development process. As they gain more insights, they are transitioning into the prototyping and testing phase to validate their product concepts and messaging. Just catching up? Listen to Part I of the Mini Incubator Series. Follow Ashley Sheble on LinkedIn. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript: DAWN: Hello, everyone. I'm Dawn Delatte. I am a Managing Director here at thoughtbot. And I'm filling in for Lindsey. And I'm super excited to be here and chat with Ashley and Jordyn about how the incubator is going so far. If you are tuning in, you're probably familiar with thoughtbot, but just in case you're not, we are a product design and development consultancy who works with people and products across the entire product lifecycle to make your team and product a success. We are currently running our second incubator session. If you're not familiar with it, we've got a ton of content from our first session that you can check out, or you can follow along in this one. But our incubator program is an eight-week program that we take a founder through to validate or invalidate their new product ideas through lots of market research, customer discovery, interviews, and such. And then, we come out with a product plan that helps set them on the right path forward. In the last update, we introduced our incubator founder, who's with us again today. In this session, we'll be talking with Ashley and Jordyn about digging deep into research and plenty of interviews and, you know, what they're learning and what the process is like so far. So, I'm excited to get started. How about y'all kick us off with some introductions? Jordyn? JORDYN: I'm Jordyn Bonds. I'm the Director of Product Strategy at thoughtbot on Dawn's team, the Ignite team at thoughtbot. I'm a two-time startup founder myself. I've worked with a couple of other early-stage startups, so all about the zero-to-one startup journey over here. ASHLEY: And I'm Ashley Sheble. I am the Founder of AvidFirst, and I am the second incubator founder. And working with Jordyn and team and thoughtbot to really accelerate the mission of our company, which is focused on simplifying college saving and spending. DAWN: Ashley, why don't you recap a little bit for us what's happened since the last time? ASHLEY: Yeah, I'd love to. So, the past three weeks have been really just getting into the weeds on user interviews, talking with different stakeholders as it relates to the problem we're looking to solve. And what we're finding are some key themes. And so, really trying to aggregate the data, focus in on those key themes, and find out where we can really pull at some of those strings to start creating some solutions that are meaningful and specific. One of the primary trends that we're seeing is just lack of awareness around some of the resources and tools available to people as it relates to saving for college; 529s, for example, are a really great tool. And most people, 70%, aren't aware of them. And so, if you've never heard of them, you're in great company. So, just really looking at high-level trends, getting more specific on even more granular trends, and trying to pull everything together and create a product that's meaningful. And again, it circles back to our overarching mission of simplifying college saving and spending. DAWN: Nice. Is there something that has come up either in the process or, you know, from interviews that has been your big sort of aha or eureka moment? ASHLEY: I feel like there's an aha moment pretty much every day. And sometimes the aha moments are like, oh my gosh, this is amazing. We're really on to something. And then, sometimes the aha moments are like, wow, we're really off course, and we have no idea what this means and what do we do with it. And so, it's kind of this up-and-down experience, like we talked about last time we chatted. But it is exciting at the same time because no matter what aha moment, all of it means something. And it helps us make forward progress in the right direction versus making forward progress and then hitting a roadblock and realizing, okay, that's as far as we can go, and now we have to start all over. The team has been really good about helping me make sense of some of these findings that we are uncovering and piecing together some solutions that really address some of these aha moments, both shocking and positive. DAWN: It's really great to hear you articulate that from a founder perspective and someone who, you know, isn't doing this sort of day-to-day product and development thing because, you know, that's a really common experience for us is hearing what's going well and what's not going well and sort of pivoting. But yeah, it's good to hear that directly from you. So, y'all have been doing a ton of research and a ton of talking to people. Jordyn, tell us how you feel about user research. I know that term, in particular, has some interesting [chuckles] connotations, but dig into that. JORDYN: Yeah. Well, we kind of talked about this a little bit this week, and I think research is really broad and vague. And so, just talking about research often doesn't feel super sort of actionable to people. User research is really about once you have a product and market and you have users, how they're using your product or not using it, right? So that's user research. But I find that people often talk about this sort of higher-level strategic research that we're engaged in right now using the same term. And it leads people astray because they think that you need a prototype or you need an app to be able to do user research, which you do. But that's not really the kind of research that we're engaged in yet. Right now, we're doing customer discovery. And that involves researching and interviewing a ton of different personas, some of whom might end up being our customers, some of whom are interested stakeholders or partners. It's a really wide-ranging kind of cast of characters. And the truth is, we don't know who these people are to us yet, right? So, it's really just sort of interviewing [laughs]. It's a hard thing to kind of characterize. I would love to hear, Ashley, like, how you're finding it. But, like, from where I sit, it really isn't about walking people through an interface yet. It's way more just asking folks about their life and their work and how they're doing things now, I think, is a really critical component. Like what you're trying to do with these interviews is find out what are the true pain points that people have, not what they think you want to hear, but what the pain points are that they already have and that they are already trying to solve in certain ways and how they're solving them. And it requires a lot of just high-level questions and then closing your mouth and listening. But it's a very different thing, I think, than user research. But often, in product land, we kind of just use user research as this blanket term, but it really is a bunch of different kinds of things. ASHLEY: Yeah, I would add to what Jordyn is saying, and the use of research, it's really interesting to just hear people's experience and their own background. And we always try to preface, like, there is no right or wrong answer. We just want to hear about the way you're thinking about something or the way you're currently doing something, not how you hypothetically would do something. Because, I don't know, think about your own life, and you think about the way you would do something. It's probably about ten times better than the way you actually do something. When I get asked like, "Well, how many times a day do you set time to just decompress?" In my mind, I'm like, "Oh, probably, like, five times a day." When in reality, that's never. It's a never. So, if somebody were, like, you know, asking me for user research, you know, "Would you use this thing to decompress?" I'd be like, "Sure." But I wouldn't. I would not use it because I just don't make the time for something like that. So, the point is, is not asking people hypothetically how they would do something but how they're actually doing something now and then using that insight to build around. And then, beyond just that customer journey, the stakeholder journey. And when you think about building a solution, there are more people involved than just the end user. There are so many different parties that play into a certain product, especially as you think about FinTech or you think about a large segment like the education segment. There are a lot of players, and you have to look at the way each player is looking at a problem and understand how those all tie together. And sometimes that's super obvious, and sometimes it's not obvious at all. And so, thankfully, having a team that has a different lens in the way we're interpreting data allows us to get to a solution faster. DAWN: Yeah, I like that. Again, it's great to hear you articulating that. And I think we have this old article about not using terms like user research. I think it focuses a little bit more on user testing because that implies the idea of testing a user. But we're not testing people; we're testing our concepts. I think that we use the word usability test as a way to sort of delineate a little bit better. Here's the purpose of this test. We're actually testing the product versus, you know, having a conversation. When you throw in words like interview or even customer, customer could be presumptive in some ways. But it's difficult to sort of tell people what you're doing when you're like, I'm just having a lot of conversations this week [laughs], just meeting, meeting a lot of people and listening. Meeting and listening, I guess, is the activity [laughs]. So, why is that stuff important? And can there be too much of it? What is this process like, and why are y'all doing it? JORDYN: It's so funny to have internalized the sort of value of doing this kind of work so thoroughly that sometimes I even have...I'm like, how else do you know what's going on out there? I mean, that's ultimately the purpose of it is that you really don't know how people are living and working until you ask them or, even better, watch them live and work if you can. And what's really critical is that that changes over time. We're all constantly changing our behavior in response to new trends, new tools we might adopt, right? And the research at this level, this high level of, like, how are you living and working, really can never end for that reason, right? Like, the classic example in sort of software product land is when Netflix really started to invest in online streaming and gradually sunset its DVD-by-mail service. And they did it right at the peak of that service. And so, people were like, this is really wild. Why are they doing this? This is so successful. Why would they, like, stop doing this thing that's really successful? But they had been talking to their customers, their end users. They had been, as you said, Dawn, more than talking to them, listening to them. And they were looking at the trends. And they were like, there's no future in this. There's a future in online streaming, and we need to get ahead of that future. And we need to dominate that opportunity because we're in a position to do so. And it takes a lot of listening, synthesizing, and then risk-taking. But it doesn't feel like a risk when you've been listening to your customers, I guess, is, like, why this research is so important. When you know something about the market because there is no daylight between you and how folks are living and what they're doing out there, it doesn't feel very risky. You have, like, complete certainty about what's happening out there because you know. Because you're talking to people. You have relationships with them. It's not merely about some...and when we say research, I don't want it to sound, like, sort of cold and, like, purely numbers-driven. This is, like, we're having warm, engaging, you know, human conversations with human beings, like, all day, every day. But because of that, we have a really good sense of what's going on out there. And the decisions we make, they feel inevitable or something. You start to see an opportunity out there that just feels obvious. And it's a funny thing to watch that kind of once everybody on the team is aligned around that reality that we're hearing and the sort of inevitability of, like, what you need. You start to get kind of panicked because you're like, who else is seeing this? This is so obvious to us. And you start to kind of be like, who else is it obvious to? But, you know, sadly, I don't know what the right word is here, but, like, it's hard work. This work of listening it is not very scalable work. You can do some things to operationalize it for sure, but it takes time to engage with humans, to synthesize what you've heard, to share it with your team, to stay on the same page about it. It's not super scalable work, straight up. But it is the most valuable work that you could possibly be doing. So, it's okay that it's not scalable. But yeah, you start to identify these real market insights. And then you kind of have this minute of, like, who else is seeing this? Because this looks really clear to us, right? [laughs] ASHLEY: And it's interesting because the last time we chatted here a couple of weeks ago, Lindsey was like, "I'm sure you'll be in a different spot next week. And, you know, you'll be thinking about something different than you are right now." And, in my head, I was like, probably not. I've done a lot of research. It'll probably be the same. And she was right. It's very different from where we were a couple of weeks ago, and the way we're thinking about taking a certain path and circling back to having these conversations that are so critical and really shape the way you're thinking about problems from so many different directions. And so, I thought that was funny that she was right. DAWN: Lindsey is always right. JORDYN: Another ingredient here that I think is really important that becomes clear when you start doing this work but is a hard thing to describe...and I would kind of love to hear how Ashley has been thinking about this. But if you're not hearing a pattern, if you're out there doing the interviewing and it's just a million different descriptions of reality, that is the surest sign that you are not focused on a small enough addressable group of people. You haven't narrowed into a…

    Full show notes at the publisher

    thoughtbot's Incubator Program Mini Season - Episode 01: AvidFirst with Ashley Sheble Nov 01, 2023
    Show notes

    Lindsey Christensen is back as the Marketing Lead at thoughtbot! She's joined by guests Jordyn Bonds, the Director of Product Strategy at thoughtbot, and Ashley Sheble, a founder currently participating in thoughtbot's eight-week startup incubator, to discuss the multifaceted journey of entrepreneurship. thoughtbot's Incubator Program aims to help founders like Ashley turn an idea into a viable product. They're currently at the stage of validating assumptions about the problem space and target market. Jordyn introduces a new concept: a project roadmap visualization that includes an "emotions workstream." This is designed to help founders anticipate and navigate the emotional rollercoaster often associated with the early stages of startup development. Ashley finds the roadmap valuable, especially as it challenges her to examine her ideas from multiple perspectives. She appreciates the one-on-one support from the Incubator team, which complements her own expertise. She also speaks to the liberating aspect of acknowledging emotions in the startup journey, which is especially pertinent for female founders who often face additional challenges like lack of funding. Jordyn emphasizes the importance of early and continuous customer engagement for product validation and innovation. She encourages aspiring entrepreneurs to talk to potential customers as soon as possible to iterate and learn from these interactions. Jordan and Ashley stress that embracing the logical and emotional aspects of entrepreneurship leads to more effective and grounded decision-making. Follow Ashley Sheble on LinkedIn. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript: LINDSEY: All right, we are live. So, thank you for joining us today. So, we've got a new founder that's going through thoughtbot's startup incubator. And we're going to be checking in with her as she goes through the program, learning what she learns, learning about the process. Quick reminder: thoughtbot is a development and design company. We help founders and existing companies create, launch, and improve amazing products and their teams. And one way we do that is through our startup incubator. The incubator is an eight-week program. And our second session just kicked off, which we're going to be talking about a whole lot today. So, I'm excited to introduce you to the founder that's going through that process, as well as our fearless leader of the incubator program, Jordyn, I myself, Lindsey Christensen. I'm the Marketing Lead here at thoughtbot. I'll be asking lots of questions. But if you also have questions, please enter them in the chat, and we'll get to those as well. Before we get to Ashley, I'm going to start off with Jordyn. For those who may not be familiar with you, can you tell us who you are and what you're doing? JORDYN: I am Jordyn Bonds. And I am the Director of Product Strategy on thoughtbot's, Ignite team, which is the team that is kind of experimenting with this incubator, shall we say. And I am a two-time startup founder myself. I've worked at other early-stage startups as initial head of product. Long ago, I spent ten years as a software engineer. So, that's my distant background. And I live in Boston. LINDSEY: Oh, we got our first comment. Someone says, "Thanks for sharing your experience." Thank you. Welcome. Love that. Keep the comments and questions coming. Okay. And now for our latest guest of honor. Ashley, can you introduce yourself to the audience? A little bit about you and maybe even about your journey to bring you here today. ASHLEY: Yeah, absolutely. So, hi, everybody. My name is Ashley Sheble. I'm currently based in Houston, Texas. I have about 15 years of experience in sales and operations roles. And I have two kids. I've got one who started third grade yesterday and one who started her senior year of high school yesterday, which is crazy. Time really flies by. But the reason why that's relevant for this conversation is because I have attended so many college tours over the past few years and started learning about just how expensive higher education has become. I had no idea that a public four-year in-state school could cost $100,000 plus for just four years. And then, you start looking at out-of-state and private schools, and that number doubles, which is crazy to me. So, after I got through that initial sticker shock, I was like, how is this possible? Like, now I understand why the student debt crisis is happening. And became really passionate about learning more about it and trying to figure out ways that I could help. Because obviously, the solutions and tools we have today to help people prepare for the education they or their children or family members need or want just aren't working. So, became really excited about that and working with thoughtbot as their second founder to explore this further. LINDSEY: Amazing. So, Ashley, fighting the good fight. Student debt, I know, a topic near and dear to many people who are dealing with this. You mentioned your kid's journey to college is what started the idea. Let's dig into that a little bit more. How are you approaching the challenge, the problems that you see? Or maybe, like, how long it's been that you've been kind of playing around with this idea. ASHLEY: Yeah, absolutely. So, I'm in a graduate school program and have used this as an opportunity to really explore different ways to attack problems. I became really interested in innovation and entrepreneurship at grad school and began just doing research, learning about ways to solve really big, complex problems, and found that technology could really be an interesting way to approach the student debt problem differently than what's been done before. It's an industry that has largely lacked innovation, and have been working with professors and experts just to think about ways to apply technology to this really complicated problem to provide a more simple solution for people who just want to pay for school. LINDSEY: And this is your first time being a founder. Is that right? ASHLEY: It is. So, thank goodness for thoughtbot being my partner here because I'm not a technical person, meaning I don't develop software. I'm not a software designer, and knew that that was going to be a critical piece of developing a solution. And so, I'm grateful for the opportunity to work with Jordyn and her team. LINDSEY: Have you, like, always thought you would, at some point, start your own thing? You know, have you always been entrepreneurial? ASHLEY: Yeah, I think so. I can tell you my first business started in third grade. I launched my babysitting venture and marketed my services all over the neighborhood and church, and wherever would allow me to hang up a flyer, and had a pretty steady book of business, if you will. And in hindsight, I really cannot believe that parents allowed a 10-year-old to babysit their kids. You know, maybe in the '90s there were fewer questions–definitely less legal restrictions around age. LINDSEY: The '90s were wild. ASHLEY: The '90s were wild, yeah. Maybe I just seemed mature and responsible. I don't know. I don't know. LINDSEY: Amazing. All right. Jordyn, so Ashley submitted for the thoughtbot incubator. What stood out to you in that application? And why did she seem like, you know, the right fit to go through the program? JORDYN: Yeah, Ashley's application was just totally...it had that combination of prepared, done her homework, done the work to present the story well, but also clearly had a passion and a connection to the problem space. It wasn't just, like, a purely academic exercise for her, and just came prepared–really gave thoughtful answers in the application. There's a number of interviews that happened during the application process. She showed up with bells on and asked really good questions, which is something we always look for from founders as well. And she just knocked it out of the park. ASHLEY: Thank you. LINDSEY: And why was maybe where she is in her business or product journey a good fit for the incubator? JORDYN: Great question. So, we sit at a really special moment, which is usually founders are coming to us, well, hopefully, founders are coming to us pre-product. So, they have not built a thing yet. They're basically at that moment where they've identified an opportunity. They've given it lots of thought, done a ton of research, maybe started talking to people about it. But they're not sure how to take an idea, an opportunity, and what happens between that moment and innovation, actually a plan for a product, a strategic plan for product, and the ability to execute on that. There's a big gap there in understanding, especially for first-time founders. It certainly was a gap for me as a [laughs] first-time founder. That's the ideal candidate for us. That said, we do have folks coming to the incubator who are interested in executing, like, a strategic pivot. Maybe they've found that the first thing they did was just, like, a market flop, and they basically want to do the programming. They're sort of starting over. Maybe they have a little bit...they're basically like, "Hey, we disqualified one idea. [laughs] We would like to come up with some other options." Those folks are also a good fit. And that is exactly the moment that Ashley is at. She's done a lot of great research so far–has a really interesting idea, interesting take on an interesting problem, but could really benefit from the programming of turning that into technical innovation. LINDSEY: Which leads me back to you, Ashley. Can you tell us a little bit about your pre-thoughtbot research, like, both, like, how you approached it and maybe even some things that you learned that have helped you with your early direction? ASHLEY: Yeah, absolutely. So, initially, just did a lot of industry research, just general population research, and then became a little bit more focused on solving problems for families in the U.S. right now. So, narrowing down that market scope. And then, our focus right now is drilling into: how can we serve parents, students at each phase of their journey as parents or students, making sure that we are adding value as we're creating a service to help attack saving for college in a really effective way that is easy to do and is also going to help somebody be financially prepared to pay for a really expensive price tag without having to rely on student loans? And so, we're doing a lot of focused research right now, building on what I did in grad school with professors and mentors and experts there, but being more focused and intentional around understanding each phase of the customer journey. So, whether you're a new parent, maybe a parent of kids that are a little older, or a parent of kids that are about to go to college or in college, how are we providing value at each stage of that journey? And so, we're really focusing in with customer interviews, understanding the pain points, and understanding what value is lacking as we think about building something that people want and like to use. LINDSEY: In that early research, is there anything you learned or, like, positive signals you got as you were talking to people where it gave you a motivation to keep going, like, there is a good idea here to follow? ASHLEY: Yeah, there have been some ideas that we're finding are just absolutely terrible, and they're just not going to work, which is good to know now before we spend a lot of time chasing something that's not going to be helpful. And also really finding some interesting patterns among conversations. We're digging in a little more where, initially, we thought, oh, nobody cares about that, or, oh, that's not a big deal. That's not a pain point, but actually, it is. So, Jordyn, with her experience as a founder in prior experiences she's been able to use what she learned that maybe went well or didn't go as well as she had hoped and apply that learning to what we're doing together on this particular project. And so, that's super valuable, helps me avoid some rookie mistakes, and definitely prevents us from wasting a lot of time and resources that probably would have been wasted otherwise. LINDSEY: Jordyn, can you tell me a little bit more about the kickoff, where we are? Because this is early, early days, where, you know, maybe a week in. You know, what does that initial kickoff with the founder look like? What are you doing? JORDYN: Yeah. So, the first few days are really spent...we as a team on the thoughtbot side need to get to the place where we know everything the founder knows to date. So, it's very intense, a lot of, like, resource sharing, research sharing, conversations, a lot of elliptical conversations where Ashley will tell us something, we'll all go off and do some digging and some research, and come back and be like, ask her some questions, where she's like, [laughs] "If you recall, I said that to you," you know. But, basically, it's one of those sort of processes where you don't know what you don't know. You start to understand. You come back, you ask questions, you dig. And the process is really about figuring out: where are the holes? So, Ashley has done a ton of really great work. She is but one person who has had divided attention. So, there are some places where we have some assumptions, all of us as individuals, and Ashley, specifically as a founder, has some assumptions about this problem space that we haven't validated yet. We haven't validated or invalidated. That's really what we're looking for. It's like, is this hunch correct, incorrect? How do we know? So, we're really in those first few days are listening for those assumptions, for those untested assumptions. There's a ton of stuff in there where she's just like, I know the answer to this already. Here's what I know, and here's how I know it. Great, cool, validated, got it. But there's this other set of things that really then becomes the focus of the subsequent weeks of work. And often, we find what those assumptions center around are early adopter market characteristics. There's the big vision, right? Which we don't doubt. Basically like, we do not disagree that paying for college is a huge problem. The student debt crisis is huge. There's a million ways to go about addressing that problem. How are we going to, from where we are right now, lay a pathway where we build value upon value? We find something valuable to give the market where it is right now, where we are right now, and then we build from that. And so, you know, there's assumptions about who needs this, who wants this, who's struggling to pay for college, who's having no problem at all paying for college. But what we're trying to do is sort of zoom in on that group of folks, very tiny, specific group of folks who are having this problem the most acutely in a way that we are best situated to address. That's the magic we're trying to do. So, it's really those early days are about listening to what Ashley knows, going out into the market, doing some research, follow-up research, but then really trying to come up with an early adopter hypothesis. And then immediately, as quickly as possible, interviewing as many of those people as we can so that we can validate or invalidate the assumptions we have about them. So, that's really the phase that we just started. Like, today and yesterday, we just started interviewing. We have our first sort of hypoth…

    Full show notes at the publisher

    497: Axiom with Seif Lotfy Oct 19, 2023
    Show notes

    Victoria is joined by guest co-host Joe Ferris, CTO at thoughtbot, and Seif Lotfy, the CTO and Co-Founder of Axiom. Seif discusses the journey, challenges, and strategies behind his data analytics and observability platform. Seif, who has a background in robotics and was a 2008 Sony AIBO robotic soccer world champion, shares that Axiom pivoted from being a Datadog competitor to focusing on logs and event data. The company even built its own logs database to provide a cost-effective solution for large-scale analytics. Seif is driven by his passion for his team and the invaluable feedback from the community, emphasizing that sales validate the effectiveness of a product. The conversation also delves into Axiom's shift in focus towards developers to address their need for better and more affordable observability tools. On the business front, Seif reveals the company's challenges in scaling across multiple domains without compromising its core offerings. He discusses the importance of internal values like moving with urgency and high velocity to guide the company's future. Furthermore, he touches on the challenges and strategies of open-sourcing projects and advises avoiding platforms like Reddit and Hacker News to maintain focus. Axiom Follow Axiom on LinkedIn, X, GitHub, or Discord. Follow Seif Lotfy on LinkedIn or X. Visit his website at seif.codes. 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 Seif Lotfy, CTO and Co-Founder of Axiom, the best home for your event data. Seif, thank you for joining me. SEIF: Hey, everybody. Thanks for having me. This is awesome. I love the name of the podcast, given that I used to compete in robotics. VICTORIA: What? All right, we're going to have to talk about that. And I also want to introduce a guest co-host today. Since we're talking about cloud, and observability, and data, I invited Joe Ferris, thoughtbot CTO and Director of Development of our platform engineering team, Mission Control. Welcome, Joe. How are you? JOE: Good, thanks. Good to be back again. VICTORIA: Okay. I am excited to talk to you all about observability. But I need to go back to Seif's comment on competing with robots. Can you tell me a little bit more about what robots you've built in the past? SEIF: I didn't build robots; I used to program them. Remember the Sony AIBOs, where Sony made these dog robots? And we would make them compete. There was an international competition where we made them play soccer, and they had to be completely autonomous. They only communicate via Bluetooth or via wireless protocols. And you only have the camera as your sensor as well as...a chest sensor throws the ball near you, and then yeah, you make them play football against each other, four versus four with a goalkeeper and everything. Just look it up: RoboCup AIBO. Look it up on YouTube. And I...2008 world champion with the German team. VICTORIA: That sounds incredible. What kind of crowds are you drawing out for a robot soccer match? Is that a lot of people involved with that? SEIF: You would be surprised how big the RoboCup competition is. It's ridiculous. VICTORIA: I want to go. I'm ready. I want to, like, I'll look it up and find out when the next one is. SEIF: No more Sony robots but other robots. Now, there's two-legged robots. So, they make them play as two-legged robots, much slower than four-legged robots, but works. VICTORIA: Wait. So, the robots you were playing soccer with had four legs they were running around on? SEIF: Yeah, they were dogs [laughter]. VICTORIA: That's awesome. SEIF: We all get the same robot. It's just a competition on software, right? On a software level. And some other competitions within the RoboCup actually use...you build your own robot and stuff like that. But this one was...it's called the Standard League, where we all have a robot, and we have to program it. JOE: And the standard robot was a dog. SEIF: Yeah, I think back then...we're talking...it's been a long time. I think it started in 2001 or something. I think the competition started in 2001 or 2002. And I compete from 2006 to 2008. Robots back then were just, you know, simple. VICTORIA: Robots today are way too complicated [laughs]. SEIF: Even AI is more complicated. VICTORIA: That's right. Yeah, everything has gotten a lot more complicated [laughs]. I'm so curious how you went from being a world-champion robot dog soccer player [laughs] programmer [laughs] to where you are today with Axiom. Can you tell me a little bit more about your journey? SEIF: The journey is interesting because it came from open source. I used to do open source on the side a lot–part of the GNOME Project. That's where I met Neil and the rest of my team, Mikkel Kamstrup, the whole crowd, basically. We worked on GNOME. We worked on Ubuntu. Like, most of them were working professionally on it. I was working for another company, but we worked on the same project. We ended up at Xamarin, which was bought by Microsoft. And then we ended up doing Axiom. But we've been around each other professionally since 2009, most of us. It's like a little family. But how we ended up exactly in observability, I think it's just trying to fix pain points in my life. VICTORIA: Yeah, I was reading through the docs on Axiom. And there's an interesting point you make about organizations having to choose between how much data they have and how much they want to spend on it. So, maybe you can tell me a little bit more about that pain point and what you really found in the early stages that you wanted to solve. SEIF: So, the early stages of what we wanted to solve we were mainly dealing with...so, the early, early stage, we were actually trying to be a Datadog competitor, where we were going to be self-hosted. Eventually, we focused on logs because we found out that's what was a big problem for most people, just event data, not just metric but generally event data, so logs, traces, et cetera. We built out our own logs database completely from scratch. And one of the things we stumbled upon was; basically, you have three things when it comes to logging, which is low cost, low latency, and large scale. That's what everybody wants. But you can't get all three of them; you can only get two of them. And we opted...like, we chose large scale and low cost. And when it comes to latency, we say it should be just fast enough, right? And that's where we focused on, and this is how we started building it. And with that, this is how we managed to stand out by just having way lower cost than anybody else in the industry and dealing with large scale. VICTORIA: That's really interesting. And how did you approach making the ingestion pipeline for masses amount of data more efficient? SEIF: Just make it coordination-free as possible, right? And get rid of Kafka because Kafka just, you know, drains your...it's where you throw in money. Like maintaining Kafka...it's like back then Elasticsearch, right? Elasticsearch was the biggest part of your infrastructure that would cost money. Now, it's also Kafka. So, we found a way to have our own internal way of queueing things without having to rely on Kafka. As I said, we wrote everything from scratch to make it work. Like, every now and then, I think that we can spin this out of the company and make it a new product. But now, eyes on the prize, right? JOE: It's interesting to hear that somebody who spent so much time in the open-source community ended up rolling their own solution to so many problems. Do you feel like you had some lessons learned from open source that led you to reject solutions like Kafka, or how did that journey go? SEIF: I don't think I'm rejecting Kafka. The problem is how Kafka is built, right? Kafka is still...you have to set up all these servers. They have to communicate, et cetera, etcetera. They didn't build it in a way where it's stateless, and that's what we're trying to go to. We're trying to make things as stateless as possible. So, Kafka was never built for the cloud-native era. And you can't really rely on SQS or something like that because it won't deal with this high throughput. So, that's why I said, like, we will sacrifice some latency, but at least the cost is low. So, if messages show after half a second or a second, I'm good. It doesn't have to be real-time for me. So, I had to write a couple of these things. But also, it doesn't mean that we reject open source. Like, we actually do like open source. We open-source a couple of libraries. We contribute back to open source, right? We needed a solution back then for that problem, and we couldn't find any. And maybe one day, open source will have, right? JOE: Yeah. I was going to ask if you considered open-sourcing any of your high latency, high throughput solutions. SEIF: Not high latency. You make it sound bad. JOE: [laughs] SEIF: You make it sound bad. It's, like, fast enough, right? I'm not going to compete on milliseconds because, also, I'm competing with ClickHouse. I don't want to compete with ClickHouse. ClickHouse is low latency and large scale, right? But then the cost is, you know, off the charts a bit sometimes. I'm going the other route. Like, you know, it's fast enough. Like, how, you know, if it's under two, three seconds, everybody's happy, right? If the results come within two, three seconds, everybody is happy. If you're going to build a real-time trading system on top of it, I'll strongly advise against that. But if you're building, you know, you're looking at dashboards, you're more in the observability field, yeah, we're good. VICTORIA: Yeah, I'm curious what you found, like, which customer personas that market really resonated with. Like, is there a particular, like, industry type where you're noticing they really want to lower their cost, and they're okay with this just fast enough latency? SEIF: Honestly, with the current recession, everybody is okay with giving up some of the speed to reduce the money because I think it's not linear reduction. It's more exponential reduction at this point, right? You give up a second, and you're saving 30%. You give up two seconds, all of a sudden, you're saving 80%. So, I'd say in the beginning, everybody thought they need everything to be very, very fast. And now they're realizing, you know, with limitations you have around your budget and spending, you're like, okay, I'm okay with the speed. And, again, we're not slow. I'm just saying people realize they don't need everything under a second. They're okay with waiting for two seconds. VICTORIA: That totally resonates with me. And I'm curious if you can add maybe a non-technical or a real-life example of, like, how this impacts the operations of a company or organization, like, if you can give us, like, a business-y example of how this impacts how people work. SEIF: I don't know how, like, how do people work on that? Nothing changed, really. They're still doing the, like...really nothing because...and that aspect is you run a query, and, again, as I said, you're not getting the result in a second. You're just waiting two seconds or three seconds, and it's there. So, nothing really changed. I think people can wait three seconds. And we're still like–when I say this, we're still faster than most others. We're just not as fast as people who are trying to compete on a millisecond level. VICTORIA: Yeah, that's okay. Maybe I'll take it back even, like, a step further, right? Like, our audience is really sometimes just founders who almost have no formal technical training or background. So, when we talk about observability, sometimes people who work in DevOps and operations all understand it and kind of know why it's important [laughs] and what we're talking about. So, maybe you could, like, go back to -- SEIF: Oh, if you're asking about new types of people who've been using it -- VICTORIA: Yeah. Like, if you're going to explain to, like, a non-technical founder, like, why your product is important, or, like, how people in their organization might use it, what would you say? SEIF: Oh, okay, if you put it like that. It's more of if you have data, timestamp data, and you want to run analytics on top of it, so that could be transactions, that could be web vitals, rather than count every time somebody visits, you have a timestamp. So, you can count, like, how many visitors visited the website and what, you know, all these kinds of things. That's where you want to use something like Axiom. That's outside the DevOps space, of course. And in DevOps space, there's so many other things you use Axiom for, but that's outside the DevOps space. And we actually...we implemented as zero-config integration with Vercel that kind of went viral. And we were, for a while, the number one enterprise for self-integration because so many people were using it. So, Vercel users are usually not necessarily writing the most complex backends, but a lot of things are happening on the front-end side of things. And we would be giving them dashboards, automated dashboards about, you know, latencies, and how long a request took, and how long the response took, and the content type, and the status codes, et cetera, et cetera. And there's a huge user base around that. VICTORIA: I like that. And it's something, for me, you know, as a managing director of our platform engineering team, I want to talk more to founders about. It's great that you put this product and this app out into the world. But how do you know that people are actually using it? How do you know that people, like, maybe, are they all quitting after the first day and not coming back to your app? Or maybe, like, the page isn't loading or, like, it's not working as they expected it to. And, like, if you don't have anything observing what users are doing in your app, then it's going to be hard to show that you're getting any traction and know where you need to go in and make corrections and adjust. SEIF: We have two ways of doing this. Right now, internally, we use our own tools to see, like, who is sending us data. We have a deployment that's monitoring production deployment. And we're just, you know, seeing how people are using it, how much data they're sending every day, who stopped sending data, who spiked in sending data sets, et cetera. But we're using Mixpanel, and Dominic, our Head of Product, implemented a couple of key metrics to that for that specifically. So, we know, like, what's the average time until somebody starts going from building its own queries with the builder to writing APL, or how long it takes them from, you know, running two queries to five queries. And, you know, we just start measuring these things now. And it's been going...we've been growing healthy around that. So, we tend to measure user interaction, but also, we tend to measure how much data is being sent. Because let's keep in mind, usually, people go in and check for things if there's a problem. So, if there's no problem, the user won't interact with us much unless there's a notification that kicks off. We also just check, like, how much data is being sent to us the whole time. VICTORIA: That makes sense. Like, you can't just re…

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    496: SmartCert with Lonni Kieffer Oct 12, 2023
    Show notes

    Hosts Will Larry and Victoria Guido talk with Lonni Kieffer, Co-Founder and Chief Customer Officer at SmartCert. SmartCert's mission is to digitize and streamline the certificate transfer process in supply chains, mainly focusing on the aerospace industry. Lonni shares insights into the challenges of managing change within traditional industries, the importance of building a solid foundation of leadership and core values, and SmartCert's strategies for customer success and self-service. Lonni also shares the history of the company's growth and its focus on vendor accountability and internal processes to increase supply chain efficiency. SmartCert's platform offers features like document verification and digital signatures to facilitate accessible communication among teams. She discusses the role of their partner company, TechFabric, in building their MVP and how they've grown their internal team. She also highlights 2024 as a pivotal year for SmartCert, aiming for a global impact within the next five years. Regarding advice for aspiring entrepreneurs, Lonni emphasizes the importance of grit, flexibility, and a strong belief in one's mission. She also talks about the value of relationships in business growth and the critical role of sleep for effective functioning and decision-making. SmartCert TechFabric Follow SmartCert on LinkedIn or X. Follow Lonni Kieffer 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 other host, Victoria Guido. And with me today is Lonni Kieffer, Co-Founder and Chief Customer Officer at SmartCert, a universal cloud-based platform that simplifies every aspect of cert transfer. Lonni, thank you for joining me. LONNI: Thanks so much for having me. I love what you guys do. And I'm excited to contribute to the conversation. VICTORIA: Wonderful. Well, we like to warm up a little bit first before we dive into business topics. Anything exciting going on in your world, Will or Lonni? LONNI: I'll let Will start. WILL: It's funny because, with three small kids, I think we're finally starting to find our rhythm and our routine, so that's kind of exciting. I know it sounds boring, but when you have three small kids, routine, I feel like, is everything. We're starting to find that because a couple of weeks ago, my son had surgery. So, it threw all of our routines off and everything, and trying to help him get better and heal and everything. But now he's doing good. He's back running around, having fun. So yeah, getting back to that normal life it's exciting, and we're looking forward to it. LONNI: That makes so much sense. And I'm glad you mentioned kids because [laughs] I was also going to talk about my three kids and the fact that I am headed down to a family weekend tomorrow to join two-thirds of my daughters for a fun activity. It usually involves some fun meals, grocery shopping to fill [laughs] small college dorm refrigerators. But the challenge that I have then...Will, you have the young ones, and I have the older ones that are definitely going to keep me on my toes. I don't know that I can keep up with college life so much. So, usually, this is really fun but also really exhausting [laughs]. WILL: I promise you, they're looking forward to it, so don't underestimate what you're doing [laughs]. LONNI: [chuckles] Yes, for sure. VICTORIA: I'm going to feel bad with my update [laughs]. It's like, oh, I'm surfing. I think I was in a surf film yesterday on accident, which was pretty funny. And then I'm going to surf this afternoon and climb. Which you're talking about being on a routine and I just...I can't seem to get my routine of when I'm surfing or when I'm climbing figured out to the point where I just keep, like, exhausting myself trying to do both [laughs]. But that's what's going on in my world. But I am not quite on the kids and baby train yet. But it does sound fun. It sounds...it encompasses a lot. And then you get to just experience a different time of their life compared to what you're going through. WILL: Yeah, don't feel bad talking about something else, and fun. Like, today, I signed up for a kickball league in my area. So, I'm looking forward to it. So, I have those activities also. That's a must, I feel. LONNI: That's so true, any kind of outdoor time. Even just reading about all the statistics now about direct sunlight, I think it's so incredibly important to weave that into the day. So, Victoria, I give you mad props for having a full agenda of those [laughs] activities. VICTORIA: That's good. I'm glad to hear you're having some fun, too, Will and Lonni, getting out there, getting outside in the sunshine while it's still here. Yeah, I appreciate that. So, I'm curious...you know, that's what humans do best, right? Like humans, we're supposed to be outside. We're supposed to be, like, enjoying the sunshine. We're not supposed to be managing paperwork every day [laughs]. So, could you tell me a little bit more about SmartCert and the mission behind the company? LONNI: For sure. The paperwork side is truly sad. I was having a discussion with a customer yesterday, and they still receive 90% of the product certs as paper from their vendors. And if you imagine not only the time that it takes to use paper these days [laughs] but the cost associated with that, I think there's some painful statistics around the fact that companies spend on average almost $500 a day on paper and toner. And, you know, our goal started three years ago when the founder, Lyndon Lattie, who had spent 20 years in manufacturing and distribution in aerospace, finally decided to quit his perfectly good job and really work on alleviating a lot of the bottlenecks and hurdles that's really prevalent in supply chains. Every little nut and bolt that goes into an aircraft requires a lot of documentation that provides traceability to acknowledge that these parts meet the standards that the industry holds that we all have confidence in. So, when there isn't a paper trail or documents go missing, things get very expensive and chaotic. And what we're trying to do is really remove paper [laughs], the physical part of it, from the equation and use the cloud to not only receive documents from suppliers but store them and send them on to customers. So, we're not only speeding things up, but we're also checking the box on sustainability and helping a fairly antiquated industry move forward with innovation and technology. WILL: I love that idea because I'm the type of person that I don't use journals or things like that or paper to-do lists because I lose them all. And I like to think I'm a fairly responsible person, and I still lose them all. I love having it on my phone because I know exactly where it's at. 9.9 times out of 10, I have my phone with me. So, when I think of an idea, I have it; I can do something on it. In your experience, I don't know if you have this number or if you can estimate how often does paper certifications go missing, do you think? LONNI: We're talking to some big, big aerospace companies these days, and they have estimated on a daily basis that 80 to 100 shipments have paperwork problems. So, when you think about the sheer volume on a daily basis and the time that it requires to really enable teams to track down paperwork, sometimes you go to your vendor and ask for the documentation, and they have to go back in time because they don't have it. Those delays can halt manufacturing and certainly make a big impact on profitability and just the ability to do business. VICTORIA: Right. And from my background working in the federal government space for a while, I have a sense of just how many rules and regulations a particular product might have applied to it. And thinking about, like, the aerospace where, like, down to the individual bolts and nuts have to have all the specifications and the documentation of, like, the size, and where it came from, and the materials. And if you lose that, then you can't...it's, like, you can't work, or you have to go back to a manufacturer. So, how does SmartCert start to solve that issue? LONNI: One of the big things that we're focused on this year is making it easier to receive documents from suppliers. It's the one place that a lot of companies don't have control over. You could have a strong internal process. You could have a strong process for sending these documents to your customers, but you're still at the mercy of what your suppliers choose to do. Our big focus this year is starting with vendor accountability and starting to be able to compile data around vendor performance with documents but also start to create a more standard receiving process. So, next month, we are launching a new feature where you could take an email or a digital document, even if you do have to scan it in from a supplier and add that all to your shared dashboard. And the idea here is to create a strong internal process instead of being at the mercy of your vendors but also make things work faster once documents are received. Usually, that effort is pretty siloed, where there's one receiving team, the processing and review team. The quality team is waiting for the documents. When you start to give everyone access to documents as they're received, you certainly can see cutting down on the steps and fostering stronger communication among internal teams. So, because you now have a good repository and time and date-stamped information, you can start to see the vendors that are costing you money, have the conversations ahead of contracts. There's a big focus on vendor scorecards and continuous improvement in the industry. So, our goal is to be able to provide that centralized repository where the data comes to life instead of multiple people receiving certs and processing certs. That's one big focus on the receiving side. And then, from an internal perspective, we've built the tools in SmartCert that enable the teams, once the documents are received, to quickly search in the document, make sure that the information is included and accurate. If it is, they can digitally sign and approve it, which is a common next step. If there is information missing, they can reject those certs and kind of maintain the communication within the same platform instead of going into an email and waiting on when to provide updated documents. We're focused on, again, keeping the conversation within one platform. And then, on the customer side, it's the same thing: the traceability, the visibility of sending documents. So many companies are at the mercy of customers losing paperwork or asking them to resend it. And those are the things that we've eliminated by providing dashboard-to-dashboard delivery and that centralized access. So, even if the buyer you work with is on vacation, your certs aren't sitting in an email inbox for the next five days, not being accessible to the rest of the team. So, those kinds of, I think, focuses on efficiency all the way through the process are where we really feel will make a big impact for every company, large and small. WILL: So, I know in the past you started multiple companies, and then about four years ago, you started SmartCert. So, how was the beginning getting traction for SmartCert? And were there any benefits to being a founder in the past that helped you with SmartCert? LONNI: I love that question. My efforts at entrepreneurship certainly help. You know, you recognize that the ball's in your court in every facet of the business, the hats that you have to wear across everything you do and want to accomplish. It helped provide a good foundation. SmartCert certainly is more daunting and bigger than my past experiences. But having a good understanding of the requirements around flexibility, a willingness to figure things out on the fly, and a real confidence in what we're doing and believing in is so important. You know, we are working to convince hundreds of thousands of companies to finally move away from super manual processes. And I think you have to have a lot of confidence and belief in not only what you're doing but the impact that you can make in order for you to keep going. And recognize if you are a new product in a new category, the path to building growth is usually pretty difficult. WILL: If there is someone who is thinking about starting a company, what advice would you give them? Because I know it's not easy to start a company. It's hard, let's just be honest, it's very hard. If you can give someone advice on, "Hey, take that next step, start it," what advice would you give them? LONNI: Well, I think you have to have the grit to get through the bad days. It is an insane roller coaster. But, for me, I think there are so many books and advice, and formulas out there for starting a business. You know, we've read every single book out there. And I think intuition is such a big piece of the potential and success for a business. While formulas and successful companies and what they share and how they did it is really helpful, I think at the end of the day, there may be moments that give you pause because it doesn't align with your intuition. And I think you really have to pay attention to those. So, we spent all of 2022 really working on the SaaS formula. We aligned our website and our conversations to fit those kinds of meetings and conversations. And it turns out because of the people we were talking to and the challenge with change management in this level of transition, the SaaS formula was not successful for us. We made a decision at the end of 2022 to move towards product-led growth, having about 1,000 companies. I hope that'll be next week—our big magic, fun, new milestone. We're really looking to empower the companies who are already participating on the network to drive growth. Many of them are receiving certs from our paying customers and just starting to get familiar with a new way of doing business. But things last year didn't feel right. It was incredibly frustrating to go through those motions and not have the success and metrics that were expected. The piece about intuition and being bold enough and confident enough in why you're doing what you're doing to be able to pivot is crucial. VICTORIA: So, you've talked to...or have over 1,000 customers. I wonder what was anything really surprising to you that you discovered in that process. LONNI: I think for us...and it kind of lends itself to the conversations we were having last year. To us and to our early adopters, SmartCert was a no-brainer. People that were spending eight hours a day were now spending an hour a day on the same work but just doing it much faster, reducing a lot of human error and automating so much of it. So, when we did have the conversations and make, you know, the introductions to the industry and work to build awareness, it was very obvious that change management is a paralyzing [laughs] aspect. And when technology is rearing its ugly head in the requirements for your business, the future of your business, I think for manufacturing and distribution, the timeline for a lot of that movement towards digital documents and working in the cloud was accelerated with COVID, with inflation. And all of a sudden, now there's companies who are leaping ahead and some that are fa…

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    495: Free Code Camp with Quincy Larson Oct 05, 2023
    Show notes

    We are thrilled to announce the third session of our new Incubator Program. If you have a business idea that involves a web or mobile app, we encourage you to apply to our eight-week program. We'll help you validate your market opportunity, experiment with messaging and product ideas, and move forward with confidence toward an MVP. Learn more and apply at tbot.io/incubator. We look forward to seeing your application in our inbox! Quincy Larson is the founder of freeCodeCamp.org, which helps people learn to code for free by creating thousands of videos, articles, and interactive coding lessons–all freely available to the public. Quincy shares his journey from transitioning from teaching into software development, how freeCodeCamp was born out of his desire to make educational systems more efficient through coding, and discusses the early challenges of bootstrapping the platform, and how it has now grown into a 501(c)(3) nonprofit organization. Quincy and hosts Victoria and Will, discuss the platform's technical architecture, especially their global server distribution and decision to rely on volunteer-led translation efforts rather than machines to ensure both the quality and human touch of their educational content. He also talks about the state of free and low-cost degree programs, the student loan crisis, and the ongoing debate between traditional computer science degrees and coding bootcamps. Free Code Campi Follow Free Code Camp on LinkedIn or X. Follow Quincy Larson on LinkedIn or X. Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript: WILL: This is the Giant Robot 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 me today is Quincy Larson, Host of the freeCodeCamp Podcast, Teacher, and Founder of freecodecamp.org, a community of people around the world who are learning to code together. Quincy, thank you for joining us. QUINCY: Yeah, thanks for having me, Will and Victoria. VICTORIA: Yeah, thank you for being here. So, I understand that you made a big shift personally for yourself from California to Texas. How has that been for your family and for, you know, as a founder who is running a nonprofit? QUINCY: Yeah, things are going great. It was a big move. We had some kids, and it was difficult to find, like, a good place to live in California that didn't cost, like, millions of dollars [laughter]. And so, at least in the San Francisco Bay Area, we were living in East Bay. I grew up here in Texas and Oklahoma. And I was like, well, maybe we could go back to the southwest, and so we did that. And we were able to come back and comfortably purchase a home here in Plano, Texas. We were able to find one that was, like, really close to a really good public school system. And so, every morning, I'm able to walk my kids to school. And I'd say that Texas has been a great change from California, where I lived for seven or eight years over there. And I love California. Texas has a lot of great things about it, too. It is a little bit hotter than California. It doesn't quite have California's Mediterranean climate, but it's been great here. I like it. And I would say if people are thinking about moving to Texas from California, there are definitely some really good spots of Texas that I think they'll feel really comfortable in. WILL: That's awesome, yeah. I'm originally from Louisiana. So, you're bringing back, like, memories of me growing up, always going to Texas and stuff. And I know exactly where Plano is, so that's amazing. How has it been with your kids? Because we were talking, and you said your kid recently started school. How's that been? QUINCY: Yeah, so my daughter started school a couple of years ago, and she just turned eight. And my son he's turning six this weekend. He just started kindergarten. We were having him take classes at the YMCA some pre-school. And he went from doing that for the first few hours of the day, and then we'd pick him up and bring him home and eat lunch with him and everything. And now he's got to go to school from, like, 7:00 a.m. to, like, 3:00 p.m. And he's been freaking out, like, "Why is school so long? Oh my goodness, I'm so tired all the time," [laughs]. So, he didn't realize that school would be as involved a process. He was all excited. But now he's complaining about, like, just the sheer length of school. But meanwhile, my wife and I we're just, like, celebrating because we actually have some time around the house where we can get work done without having kids running around causing chaos [laughs]. So yeah, I think he's adapting. He's making friends. We're doing playdates and stuff, and he's having fun. It's just a transition, you know. But it is nice because before, I would walk my daughter to school, and that was a very quick, 10-minute round trip, and then I'd walk my son to school. And that was, like, an hour round trip because we walked all the way to the YMCA. And I would do that to kind of toughen him up and get him walking a lot. It was a huge chunk of time. And now I can just grab both, one [inaudible 4:04] hand in each hand, and walk them to school, and drop them off, and be done with it and get back to work. So, it's definitely nice having both at the same school. VICTORIA: I love the work-life balance and that you were able to find and live somewhere that's affordable and has enough space for your family. And I wonder if we can draw a connection there between achieving that kind of lifestyle and learning to code, and what the mission of freeCodeCamp is for you, and what that means to people and changing careers. QUINCY: Absolutely. So, my background is in teaching. And I was a teacher and a school director at schools here in the U.S. and over in China. And that involved me being on campus, like working directly with my admin staff, with my instructional staff, and working directly with students. So, working remotely was kind of, like, a foreign concept way back in, like, 2010 or so 2011 when I started my transition into working as a software developer. But being able to work remotely has been a real game changer for me. And also, you can imagine, like, being a developer, you can command much larger compensation, and you have a lot more career options than being a teacher or a school director. So, it's given me a lot of agency in what I wanted to do. Even before, you know, starting freeCodeCamp, when I was working as a software developer and doing freelance work and stuff, I was able to do everything remotely. And that just gave me a ton of flexibility. So, the way that I learned to code personally was I wanted to help our school be more efficient. A lot of our teachers, a lot of our admin they were spending all day kind of chained to their desk entering information into computers for compliance reasons, to be able to produce great reports, to be able to produce attendance reports, immigration documents, all those things. And I just thought, like, is there a way that maybe I could automate some of this? And I didn't know anything about programming. I was about 31 years old. I was just sitting at my desk, and I just started kind of, like, Googling around and learning some very basic programming. And with that, over the course of a few months, I was really able to transform how the school ran. And we, like, won an award. And, like, a whole bunch of the students were, like, having a great time because they were spending so much more time with their teachers. And they were like, "Hey..." like, telling all their friends and family to transfer into the school. So, it was a massive success. And I thought, wow, if one person who doesn't even really know that much about programming can effect such a change with just a little bit of programming skills, imagine what I could do if I actually learned to code properly, so [chuckles] I did that. I spent about nine months going to hackathons every weekend, and reading a lot of books, and using a lot of open courses online, like from MIT, from Stanford, and I kind of taught myself to code for free. And then, I was able to get a job as a developer at a mid-size tech startup in California. And from there, I just learned more and more, and it was amazing. And it was an amazing transformation for me personally. And I thought, well, I want to help other people be able to do this because I know so many people out there would like to be working in a field where they have more conversation, a higher degree of control. They get to do creative work instead of, you know, tedious work. As a developer, you're constantly doing new stuff because code is infinitely reproducible. So, you could always just go back to code you've previously written if you needed to solve the same problem again. So, you're always in this kind of learning mindset. You're always in this problem-solving mindset. And it's really thrilling. It's just great, impactful work. So, I wanted to help more people be able to do that, hence starting a bunch of different projects that people didn't care about and then eventually starting a project that people did care about, which is freeCodeCamp. And since then, just kind of leading this project in trying to help as many people as possible learn to code. WILL: So, I was looking at your website. And I didn't even realize this until I was doing more research for the podcast, but you have over 10,000 tutorials, and they're in different categories. I saw you just recently released one on finance, which I actually bookmarked it because I'm going to go through it and look at it. You help more than a million people every day. So, how was it when you first started out? Like, how was, I guess, you could say, the grind? How was it in those early days? QUINCY: I'm a big advocate of, you know, for work-life balance, but, like, I kind of, like, exclude founders from that. I really do think that if you're trying to get something started, you're going to have to work really hard and probably way beyond what would be reasonable for a person who's getting a salary or working at an existing company if you're trying to get things started. So, I mean, it was, like, 100-hour weeks, maybe 120 some weeks [laughs]. I would sleep and just wake up and get to my desk and try to, like, put out fires, fix the server, improve the codebase, respond to learners in the community who had feedback, deal with support issues. Like, I was basically doing everything myself. And gradually, we were able to, like, build out the team over a long period of time. But really, the first few years was me self-financing everything with just my teacher savings. I spent, like, $150,000 of my own money just trying to keep freeCodeCamp going. For the first couple of years, we got tax-exempt status from the IRS. When that finally happened, I was like, great, like, let's go out and see if we can get some people to donate. So, we started asking people who were using freeCodeCamp if they'd be willing to donate $3 a month and eventually $5 a month, and we were able to support the organization through that. Really, it's just like a grassroots donor-supported effort. And then, we've been able to get some grants from Linux Foundation, and From Google, from Microsoft, from a whole lot of other big tech companies, and from some other nonprofits in the space. But mostly, it's just been, like, individual donors donating $5. And if you get enough people doing that, you get, like, a budget where you can actually pay for, you know, we have more than 100 servers around the world serving freeCodeCamp in, like, six different languages. We have, you know, all these other, like, initiatives. Like, we've got Code Radio, where you can go listen to Lo-fi while you're coding. And there are servers all over the world. And you can change the bit rate to suit whatever data you have and everything. Like, we wanted to just offer a whole lot of different services. We have mobile apps now. We've got an iOS and an Android app for freeCodeCamp. And then, of course, we've got the podcasts. We've got four podcasts: one in English, which I host, and then we've got one in Spanish, one in Portuguese, and one in Chinese. VICTORIA: Yeah, I absolutely want to ask you more about your podcasts. But first, I wanted to hear–can you tell me a little more about the decision to be 501(c)(3) or a nonprofit status? And were you always firm in that decision? Do people question it? And what was the real reasoning and commitment to that formation? QUINCY: I guess I would consider myself an idealist. Like, I genuinely believe that most educational endeavors should be, you know, nonprofit. They should be driven by either governments or by charities. I'm always kind of skeptical when there's, like, some late-night TV commercial, like, "Viewer, we'll help you get our degree," and it's from, like, a private for-profit university, something like that. So, I was like, in education...and I don't think everything in society needs to be that way, but I do think, like, education and, to an extent, healthcare these should be led by charities. Like, you know, the Red Cross, or, like, Doctors Without Borders, or churches, you know, own many of the universities, many of the hospital systems in the United States. I think that's a good thing. I think it's a very good thing that it's not just, you know, private profit-maximizing, market incentive-bound organizations that are doing all the stuff in education and in healthcare. I wanted to try to create something that, like, a lot of other people would see and say, "Oh wow, this charity can actually survive. It can sustain itself without raising a bunch of VC, without going public," or any of those things that a for-profit entity would do. And, again, I just want to emphasize, like, I don't think that iPhones should be made [chuckles] by nonprofits or anything like that. I'm just saying, like, for the purpose of actually educating people, the incentives are not necessarily aligned when you're trying to get money from...especially when you're talking about people that 60% of people on earth live off less than $10 a day. Those people should be spending their money on food. They should be spending their money on shelter. They should be spending their money on family. They should not be spending money on online courses, in my humble opinion. Like, online courses should be freely available to those people. So, to some extent, freeCodeCamp, we want to make sure that everybody everywhere in the world has access to first-rate learning resources on math, programming, computer science, regardless of their ability to pay. So, that's kind of, like, the ideal logical [inaudible 12:19], I guess, of freeCodeCamp. We kind of live that. Like, we're really serious. We will never pay, well, anything on freeCodeCamp. We won't account email gate anything. We are, I guess, absolutist in the sense that we want all of freeCodeCamp's learning resources to be free for everyone. Because of that, it made sense to like, incorporate as a 501 (c)(3) public charity. And so, we're tax-exempt. And people who donate to freeCodeCamp they can, you know, deduct it from their U.S. taxes. If a large company or even a small startup...we've had lots of startups like New Relic, like Retool, we've had Postman, Hostinger, a whole lot of different startups and mid-sized tech companies, Pulumi, Appsmith, they've a…

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    494: Aigo.ai with Peter Voss Sep 28, 2023
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    We are thrilled to announce the third session of our new Incubator Program. If you have a business idea that involves a web or mobile app, we encourage you to apply to our eight-week program. We'll help you validate your market opportunity, experiment with messaging and product ideas, and move forward with confidence toward an MVP. Learn more and apply at tbot.io/incubator. We look forward to seeing your application in our inbox! Peter Voss is the CEO and Chief Scientist of Aigo.ai, a groundbreaking alternative to conventional chatbots and generative models like ChatGPT. Aigo's chatbot is powered by Artificial General Intelligence (AGI), enabling it to think, learn, and reason much like a human being. It boasts short-term and long-term memory, setting it apart in terms of personalized service and context-awareness. Along with host Chad Pytel, Peter talks about how most chatbots and AI systems today are basic. They can answer questions but can't understand or remember the context. Aigo.ai is different because it's built to think and learn more like humans. It can adapt and get better the more you use it. He also highlights the challenges Aigo.ai faces in securing venture capital, given that its innovative approach doesn't align with current investment models heavily focused on generative or deep learning AI. Peter and Chad agree that while generative AI serves certain functions well, the quest for a system that can think, learn, and reason like a human demands a fundamentally different approach. Aigo.ai Follow Aigo.ai on LinkedIn or YouTube. Follow Peter Voss on LinkedIn. Visit his website: optimal.org/voss.html Follow thoughtbot on X or LinkedIn. Become a Sponsor of Giant Robots! Transcript: CHAD: 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, Chad Pytel. And with me today is Peter Voss, CEO and Chief Scientist at Aigo.ai. Peter, thanks so much for joining me. PETER: Yes, thank you. CHAD: So, tell us a little bit about what Aigo.ai does. You've been working in AI for a long time. And it seems like Aigo is sort of the current culmination of a lot of your 15 years of work, so... PETER: Yes, exactly. So, the quick way to describe our current product is a chatbot with a brain, and the important part is the brain. That basically, for the last 15-plus years, I've been working on the core technology for what's called AGI, Artificial General Intelligence, a system that can think, learn, reason similar to the way humans do. Now, we're not yet at human level with this technology. But it's a lot smarter and a lot more usable than traditional chatbots that don't have a brain. CHAD: I want to dig into this idea a little bit. I think, like a lot of people, I've used just traditional chatbots, particularly like ChatGPT is the latest. I've built some things on top of it. What is the brain that makes it different? Especially if you've used one, what is using Aigo going to be different? PETER: Right. I can give a concrete example of one of our customers then I can talk about the technology. So, one of our big customers is the 1-800-Flowers group of companies, which is Harry & David Popcorn Factory and several others. And wanted to provide a hyper-personalized concierge service for their customers where, you know, the system learns who you buy gifts for, for what occasions, you know, what your relationship is to them, and to basically remember who you are and what you want for each of their 20 million customers. And they tried different technologies out there, you know, all the top brands and so on, and they just couldn't get it off the ground. And the reason is because they really don't learn. And we now have 89% self-service on the things that we've implemented, which is pretty much unheard of for complex conversations. So, why can we do that? The reason is that our system has deep understanding. So, we have deep pausing, deep understanding, but more importantly, that the system remembers. It has short-term memory. It has long-term memory. And it uses that as context. So, you know, when you call back a second time, it'll remember what your previous call was, you know, what your preferences are, and so on. And it can basically use that information, the short and long-term memory, and reason about it. And that is really a step forward. Now, until ChatGPT, which is really very different technology from chatbot technology, I mean, chatbot technology, you're assuming...the kind of thing we're talking about is really augmenting call center, you know, automatic call center calls. There, you need deep integration into the customers' back-end system. You obviously need to know what the latest product availability is, what the customers' outstanding orders are, you know, all sorts of things like, you know, delivery schedules. And we probably have, like, two dozen APIs that connect our system to their various corporate databases and so on. Now, traditional chatbots obviously can do that. You hook up the APIs and do things, and it's, you know, it's a lot of work. But traditional chatbot technology really hasn't really changed much in 30 years. You basically have a categorizer; how can I help you? Basically, try to...what is the intent, intent categorizer? And then once your intent has been identified, you basically have a flowchart-type program that, you know, forces you down a flowchart. And that's what makes them so horrible because it doesn't use context. It doesn't have short-term memory. CHAD: And I just wanted to clarify the product and where you mentioned call center. So, this isn't just...or only text-based chat. This is voice. PETER: Yes. We started off with chat, and we now also have voice, so omnichannel. And the beauty of the system having the brain as well is you can jump from text messaging to a chat on the website to Apple ABC to voice, you know. So, you can basically move from one channel to another seamlessly. You know, so that's against traditional chatbot technology, which is really what everybody is still using. Now, ChatGPT, of course, the fact that it's called ChatGPT sort of makes it a bit confusing. And, I mean, it's phenomenal. The technology is absolutely phenomenal in terms of what it can do, you know, write poems and give you ideas. And the amount of information it's amazing. However, it's really not suited for commercial-grade applications because it hallucinates and it doesn't have memory. CHAD: You can give it some context, but it's basically faking it. You're providing it information every time you start to use it. PETER: Correct. The next time you connect, that memory is gone, you know [crosstalk 05:58] CHAD: Unless you build an application that saves it and then feeds it in again. PETER: Right. Then you basically run out of context we know very quickly. In fact, I just published a white paper about how we can get to human-level AI. And one of the things we did and go over in the paper is we did a benchmark our technology where we fed the system about 300 or 400 facts, simple facts. You know, it might be my sister likes chocolate or, you know, it could be other things like I don't park my car in the garage or [chuckles], you know. It could be just simple facts, a few hundred of those. And then we asked questions about that. Now, ChatGPT scored less than 1% on that because, you know, with an 8K window, it basically just couldn't remember any of this stuff. So, we use -- CHAD: It also doesn't, in my experience...it's basically answering the way it thinks the answer should sound or look. And so, it doesn't actually understand the facts that you give it. PETER: Exactly. CHAD: And so, if you feed it a bunch of things which are similar, it gets really confused because it doesn't actually understand the things. It might answer correctly, but it will, in my experience, just as likely answer incorrectly. PETER: Yeah. So, it's extremely powerful technology for helping search as well if a company has all the documents and they...but the human always has to be in the loop. It just makes way too many mistakes. But it's very useful if it gives you information 8 out of 10 times and saves you a lot of time. And it's relatively easy to detect the other two times where it gives you wrong information. Now, I know in programming, sometimes, it's given me wrong information and ended up taking longer to debug the misinformation it gave me than it would have taken me. But overall, it's still a very, very powerful tool. But it really isn't suitable for, you know, serious chatbot applications that are integrated into back-end system because these need to be signed off by...legal department needs to be happy that it's not going to get the company into trouble. Marketing department needs to sign off on it and customer experience, you know. And a generative system like that, you really can't rely on what it's going to say, and that's apart from security concerns and, you know, the lack of memory and deep understanding. CHAD: Yeah. So, you mentioned generative AI, which is sort of one of the underlying pieces of ChatGPT. In your solutions, are you using any generative solutions? PETER: No, not at all. Well, I can give one example. You know, what 1-800-Flowers do is they have an option to write a poem for your mother's birthday or Mother's Day or something like it. And for that, we will use ChatGPT, or they use ChatGPT for that because that's what it's good at. But, you know, that's really just any other app that you might call up to do something for you, you know, like calling up FedEx to find out where your goods are. Apart from that, our technology...it's a good question you ask because, you know, statistical systems and generative AI now have really dominated the AI scene for the last about 12 years, really sort of since DeepMind started. Because it's been incredibly successful to take masses amounts of data and masses amounts of computing power and, you know, number crunch them and then be able to categorize and identify images and, you know, do all sorts of magical things. But, the approach we use is cognitive AI as opposed to generative. It's a relatively unknown approach, but that's what we've been working on for 15 years. And it starts with the question of what does intelligence require to build a system so that it doesn't use masses amounts of data? It's not the quantity of data that counts. It's the quality of data. And it's important that it can learn incrementally as you go along like humans do and that it can validate what it learns. It can reason about, you know, new information. Does this make sense? Do I need to ask a follow-up question? You know, that kind of thing. So, it's cognitive AI. That's the approach we're using. CHAD: And, obviously, you have a product, and you've productized it. But you said, you know, we've been working on this, or you've been working on this model for a long time. How has it progressed? PETER: Yes, we are now on, depending on how you count, but on the third major version of it that we've started. And really, the progress has been determined by resources really than any technology. You know, it's not that we sort of have a big R&D requirement. It's really more development. But we are a relatively small company. And because we're using such different technology, it's actually been pretty hard to raise VC money. You know, they look at it and, you know, ask you, "What's your training data? How big is your model?" You know, and that kind of thing. CHAD: Oh, so the questions investors or people know to ask aren't relevant. PETER: Correct. And, you know, they bring in the AI experts, and then they say, "Well, what kind of deep learning, machine learning, or generative, or what transformer model are using?" And we say, "Well, we don't." And typically, that's kind of, "Oh okay, well, then it can't possibly work, you know, we don't understand it." So, we just recently launched. You know, with all the excitement of generative AI now recently, with so much money flowing into it, we actually launched a major development effort. Now we want to hire an additional a hundred people to basically crank up the IQ. So, over the years, you know, we're working on two aspects of it: one is to continually crank up the IQ of the system, that it can understand more and more complex situations; it can reason better and be able to handle bigger amounts of data. So, that's sort of the technical part that we've been working on. But then the other side, of course, running a business, a lot of our effort over the last 15 years has gone into making it industrial strength, you know, security, scalability, robustness of the system. Our current technology, our first version, was actually a SaaS model that we deployed behind a customer's firewall. CHAD: Yeah, I noticed that you're targeting more enterprise deployments. PETER: Yeah, that's at the moment because, financially, it makes more sense for us to kind of get off the ground to work with, you know, larger companies where we supply the technology, and it's deployed usually in the cloud but in their own cloud behind their firewall. So, they're very happy with that. You know, they have complete control over their data and reliability, and so on. But we provide the technology and then just licensing it. CHAD: Now, a lot of people are familiar with generative AI, you know, it runs on GPUs and that kind of thing. Does the hardware profile for where you're hosting it look the same as that, or is it different? PETER: No, no, no, it requires much less horsepower. So, I mean, we can run an agent on a five-year-old laptop, you know, and it doesn't...instead of it costing $100 million to train the model, it's like pennies [laughter] to train the model. I mean, we train it during our regression testing, and that we train it several times a day. 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. CHAD: So, you mentioned ramping up the IQ is a goal of yours. With a cognitive model, does that mean just teaching it more things? What does it entail? PETER: Yes, there's a little bit of tension between commercial requirements and what you ultimately want for intelligence because a truly intelligent system, you want it to be very autonomous and adaptive and have a wide range of knowledge. Now, for current commercial applications we're doing, you actually don't want the system to learn things by itself or to make up stuff, you know, you want it to be predictable. So, they develop and to ultimately get to full human-level or AGI capability requires a system to be more adaptive–be able to learn things more. So, the one big change we are making to the system right now is natural language understanding or English understanding. And our current…

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    493: Mobile Development at thoughtbot with Stephen Hanson Sep 21, 2023
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    We are thrilled to announce the third session of our new Incubator Program. If you have a business idea that involves a web or mobile app, we encourage you to apply to our eight-week program. We'll help you validate your market opportunity, experiment with messaging and product ideas, and move forward with confidence toward an MVP. Learn more and apply at tbot.io/incubator. We look forward to seeing your application in our inbox! __ Co-host Will Larry interviews Stephen Hanson, the Director of Mobile Development at thoughtbot. The two explore the complexities of mobile app development, focusing on the advantages and disadvantages of React Native and Flutter. Stephen, who initially started as a full-stack web developer specializing in Enterprise Java, discusses React Native's cost-effectiveness and the convenience of having a unified codebase for iOS and Android platforms. However, he notes that Flutter might be a more suitable choice for high-performance needs. Both hosts emphasize the nuances of the mobile ecosystem, covering topics like in-app purchases, push notifications, and the strict guidelines set by app stores like Apple's. They agree that a comprehensive understanding of these aspects is crucial for an entire development team, including designers and project managers. Additionally, Stephen shares that the driving force behind his career is the opportunity to create apps that enhance people's lives. Stephen wraps up the discussion by detailing thoughtbot's goals of improving mobile development practices within the company and the broader developer community. __ React Native Flutter Follow Stephen Hanson on LinkedIn. Visit his website: shanson.co. 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 Stephen Hanson, Director of Mobile Development here at thoughtbot. Stephen, thank you for joining me. STEPHEN: Hi, Will. Thanks for having me. I'm excited to be here. WILL: Yeah. I'm excited to talk about mobile development. But before we get started, tell us a little bit about who Stephen Hanson is: your personal life. STEPHEN: You know this because we often talk about our families when we get together. But I have two young kids, two and four years old. When you say personal life to anybody who has young kids, that's what we're talking about. [laughter] WILL: Yes. STEPHEN: So, they're keeping me busy but in the best way. WILL: Yeah, definitely. And I totally understand that. So, I know we talk about this often, but you like to woodwork. You like to work with your hands like most of us in tech. Like, we think so much with our head and mental that we try to find something to do physically, and yours is woodworking. Tell me a little bit about that. STEPHEN: Yeah. I think it's exactly what you said. I think working on a computer all day, you know, many years ago, I was like, what's something I can do with my hands, right? Something a little more physical. So yeah, fine woodworking has been a hobby of mine for quite a few years. And we were even chatting the other day about, you know, I'm trying to take time during the day to sneak out to the garage for 15 minutes, you know, during my lunch break or whatever to just get that mental reset and just work on something. WILL: Yeah. I know that you built your office that you work out of. I've been wanting to ask you, one, how did you do it? Two, how did you have the confidence to do it [laughter] to make sure that it was going to...how can I say this? I would be afraid that would it still be standing [laughter] after a little bit? [laughs] STEPHEN: Yeah, to be honest, that was definitely a fear. Yeah, I built my office in 2020, you know, COVID hit. All of a sudden, I was working fully remote. And we had another kid on the way. You know, we didn't have space in the house. So, I was like, what am I going to do? [laughs] I was already doing woodworking, but I didn't have any construction or carpentry experience. So, yeah, I definitely had the confidence issue. And I think, you know, I was just like, I don't know, let's just give it a try. [laughter] That's really all I can say. I didn't have the skills yet. But I watched a lot of YouTube and read a lot of [laughs] forums or, you know, just found info wherever I could, so...[laughs] WILL: Yep. And it's still standing today, correct? [laughs] STEPHEN: Correct. Yeah. [laughs] No, I'm just sitting in, like, a pile of rubble right now. [laughter] WILL: That's awesome, yeah. It's kind of like development sometimes for me. Like, you just got to take that leap sometimes, so... STEPHEN: You do, right? It's like, you know, fake it till you make it. [laughter] WILL: Yep. That's awesome. Awesome. Awesome. So, tell us a little bit about how did you get started in development in general? And then, how did you get started in React Native? STEPHEN: Yeah. So, I started out as a full-stack web developer. So, I didn't initially set out and say, "I'm going to build mobile apps," right? And I started out in 2011. I was working in Enterprise Java. I worked for American Airlines for a couple of years, and then I did enterprise consulting. I eventually made my way to, like, Rails and front-end development. And around 2016, 2017, I was freelancing. And eventually, clients started asking me to build mobile apps. [chuckles] WILL: [inaudible 04:16] STEPHEN: And I didn't know how to build mobile apps. So, I did what any web developer would do who doesn't build apps, and I used web technology. So, those first couple of apps that I built were hybrid apps. I used Ionic. And those are, you know, web apps that you package in a Native Wrapper. So, developing these apps, I literally developed them in a browser, right? And they're web apps. [laughs] And that was my first experience building apps. Even if they were web-based, I still had to work with the native app stores and learn, you know, app review guidelines and implement some native functionality, even though it was through, like, the Ionic wrappers. You know, people kind of trash on hybrid apps, and sometimes for good reason. But that wasn't a bad first experience for me or outcome, honestly. The clients were happy. They had apps in the app stores that were working for a pretty reasonable development cost. So yeah, that was my first experience in mobile. The end result isn't something I'd be necessarily proud of today. [laughs] WILL: I think that's all devs. [laughs] STEPHEN: Yeah, you know, [laughter] yeah, I -- WILL: Looking back at their work, yeah. [laughs] STEPHEN: I was talking about that. I could look back to something I built a month ago. [laughs] WILL: Yes. [laughter] STEPHEN: You don't have to go back far. [laughter] WILL: Yeah, so true [laughs]. You started working with the client when you were freelancing. So, how did you go from the hybrid web apps to actually saying, okay, I want to change, and I want to go all in on React Native? STEPHEN: React Native came out around that same time I was building those hybrid apps. So, the hybrid apps were 2016, 2017. React Native came out in 2015. So it was out, but it was still pretty new. And I was really interested in React Native right from the beginning, but I was also a little intimidated by it [chuckles]. So, when those first clients came to me for mobile apps, I didn't feel confident enough to say, "Yes, I can build you a React Native app." But a year or two later, I was working for another client on their Rails app. And I was building an API for their new React Native app. You know, I was really interested in React Native. So I said, "Hey, [chuckles] why don't I help out on the app side, too?" And they were like, "Sure, that sounds great." So that was kind of where I got my foot in the door with React Native. And then more opportunities like that just kept popping up over the next year. So, I got to work on a couple of other React Native apps. And like we talked about, I just started calling myself a React Native developer [laughs]. The rest is history. WILL: Yep. So true. We'll touch more on that later. But what would you say to a client who is trying to figure out if they should build native versus React Native? STEPHEN: There's a few things to consider when making that decision. But I think, usually, what I've seen is it comes down to budget and user experience. The bottom line is React Native is going to be a lot cheaper. You're basically building one app instead of two, right? Most of your code in a React Native app is going to be in JavaScript, and you can reuse all of that code across Android and iOS. If you're building a native app, you're just building two completely separate apps. So, it's just going to be cheaper to build that React Native app, and a lot of times, that's what it comes down to. For most companies, it can be really hard to justify that extra cost of building a completely native app for each platform. But then the question is when we talk about how can you justify the cost? Well, what would justify the cost, right? [laughs] I think probably the biggest trade-off when you build a React Native app versus a purely native app is there is a little bit of a performance penalty by building in React Native versus native. So, I think apps that will need to have a very flashy cutting-edge experience with lots of user-driven animation and effects, you know, when you get into that domain, I think that's where we see pure native starting to make more sense. But most apps and users would never feel that performance penalty of React Native. So, for most apps, that's not really something that enters into the equation. WILL: I want to dig into something you said. You were talking about if you do go native, you usually have to build an iOS and an Android separately. But with React Native, you could do it together. So, for someone who's maybe never done either one of them, can you kind of dig into, like, what does that look like? So, when you say I have to build an iOS and an Android portion versus I can do one codebase for React Native, can you walk us through kind of what that looks like, just a sample feature? STEPHEN: When I say React Native is a single codebase and, you know, native apps, you're building two apps, the way React Native works is you're basically building a React app. So, all of your business logic is going to be in React. And when your React code renders some UI, that gets translated into native UI. But your business logic is still going to be living in that JavaScript React app. So, one, when I say performance penalty, that's what I'm talking about is: there's a little bit of a performance penalty communicating back and forth between your JavaScript thread and the native system thread. But when we talk about one codebase versus two, that's what a React Native app looks like. You basically are working on a React app. It's one codebase with one set of business logic. And when you say, "Show a modal on the screen," that gets translated into a native Android modal or a native iOS modal, but in your code, you're just saying, "Show a modal." [laughs] So, you're just writing that one time. So yeah, a React Native project is just one codebase. Now, one thing that we haven't really touched on is in a React Native app, you do have the ability to drop down into native code. So, you have access to the native Android project and the native iOS project in your React Native app. So, you can write completely native code if you want to. But the appeal of React Native is you don't have to, you know, unless you get into one of those situations where you need to do something native that isn't supported out of the box with React Native or by an existing third-party library, or you want to have a very performant, very interactive part of your app. Maybe there's a reason you want to do that in native. You know, you do have that option in a React Native app of dropping down into that native code level. But to contrast that with a purely native project, you will have two completely separate codebases, one for Android and one for iOS. You'll have a development team for Android and a development team for iOS, you know, typically with different skill sets. The Android project will be Java, Kotlin. And your iOS project is swift. So, just in every sense, you really have two different projects when you're working on a purely native app. WILL: Okay, yeah, that makes sense. So like, for React Native, that show modal is just however many lines to show that one modal, and it does it for iOS and Android. But when you talk about native, you're saying that; however, iOS says to show that modal, you have to do it that way. But then Android, you also have to do it the Android way. And one developer, unless they know both of them, may not be able to handle both for those cases, correct? STEPHEN: Yeah, exactly. React Native abstracts away those underlying platforms. So, you really just need to know React Native for most cases. Though, there's definitely a benefit of knowing the underlying platforms. WILL: Definitely. Especially, like you touched on if you wanted to go into that native portion to add in a feature. You know, for example, I know we both worked on a project where we had a scanning app. And we had to tap into that native portion and React Native in order to get the scanning app to work, correct? STEPHEN: Yeah, that's right. We had to support some barcode scanning devices and hook into those barcode scanning frameworks that were proprietary [chuckles] to those devices. So yeah, we had to build native modules for Android and iOS to support those. WILL: Gotcha. Okay. I want to touch back on something you said earlier about the flashy experiences. You said sometimes you may not see it or whatever, but sometimes, if you want that flashy experience, it's better to go the native route. Can you explain that a little bit more? STEPHEN: So yeah, it's kind of what I was touching on a second ago. You know, in a React Native app, you have the JavaScript thread that is always running and coordinating UI changes with business logic. So, you've got your business logic in JavaScript. You've got the UI in native. And those need to be coordinated to interact. So, that's kind of where that performance penalty can happen. You know, again, most apps and users would never feel this penalty. I've never been, like, using my phone and been like, oh, this is a React Native app; I can feel it, you know. [laughs] It's not something that typically enters the picture for most apps that we work on. But there are certain types of apps that might be more important, you know, highly interactive games or things that just need to have that extra flashiness and interactive flashiness specifically, where it could make sense to build that natively. Another interesting thing in the React Native space is React Native recently re-architected their rendering engine to be written in C++ and be more efficient. So, this performance overhead might be a little bit less of a trade-off. They've re-architected the way that React Native JavaScript talks to the native layer, which might make this even less of an issue going forward. WILL: I looked it up for the podcast. But do you know some of the companies that we probably are familiar with, like they built apps on React Native? Can you name a couple? STEPHEN: Yeah, I was rece…

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    492: Backstop.it and Varo Bank with Rishi Malik Sep 14, 2023
    Show notes

    Victoria and Will interview Rishi Malik, the Founder of Backstop.it and VP of Engineering at Varo Bank. They talk about Rishi's recent adventure at DEF CON, the renowned annual security conference that he's attended for six years, and describes how it has transformed from a mere learning experience into a thrilling competition for him and his team. The conference = their playground for tackling an array of security challenges and brain-teasing puzzles, with a primary focus on cloud security competitions. They talk about the significance of community in such events and how problem-solving through interaction adds value. Rishi shares his background, tracing his path from firmware development through various tech companies to his current roles in security and engineering management. The vital topic of security in the fintech and banking sector highlights the initial concerns people had when online banking emerged. Rishi navigates through the technical intricacies of security measures, liability protection, and the regulatory framework that safeguards online banking for consumers. He also highlights the evolving landscape, where technological advancements and convenience have bolstered consumer confidence in online banking. Rishi shares his unique approach to leadership and decision-making, and pearls of wisdom for budding engineers starting their careers. His advice revolves around nurturing curiosity and relentlessly seeking to understand the "why" behind systems and processes. __ Backstop.it Follow Backstop.it on X. Varo Bank Follow Varo Bank on Instagram, Facebook, X, YouTube, or LinkedIn. Follow Rishi Malik 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. WILL: And I'm your other host, Will Larry. And with us today is Rishi Malik, Founder of Backstop.it and VP of Engineering at Varo Bank. Rishi, thank you for joining us. RISHI: Thanks for having me. I'm excited to be here. VICTORIA: Yes, Rishi. I'm so excited to talk with you today about your security background and get into your role at Varo and Backstop IT. But first, I wanted to hear a little bit more about your recent experience attending DEF CON. How was that? RISHI: It was awesome. I do have quite the background in security at this point. And one of the things I started doing early on, as I was getting up to speed and learning more about the security-specific side of things, was beginning to attend DEF CON itself. So, I've now gone six years straight. And it started out as just kind of experiencing the conference and security and meeting folks. But it's progressed to where I now bring a team of people where we go and we compete. We have a good time. But we do get to kind of bring the security side of things into the software engineering and engineering leadership stuff that we all do on a day-to-day basis. VICTORIA: Yeah. And what kind of puzzles do you solve with your team when you attend DEF CON? RISHI: There's definitely a lot of variety there, which I think is part of the fun. So, DEF CON frequently has electronic badges, you know, with random puzzles on there that you have to solve. Some of it are cryptographic. Some of them are kind of random cultural things. Sometimes there's music challenges based around it. Sometimes, it's social and interactive. And you have to go find the right type of badge or the right person behind it to unlock something. So, all of those, you know, typically exist and are a ton of fun. Primarily, in the last few years, we've been focusing more on the cloud CTF. So, in this case, it's our team competing against other teams and really focused on cloud security. So, it's, you know, figuring out vulnerabilities in, you know, specially designed puzzles around AWS and GCP, the application side of things as well, and competing to see how well you can do. Three years ago, the last couple of years, we've not won it, but we've been pretty competitive. And the great thing is the field is expanding as more and more people get into CTF themselves but, more importantly, into cloud infrastructure and cloud knowledge there. So, it's just great to see that expansion and see what people are into, what people are learning, and how challenging some of these things can be. VICTORIA: I love the idea of having a puzzle at a conference where you have to find a specific person to solve it. And yeah, I'm always interested in ways where we can have these events where you're getting together and building community and growing expertise in a field but in a way that makes it fun [laughs] and isn't just life-draining long, like, talks about random stuff. RISHI: [laughs] I think what you're touching on there is crucial. And you said the word community, and, to me, that is, you know, a big part of what DEF CON and, you know, hacking and security culture is. But it is, I think, one of the things that kind of outside of this, we tend to miss it more, you know, specifically, like, focused conferences. It is more about kind of the content, you know, the hallway track is always a thing. But it's less intentional than I personally, at this stage, really prefer, you know. So, I do like those things where it is encouraging interaction. For me, I'd rather go to happy hour with some people who are really well versed in the subject that they're in rather than even necessarily listening to a talk from them on what they're doing. Simply because I think the community aspect, the social aspect, actually gets you more of the information that is more relevant to what you're doing on a day-to-day basis than just consuming it passively. VICTORIA: I agree because consuming it passively or even intentionally remotely, there are things that you didn't even think to think about [laughs] that aren't going to come up just on your own. You have to have another person there who's...Actually, I have a good friend who's co-working with me this week who's at Ticketmaster. And so, just hearing about some of the problems they have and issues there has been entertaining for me. So yeah, I love that about DEF CON, and I love hearing about community stories and fun ways that companies can get a benefit out of coming together and just putting good content out there. RISHI: Absolutely. I think problem-solving is where you get the most value out of it as a company and as a business. VICTORIA: Yeah, maybe that's a good segue to tell me a little bit more about your background and how you came to be where you are today. RISHI: Yeah. For me growing up, I was always that problem-solver type of person. So, I think that's what kind of naturally gravitated me towards tech and, you know, hardware and software engineering. You know, so, for me, I go back quite a while. I'd been doing a lot of development, you know, in the early days of my career. I started out doing firmware development back in the days of large tape libraries, right? So, if you think about, like, big businesses back before cloud was a big thing and even back before SSDs were a thing, you know, it was all spinning disks. It was all tape. And that's kind of the area that I started in. So, I was working on robots that actually move tapes around these giant tape libraries that are, you know, taller than I am that you can walk inside of because they're so big, for big corporations to be able to backup their data on an overnight basis. You have to do that kind of stuff. Then I started going into smaller and smaller companies, into web tech, into startups, then into venture-backed startups. And then, eventually, I started my own company and did that for a while. All of this is really just kind of, you know, software engineering in a nutshell, lots of different languages, lots of different technologies. But really, from the standpoint of, here's a whole bunch of hard problems that need to be solved. Let's figure out how we can do that and how we can make some money by solving some of these problems. That eventually kind of led me down the security path as well and the engineering management side of things, which is what I do now, both at Backstop...is a security consulting business and being VP of Engineering at Varo Bank. WILL: How was your journey? Because you started as an intern in 2003. RISHI: [laughs] WILL: And then, you know, 20 years later. So, how was your journey through all of that? [laughs] RISHI: [laughs] You know, I hadn't actually put it together that it has been 20 years this year until you said that. So, that's awesome. It's been a blast, you know. I can honestly say it's been wildly different than what I imagined 20 years ago and interesting in different ways. I think I'm very fortunate to be able to say that. When I started out as an intern in 2003, technologies were very different. I was doing some intern shifts with the federal government, you know, so the pace was wildly different. And when I think of where technology has come now, and where the industry has gone, and what I get to do on a day-to-day basis, I'm kind of just almost speechless at just how far we've come in 20 years, how easy some things are, how remarkably hard some other things are that should honestly be easy at this point, but just the things that we can do. I'm old enough that I remember cell phones being a thing and then smartphones coming out and playing with them and being like, yeah, this is kind of mediocre. I don't really know why people would want this. And the iPhone coming out and just changing the game and being like, okay, now I get it. You know, to the experience of the internet and, you know, mobile data and everywhere. It's just phenomenal the advances that we've had in the last 20 years. And it makes me excited for the next 20 years to see what we can do as we go forward. VICTORIA: I'm going to take personal offense to someone knowing that technology being too old [laughs], but, yeah, because it really wasn't that long ago. And I think one thing I always think about having a background in civic tech and in financial tech as well is that the future is here; it's just not evenly distributed. So, now, if you're building a new company, of course, the default is to go straight to the cloud. But many companies and organizations that have been around for 60-80 years and using the internet right when it first came out are still in really old technologies that just simply work. And maybe they're not totally sure why, and change is difficult and slow. So, I wonder if you have any experience that you can take from the banking or fintech industry on how to make the most out of modern security and compliance platforms. RISHI: Yeah, you know, I think most people in tech especially...and the gray hairs on me are saying the younger folks in tech especially don't realize just how much older technologies still exist and will exist for quite some time. When you think of banking itself, you know, most of the major companies that you can think of, you know, in the U.S. especially but kind of across the world that are the top tier names of banks, and networks, and stuff like that, still run mainframes. When you swipe your credit card, there's a very good chance that is processed on a mainframe. And that's not a bad thing. But it's just, you know when you talk to younger engineers, it's not something that kind of crosses their mind. They feel like it is old-tech. The bulk of businesses don't actually run on the cloud. Having been through it, I've racked and stacked servers and had to figure out how to physically take hardware across, you know, country borders and things like those lines. And now, when I do want to spin up a server somewhere else, it's just a different AWS region. So, it's remarkably easy, at this point, to solve a lot of those problems. But once you're up and live and you have customers, you know, where downtime is impactful or, you know, the cost of moving to the cloud or modernizing your technology is substantial, things tend to move a lot slower. And I think you see that, especially when it comes to security, because we have more modern movements like DevOps bringing security into it. And with a lot of the, you know, the modern security and compliance platforms that exist, they work very, very well for what they do, especially when you're a startup or your whole tech stack is modernized. The biggest challenges, I think, seem to come in when you have that hybrid aspect of it. You do have some cloud infrastructure you have to secure. You do have some physical data centers you have to secure. You have something that is, you know, on-premise in your office. You have something that is co [inaudible 10:01] somewhere else. Or you also have to deal with stuff like, you know, much less modern tech, you know, when it comes to mainframes and security and kind of being responsible for all of that. And I think that is a big challenge because security is one of those things where it's, you know, if you think of your house, you can have the strongest locks on your door and everything else like that. But if you have one weak point, you have a window that's left open, that's all it takes. And so, it has to be all-inclusive and holistic. And I think that is remarkably hard to do well, even despite where technology has come to these days. WILL: Speaking of securities, I remember when the Internet banking started a couple of years ago. And some of the biggest, I guess, fears were, like, the security around it, the safety. Because, you know, your money, you're putting your money in it, and you can't go to a physical location to talk to anyone or anything. And the more and more you learn about it...at first, I was terrified of it because you couldn't go talk to someone. But the more and more I learned about it, I was like, oh, there's so much security around it. In your role, what does that look like for you? Because you have such a huge impact with people's money. So, how do you overcome that fear that people have? RISHI: There's, I think, a number of steps that kind of go into it. And, you know, in 2023, it's certainly a little bit easier than it used to be. But, you know, very similar, I've had the same questions, you know, and concerns that you're describing. And I remember using one of the first banks that was essentially all digital and kind of wondering, you know, where is my money going? What happens if something goes wrong? And all of those types of things. And so, I think there is kind of a number of different aspects that go into it. One is, you know, obviously, the technical aspects of security, you know, when you put your credit card number in on the internet, you know, is it encrypted? You know, is it over, you know, TLS? What's happening there? You know, how safe and secure is all that kind of thing? You know, at this point, pretty much everyone, at least in the U.S., has been affected by credit card breaches, huge companies like Home Depot and Target that got cards accessed or, you know, just even the smaller companies when you're buying something random from maybe something...a smaller website on the internet. You know, that's all a little bit better now. So, I think what you have there was just kind of a little bit of becoming comfortable with what exists now. The other aspect, though, I think, then comes into, well, what happens when something goes wrong? And I think there's a number of aspect…

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    491: Compt.io with Amy Spurling Sep 07, 2023
    Show notes

    Amy Spurling is the Founder and CEO of Compt, helping companies build and scale flexible perks, stipends that delight teams. She explains how Compt's approach to benefits aligns with an employee's life stages, and shares insights from data that revealed the vast diversity of vendors utilized by employees. Amy talks about fundraising for Compt, highlighting the gender investment gap and the difficulties faced by female founders. She also shares her personal experiences as a lesbian founder and emphasizes the importance of a diverse workforce. She outlines Compt's mission to provide equitable compensation and foster a broader perspective within companies, the economic miss of not investing in female-founded companies, and the complexities of transitioning into different roles within a startup. Amy's leadership values of balance and belonging are explored, and she shares insights about navigating hurdles like SOC 2 and GDPR compliance. Additionally, they talk about trends in the tech industry, such as AI's use in healthcare and the potential for bias in software, along with data privacy issues. __ Compt.io Follow Compt.io on LinkedIn, Instagram, Facebook, or Xr. Follow Amy Spurling on LinkedIn or X. Follow thoughtbot on Twitter 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 us today is Amy Spurling, Founder and CEO of Compt, helping companies build and scale flexible perks, stipends that delight teams. Amy, thank you for joining. AMY: Thanks so much for having me. VICTORIA: Amy, I saw in your LinkedIn background that you have a picture of someone hiking in what looks like a very remote area. So, just to start us off today, I wonder if you could tell us a little bit more about that. And what's your hobby there? AMY: Sure. I do spend a lot of time backpacking. That picture, I believe, was actually taken in Mongolia a couple of years ago. We spent ten days kind of hiking around in, I mean, everything is backcountry basically in Mongolia. So, spending a lot of time walking around, looking at mountains, is kind of my pastime. WILL: I have a question around backpacking itself. When you say backpacking, what does that mean? Does it mean you only have a backpack, and you're out in the mountains, and you're just enjoying life? AMY: It depends. So, in Mongolia, there were a couple of folks with camels, so carrying the heavy gear for us but still living in tents. My wife and I just did a backpacking trip in the Accursed Mountains in Albania, though, and everything was on our backpack. So, you're carrying a 35-pound pack. It has all your food, your water, your camping gear, and you just go. And you're just kind of living off the land kind of. I mean, you're taking food, so it's not like I'm foraging or hunting but living in the outback. WILL: Wow. What does that do for you just internally, just getting off the grid, enjoying nature? Because I know with tech and everything now, it's kind of hard to do that. But you've done that, I think you said, for ten days. Like, walk us through that experience a little bit. AMY: Some people use yoga, things like that, to go to a zen place, be calm, you know, help quiet their mind. For me, I need to do something active, and that's what I use this for. So getting off away from my phone, away from my laptop—those are not available to me when I'm in the mountains—and just focusing on being very present and listening to the birds, smelling the flowers. You know, pushing myself to where I'm, you know, exerting a lot of energy hiking and just kind of being is just...it's pretty fantastic. VICTORIA: And I'm curious, what brought you to decide to go to Albania to get to that experience? Because that's not a top destination for many people. But -- AMY: It is not. So, we travel a fair amount, and we backpack a fair amount. And the mountains there are honestly some of the most beautiful I've seen anywhere in the world. And so, we're always looking for, where can you get off the grid pretty quickly? Where can you be in the mountains pretty quickly in a way that still has a path so that you're not putting yourself in danger? Unless...I mean, we've done that too. But you want to make sure you have a guide, obviously, if you're going completely no path, no trail kind of camping, too. But it just looked really beautiful. We planned it actually for three years ago and had to cancel because it was May of 2020. And so, we've had this trip kind of on the books and planned for it for a while. VICTORIA: That's awesome. Yeah, I know of Albania because I had a friend who worked there for a few years. And she said the rock climbing there is amazing. And it actually has one of the last wild rivers in Europe. So, it's just a very remote, very interesting place. So, it's funny that you went there [laughs]. I was like, wait, other people also go to Albania. That's awesome. I love the outdoor space. Well, what a great perk or benefit to working to be able to take those vacations and take that time off and spend it in a way that makes you feel refreshed. Tell me more about Compt and your background. What led you to found this company? AMY: Sure. I've been in tech companies for, you know, over 20 years. I've been a CFO, a COO building other people's dreams, so coming in as a primary executive, you know, first funding round type of person, help scale the team, manage finance and HR. And I loved doing that, but I got really frustrated with the lack of tools that I needed to be able to hire people and to retain people. Because the way we compensate people has changed for the last 10, 15 years. And so, ultimately, decided to build a platform to solve my own problem and my own team's problems, and started that getting close to six years ago now. But wanted to build a tech company in a very different way as well. So, in the same way, I take time off, I want my team to take time off. So, we operate on a basis of everyone should be taking their time off. Don't check in while you're out. We'll make sure we're covered. You know, let's build a sustainable business here. And everybody should be working 40 to 45 hours a week, which is definitely not a startup culture or norm. WILL: Yeah. I love that. I was doing some research on Compt. And so, in your words, can you explain to everyone exactly what your company does? AMY: Sure. So, we build lifestyle benefit accounts for companies. And what that means...and the terminology keeps changing, so some people may call them stipends or allowances. But it's really looking at how you pull together employee perks, benefits that will help compete for talent. And right now, retention is kind of the key driver for most companies. How do I keep the people I have really happy? Competitive salaries are obviously table stakes. Health insurance for most industries is table stakes. So, it's, what else are you offering them? You can offer a grab bag of stuff, which a lot of companies try and do, but you get very low utilization. Or you can do something like a stipend or a lifestyle spending account, which is what we build, which allows for complete flexibility so that every employee can do something different. So that even if you're offering wellness, you know, what the three of us think about as wellness is likely very different. I spend a lot of money at REI, like, they are basically, like, as big as my mortgage. I spend so much money there because I want backpacking gear. Wellness for you folks may be a little bit different. And so, allowing for that personalization so everybody can do something that matters to them. VICTORIA: Right. And I love that it comes from a problem you found in your own experience of working with early-stage startups and being on the executive level and finance and building teams from the ground up. So, I'm curious, what lessons did you find in your previous roles that were maybe ten times more important when you started your own company? AMY: I learned so much through all of my prior companies and pulled in the lessons of the things that worked really well but then also the things that it was, like, wow, I would definitely do that different. DEI is very important to us. I knew building a diverse team was going to be a competitive advantage for us. And none of my prior teams really met that mark. You know, most of them were Boston-based, the usual kind of profile of a tech company: 85%-95% White guys, mostly from MIT, you know, very, very talented, but also coached and trained by the same professors for the last 20 years. So, I knew I wanted different perspectives around the table, and that was going to be really key. So, looking at non-traditional backgrounds, especially as we were looking at hiring engineers, for instance, that was really interesting to me because I knew that would be part of our competitive advantage as we started building up this platform that is employee engagement but very much a tax compliance and budgeting tool as well. VICTORIA: I love hearing that. And it's something I've heard from actually thoughtbot's founder, Chad. That is something he wished he invested more in when he first started it. So, I'm curious as to how that's played out from when you started to where you are now. You said, I think, it's been six years, right? AMY: January will be six years, so five and a half-ish, I guess, right now. I mean, it was a stated part of what we were going to do from day one. All of my prior companies wanted that as well. I don't think anybody starts out and says, "Hey, I'd really love a one-note company." No one says that. Everybody thinks that they're doing the right things and hiring the best talent. But what you do is you end up hiring from your network, which usually looks just like you. And when you get to be, you know, 100, 150 people and you're looking around going, wow, we have some gaps here, it's really hard to fill them because who wants to be the first and the only of whatever? You know, I've been the only woman on most management teams. So, for us, it was day one, make it part of the focus and make sure we're really looking for the best talent and casting a very wide net. So, right now, we're sitting at 56% female and 36% people of color, and somewhere around 18%-19% LGBTQIA. So, we're trying to make sure that we're attracting all those amazing perspectives. And they're from people from around the country, which I also think is really important when you're building a tech company. Don't just build in areas where you're in your little tech bubble. If you want to build a product that actually services everyone, you need to have other kind of cultural and country perspectives as well. VICTORIA: Yeah. And that makes perfect sense for what you described earlier for Compt, that it is supposed to be flexible to provide health benefits or wellness benefits to anyone. And there can be a lot of different definitions of that. So, it makes sense that your team reflects the people that you're building for. AMY: Exactly. WILL: Yeah. How does that work? How does Compt accomplish that? Because I know early on I was doing nonprofits and I was a decent leader. But I struggle to get outside of myself, my own bubble if that makes sense. So, like, that was before I had kids. I had no idea what it meant to have kids and just the struggles and everything if you have kids. So, there's so many different things that I've learned over the years that, like, just people have their own struggles. So, how does Compt accomplish the diversity of a company? AMY: So, it's so interesting you mentioned that. I was on a podcast the other day with somebody who was, like, "You know, we didn't really think about our benefits and how important they were." And then, the founder who was the person on the podcast, and he was like, "But then I had kids. And suddenly, I realized, and we had this amazing aha moment." I'm like, well, it's great you had the aha moment. But let's back it up and do this before the founder has children. Sometimes you need to recognize the entire team needs something different and try and support them. My frustration with the tools out there are there are tools that are like, hey, we're a DE&I platform. We will help you with that. You know, we've got a benefit for fertility. We've got a benefit for, you know, elder care. There's all kinds of benefits. These are great benefits, but they're also very, very specific in how they support an employee. And it's very small moment in time, usually. Whereas with something like Compt, where we say, "Hey, we support family," your version of family, having children is very different from my version of family, where I don't have children, but we both have families. And we can both use that stipend in a way that is meaningful for us. What puts the employee back in charge, what matters in their lives, instead of the company trying to read everyone's mind, which is honestly a no-win situation for anyone. So, it just makes it very, very broad. VICTORIA: Yes. And I've been on both sides, obviously, as an employee, but also previously role of VP of Operations. And trying to design benefits packages that are appealing, and competitive, and fair is a challenging task. So -- AMY: It's impossible. It's impossible. [laughs] VICTORIA: Very hard. And I'm curious what you found in the early stages of Compt that was surprising to you in the discovery process building the product. AMY: So, for me, I mean, discovery was I am the buyer for this product. So, I wanted this about five years before I decided to go and build it. And I was talking to other finance and HR professionals going around going, "All right, are you feeling this exact same pain that I'm feeling? Because it is getting completely insurmountable." We were all being pitched all these different platforms and products. Everybody had something they wanted to sell through HR to help attract, and engage and retain talent and all the things, right? But there's no tracking. It's not taxed correctly. And ultimately, no matter what you bring in, maybe 2% to 3% of your team would use it. So, you're spending all this time and energy in putting all this love into wanting to support your team, and then nobody uses the stuff that you bring in because it just doesn't apply to them. And so, I realized, like, my pivotal moment was, all right, none of this is working. I've been waiting five years for somebody to build it. Let's go build something that is completely vendor-agnostic. There's no vendors on this platform by design because everyone ultimately wants something different. And, you know, through that process, we were, of course, pushed by many VCs who said, "Hey, build your marketplace, build your marketplace, you know, that's going to be your moat and your special sauce." And I said, "No, no, no, that's not what we're going to do here because that doesn't solve that problem." And we finally had the data to prove it, which is fantastic. You know, we actually did a sample of 8,700 people on our platform, and we watched them for a year. And said, "How many different vendors are these 8,700 people going to use?" Because that's the marketplace we'd have to buil…

    Full show notes at the publisher

    490: Datadog with Sean O'Connor Aug 31, 2023
    Show notes

    Sean O'Connor is the Director of Engineering at Datadog. Datadog is the essential monitoring and security platform for cloud applications. Sean discusses his transition from an individual contributor to management and shares why he chose Datadog, emphasizing the appeal of high-scale problems and the real business nature of the company. They delve into the importance of performance management and observability and cover the cultural and technical challenges Sean faces in managing a diverse, geographically spread team, and discuss the transition at Datadog from a decentralized model to more centralized platforms, the corresponding changes in both technical strategies and people management, and what excites him about Datadog's future, including the integration of security offerings into developers' daily experiences, and the evolution of Kubernetes and internal build and release tooling. __ Datadog Follow Datadog on LinkedIn, Instagram, Youtube, or Twitter. Follow Sean O'Connor on LinkedIn or Twitter. Visit his website at seanoc.com. Follow thoughtbot on Twitter 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 us today is Sean O'Connor. He is the Director of Engineering at Datadog. Datadog is the essential monitoring and security platform for cloud applications. Sean, thank you for joining us. SEAN: Hi, thanks for having me on. VICTORIA: Yeah, I'm super excited to get to talking with you about everything cloud, and DevOps, and engineering. But why don't we first start with just a conversation about what's going on in your life? Is there any exciting personal moment coming up for you soon? SEAN: Yeah, my wife and I are expecting our first kiddo in the next few weeks, so getting us prepared for that as we can and trying to get as much sleep as we can. [laughs] WILL: Get as much sleep as you can now, so...[laughs] I have a question around that. When you first found out that you're going to be a dad, what was your feeling? Because I remember the feeling that I had; it was a mixed reaction of just everything. So, I just wanted to see what was your reaction whenever you found out that you're going to be a dad for the first time. SEAN: Yeah, I was pretty excited. My wife and I had been kind of trying for this for a little while. We're both kind of at the older end for new parents in our late 30s. So, yeah, excited but definitely, I don't know, maybe a certain amount of, I don't know about fear but, you know, maybe just concerned with change and how different life will be, but mostly excitement and happiness. [laughs] WILL: Yeah, I remember the excitement and happiness. But I also remember, like, wait, I don't know exactly what to do in this situation. And what about the situations that I have no idea about and things like that? So, I will tell you, kids are resilient. You're going to do great as a dad. [laughter] SEAN: Yep. Yeah, definitely; I think I feel much more comfortable about the idea of being a parent now than I may have been in my 20s. But yeah, definitely, the idea of being responsible for and raising a whole other human is intimidating. [laughs] VICTORIA: I think the fact that you're worried about it is a good sign [laughs], right? SEAN: I hope so. [laughs] VICTORIA: Like, you understand that it's difficult. You're going to be a great parent just by the fact that you understand it's difficult and there's a lot of work ahead. So, I think I'm really excited for you. And I'm glad we get to talk to you at this point because probably when the episode comes out, you'll be able to listen to it with your new baby in hand. So... WILL: Good. Excited for it. [laughs] VICTORIA: Yeah, love that. Well, great. Well, why don't you tell me a little bit more about your other background, your professional background? What brought you to the role you're into today? SEAN: Yeah. Well, like we mentioned in the beginning; currently, I'm a Director of Engineering at Datadog. I run our computing cloud team. It's responsible for all of our Kubernetes infrastructure, as well as kind of all the tooling for dealing with the cloud providers that we run on and as well as kind of [inaudible 02:54] crypto infrastructure. Within Datadog, I've always been in management roles though I've kind of bounced around. I've been here for about five and a half years. So, before this, I was running a data store infrastructure team. Before that, when I first came in, I was running the APM product team, kind of bounced around between product and infra. And that's kind of, I guess, been a lot of the story of much of my career is wearing lots of different hats and kind of bouncing around between kind of infrastructure-focused roles and product-focused roles. So, before this, I was running the back-end engineering and DevOps teams at Bitly. So, I was there for about five and a half years, started there originally as a software engineer. And before that, a lot of early-stage startups and consulting doing whatever needed doing, and getting to learn about lots of different kind of industries and domains, which is always fun. [laughs] VICTORIA: That's great. So, you had that broad range of experience coming from all different areas of operations in my mind, which is, like, security and infrastructure, and now working your way into a management position. What was the challenge for you in making that switch from being such a strong individual contributor into an effective manager? SEAN: Sure. You know, I think certainly there is a lot of kind of the classic challenges of learning to let go but still staying involved, right? You know, as a manager, if you're working on critical path tasks hands-on yourself, that's probably not a good sign. [laughs] On the other hand, if you come, like, completely divorced from what your team is doing, especially as, like, a team lead level kind of manager, you know, that's not great either. So, figuring that balancing act definitely was a bit tricky for me. Similarly, I think time management and learning to accept that, especially as you get into, like, further steps along in your career that, like, you know, it's not even a question of keeping all the balls in the air, but more figuring out, like, what balls are made out of rubber and which ones are made out of glass, and maybe keeping those ones in the air. [laughs] So, just a lot of those kind of, like, you know, prioritization and figuring out, like, what the right level of involvement and context is, is definitely the eternal learning, I think, for me. [laughs] WILL: I remember whenever I was looking to change jobs, kind of my mindset was I wanted to work at thoughtbot more because of the values. And I wanted to learn and challenge myself and things like that. And it was so much more, but those were some of the main items that I wanted to experience in my next job. So, when you changed, and you went from Bitly to Datadog, what was that thing that made you say, I want to join Datadog? SEAN: Yeah, that was definitely an interesting job search and transition. So, at that point in time, I was living in New York. I was looking to stay in New York. So, I was kind of talking to a bunch of different companies. Both from personal experience and from talking to some friends, I wasn't super interested in looking at, like, working at mostly, like, the super big, you know, Google, Amazon, Meta type of companies. But also, having done, like, super early stage, you know, like, seed, series A type of companies, having played that game, I wasn't in a place in my life to do that either. [laughs] So, I was looking kind of in between that space. So, this would have been in 2018. So, I was talking to a lot of, like, series A and series B-type companies. And most of them were, like, real businesses. [laughs] Like, they may not be profitable yet, but, like, they had a very clear idea of how they would get there and, like, what that would look like. And so, that was pleasant compared to some past points in my career. But a lot of them, you know, I was effectively doing, like, automation of human processes, which is important. It has value. But it means that, like, realistically, this company will never have more than 50 servers. And when I worked at Bitly, I did have a taste for kind of working in those high-scale, high-availability type environments. So, Datadog initially was appealing because it kind of checked all those boxes of, you know, very high-scale problems, high availability needs, a very real business. [laughs] This is before Datadog had gone public. And then, as I started to talk to them and got to know them, I also really liked a lot of kind of the culture and all the people I interacted with. So, it became a very clear choice very quickly as that process moved along. VICTORIA: Yeah, a very real business. Datadog is one of the Gartner's Magic leaders for APM and observability in the industry. And I understand you're also one of the larger SaaS solutions running Kubernetes, right? SEAN: Yep. Yeah, at this point. Five years ago, that story was maybe a little bit different. [laughs] But yeah, no, no, we definitely have a pretty substantial Kubernetes suite that we run everything on top of. And we get the blessings and curses of we get some really cool problems to work on, but there's also a lot of problems that we come across that when we talk to kind of peers in the industry about kind of how they're trying to solve them, they don't have answers yet either. [laughs] So, we get to kind of figure out a lot of that kind of early discovery games. [laughs] VICTORIA: Yeah. I like how exciting and growing this industry is around kind of your compute and monitoring the performance of your applications. I wonder if you could kind of speak to our audience a little bit, who may not have a big technical background, about just why it's important to think about performance management and observability early on in your application. SEAN: There can be a few pieces there. One of the bigger ones, I think, is thinking about that kind of early and getting used to working with that kind of tooling early in a project or a product. I think it has an analogous effect to, like, thinking about, like, compounding interest in, like, a savings account or investing or something like that. In that, by having those tools available early on and having that visibility available early on, you can really both initially get a lot of value and just kind of understanding kind of what's happening with your system and very quickly troubleshoot problems and make sure things are running efficiently. But then that can help get to a place where you get to that, like, flywheel effect as you're kind of building your product of, as you're able to solve things quickly, that means you have more time to invest in other parts of the product, and so on and so forth. So, yeah, it's one of those things where kind of the earlier you can get started on that, the more that benefit gets amplified over time. And thankfully, with Datadog and other offerings like that now, you can get started with that relatively quickly, right? You're not having to necessarily make the choice of, like, oh, can I justify spending a week, a month, whatever, setting up all my own infrastructure for this, as opposed to, you know, plugging in a credit card and getting going right away? And not necessarily starting with everything from day zero but getting started with something and then being able to build on that definitely can be a worthwhile trade-off. [laughs] VICTORIA: That makes sense. And I'm curious your perspective, Will, as a developer on our Lift Off team, which is really about the services around that time when you want to start taking it really seriously. Like, you've built an app [laughs]. You know it's a viable product, and there's a market for it. And just, like, how you think about observability when you're doing your app building. WILL: The approach I really take is, like, what is the end goal? I'm currently on a project right now that we came in later than normal. We're trying to work through that. SEAN: I haven't come from, you know, that kind of consulting and professional services and support kind of place. I'm curious about, like, what, if any, differences or experiences do you have, like, in that context of, like, how do you use your observability tools or, like, what value they have as opposed to maybe more, like, straight product development? VICTORIA: Right. So, we recently partnered with, you know, our platform engineering team worked with the Lift Off team to create a product from scratch. And we built in observability tools with Prometheus, and Grafana, and Sentry so that the developers could instrument their app and build metrics around the performance in the way they expected the application to work so that when it goes live and meets real users, they're confident their users are able to actually use the app with a general acceptable level of latency and other things that are really key to the functionality of the app. And so, I think that the interesting part was, with the founders who don't have a background in IT operations or application monitoring and performance, it sort of makes sense. But it's still maybe a stretch to really see the full value of that, especially when you're just trying to get the app out the door. SEAN: Nice. VICTORIA: [chuckles] That's my answer. What kind of challenges do you have in your role managing this large team in a very competitive company, running a ton of Kubernetes clusters? [laughs] What's your challenges in your director of engineering role there? SEAN: You know, it's definitely a mix of kind of, like, technical or strategic challenges there, as well as people challenges. On the technical and strategic side, the interesting thing for our team right now is we're in the middle of a very interesting transition. Still, today, the teams at Datadog work in very much a 'You build it, you run it' kind of model, right? So, teams working on user-facing features in addition to, like, you know, designing those features and writing the code for that, they're responsible for deploying that code, offering the services that code runs within, being on call for that, so on and so forth. And until relatively recently, that ownership was very intense to the point where some teams maybe even had their own build and release processes. They were running their own data stores. And, like, that was very valuable for much of our history because that let those teams to be very agile and not have to worry about, like, convincing the entire company to change if they needed to make some kind of change. But as we've grown and as, you know, we've kind of taken on a lot more complexity in our environment from, you know, running across more providers, running across more regions, taking on more of regulatory concerns, to kind of the viability of running everything entirely [inaudible 12:13] for those product teams, it has become much harder. [laughs] You start to see a transition where previously the infrastructure teams were much more acting as subject matter experts and consultants to, now, we're increasingly offering more centralized platforms and offerings that can offload a lot of that kind of complexity and the stuff that isn't the core of what the other product-focused teams are trying to do. And so,…

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