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16 results for “scaling teams”
...of the teams I own is brand and design, and the algorithms have improved so much when it comes to generating graphics based on your own results. Six months ago, it would have been like good results. Now it's excellent results and it changes daily. An
1:02:05 / 1:03:23
from transcript1:02:05 – 1:03:23
And, so to growing growing, Persueto is is is a big goal. And, I would say yeah. Especially always on the hunt for for folks, who excellent engineers, designers, researchers, but then folks in, all across the business side too. I can't help but ask t
1:05:56 / 1:07:05
from transcript1:05:56 – 1:07:05
There are so many things that this group of people need to do that, like, we are not get equipped to do. And so, you know, kind of generic across the board, first of all. And so if you, don't think we have a role for something, maybe if you reach out
1:05:12 / 1:06:16
from transcript1:05:12 – 1:06:16
if you take, like, an average organization, it takes probably 10 steps to launch a product. It could be security review. It could be spec. It could be, you know, user research. And there's, what, five plus functions, maybe maybe six or seven. I'm bei
12:42 / 13:54
from transcript12:42 – 13:54
Like, working well with one enterprise and then, you know, they're at some CEO dinner, they mentioned it to someone else. And that's great. Which, by the way, like, that's why we have the conference to, like we put all the c the VPs in one room. Tota
52:30 / 53:42
from transcript52:30 – 53:42
a product, you get a little bit of traction, and you build, like, a 10 k a month business. You go raise, like, your c round. You do a series a, and then you're like, man. And then you start getting serious. You're like, okay. I need to keep up my rat
49:47 / 51:35
from transcript49:47 – 51:35
And then I think it's also important to note, like, if you also have engineering skills and design skills, you will be at an advantage. Like, that only helps you. But if you're, like, looking at this triangle of the triad of product engineering PM, i
57:00 / 58:11
from transcript57:00 – 58:11
or some sort of app server type layer that allows you to swap things in and out and not really be beholden to anything, any any one technology or any one tool because the reality is is the whole thing is going to change. Feel like you have to actuall
11:42 / 13:06
from transcript11:42 – 13:06
we just can't handle it right now, we can totally handle a lot of things, but we just want to ingrain this principle that is it okay to say no? It is okay to kinda, like, let other things maybe slip just because we we care about quality at the end of
30:47 / 32:43
from transcript30:47 – 32:43
But, I mean, yeah, I mean, I think I think that we're gonna, you know, I think that you're gonna see developers, probably being pulled off of a lot of the and generally speaking, pulled off of a lot of, you know, user interface type work, I would ima
58:12 / 59:29
from transcript58:12 – 59:29
...teams who deeply understand the customer need that they're solving, who have a maniacal focus on outcomes. And I think the reason why it's I think for some areas, if you look at, like, software as a service five years ago, maybe you can have a separa
17:07 / 18:21
from transcript17:07 – 18:21
...engineering teams in the past, and I think the product versus engineering tension has always been more about effort than, like, whether or not the feature is buildable. But I think, yeah, today, you see a lot more of, like, models actually cannot do
21:43 / 22:47
from transcript21:43 – 22:47
...scaling under them. You know, my biggest advice is, you know, you need to look at least twelve months out. Because if you're just trying to iterate, you're not gonna grow fast. Is it ever dangerous to hire ahead of time? And what I mean by that is if
30:45 / 31:55
from transcript30:45 – 31:55
I mean, one, I thought that's where the money was. And two, long term sustainable for a company, you have to have an enterprise business. I think there's very few businesses that can just scale based on startups and digital natives. They go up, down,
19:22 / 20:47
from transcript19:22 – 20:47
...teams that are building those are it's it's not that large. It's you know, it might be, you know, five to seven engineers on each one, you know, out of an engineering org that's now, you know, I don't know, over a thousand people. I'm gonna use this
30:00 / 31:08
from transcript30:00 – 31:08
...IT teams. And that is very hard for a team that has never built product to get. So I think over the long term, it makes sense for companies to do it. I definitely think that we've been able to save ourselves a lot of SaaS requests
1:10:50 / 1:12:46
from transcript1:10:50 – 1:12:46
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