Great new team member here at Lovable!
Thrilled to have good friend Viktor join Lovable! Viktor left Stripe to join and build the last piece of software. What I like is that he's super passionate about everything product, teamwork, and such a package of good energy, pragmatism and excellence. Comes from the pattern of previous startup CTO... Outside of writing code with AI Viktor is great at Padelm, and brews amazing homemade hot sauce.
20 people who stood on the shoulders of 20,000. We forget that so much of the thin slice on top which is worth trillions is built on years of free labour. Linear also benefits from this: iPhone -> BSD Unix, WebKit (browser engine), CUPS (printing system) Facebook -> Linux (servers), MySQL (database), Apache Cassandra (NoSQL database), RocksDB (key-value store) Linear -> Typescript, Node.js (runtime), PostgreSQL (database), Redis (caching), Prisma (ORM), Electron (for desktop apps) etc. And this is just a very small sample. I think it is important to recognize this and have a much larger share of the value generated by these tech companies going back to the open source community who make this all work. Cristina Cordova Hopefully on this day Linear launches a new fund to sponsor some open source projects. 😊
We had Linear event for founders in SF last night, and as part of that I had a fireside chat with Patrick Collison from Stripe. We covered some topics like the importance of craft, product management, good leaders, etc. Some highlights: The importance of craft: At Linear we see the craft as the requirement for quality. People who care about their craft, almost automatically produce quality. Patrick: "We want to employ really good people. Really good people just don't like working on kind of sloppy things. There's just a deep spiritual aspect to that." Power of small teams: In my experience in companies, some of the best work was always done by a small, focused team, most features at Linear are built by 2-4 team members. Patrick: "The original iPhone software team was 20 people. The kernel, the apps, the browser, the touch interface, like the whole thing. So when people are telling you that they need 40 people for some project, you can explain to them how the iPhone was built with 20 people. So how big would you consider your project in multiples of the iPhone?" How Stripe still builds products in a startup way: Patrick: "There is an internal recipe for this which first guides you to figure out the right user for the product, then the team should go talk to some of those people. Then you should get some of these people into the Slack channel or some other channel where you can get them to try it, get more feedback or try the product. Once you have 5 excited users for something, you can scale it to 100. Then you can start looking at some metrics, but again you look at things like is it actually solving their problems etc."
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1000 % agree with this A software product is malleable. Your product is not stone, the front end, back end, APIs are ever changing. Every single thing about your product can be changed in ONE second. Inventory understand this you understand why you have to invest in a small but committed team. They in turk will make 1000 iterations if required, and their craft will shine. You want a team that understands the core vision and one that works tirelessly to perfect that vision, the product and the customer outcomes. That's what cost time & some money.
We had Linear event for founders in SF last night, and as part of that I had a fireside chat with Patrick Collison from Stripe. We covered some topics like the importance of craft, product management, good leaders, etc. Some highlights: The importance of craft: At Linear we see the craft as the requirement for quality. People who care about their craft, almost automatically produce quality. Patrick: "We want to employ really good people. Really good people just don't like working on kind of sloppy things. There's just a deep spiritual aspect to that." Power of small teams: In my experience in companies, some of the best work was always done by a small, focused team, most features at Linear are built by 2-4 team members. Patrick: "The original iPhone software team was 20 people. The kernel, the apps, the browser, the touch interface, like the whole thing. So when people are telling you that they need 40 people for some project, you can explain to them how the iPhone was built with 20 people. So how big would you consider your project in multiples of the iPhone?" How Stripe still builds products in a startup way: Patrick: "There is an internal recipe for this which first guides you to figure out the right user for the product, then the team should go talk to some of those people. Then you should get some of these people into the Slack channel or some other channel where you can get them to try it, get more feedback or try the product. Once you have 5 excited users for something, you can scale it to 100. Then you can start looking at some metrics, but again you look at things like is it actually solving their problems etc."
To watch the full keynote speech by Shola Akinlade, click the link below and subscribe to our YouTube channel for other interesting updates. https://lnkd.in/gMGkpN3x
Just caught a keynote by Shola Akinlade , CEO of Paystack ! He shared a fascinating look at PayStack's humble beginnings - testing the product with friends, the struggles of building a Co, and the thrill of getting into Y Combinator. Even a brief chat with Patrick Collison , CEO of Stripe offered valuable insights. Shola's talk highlighted the rollercoaster ride founders experience. They face challenges at every turn, but the journey from a $100k starting point to securing funding is inspiring. It's a great reminder of the perseverance and hustle required to turn an idea into a successful company. Credit: TechCircle 🎈
How to Effectively Talk to Customers: Use the "Collison Installation" Technique I came across a post by Timothy Armoo this week about start-ups comparing themselves to established companies. It reminded me of how Stripe's founders, the Collison brothers, built their company with a unique hands-on approach. Instead of waiting for customers, they reached out personally. Once they got interest, they would visit the customers' offices to help integrate Stripe’s payment system. This approach allowed them to: - Ensure Stripe met real customer needs and provided exceptional support; - Quickly identify and fix issues, gather feedback, and iterate on their product; - Build trust and loyalty with early adopters, fostering word-of-mouth growth. Key Takeaways: 1) For Salespeople: Getting the initial 'yes' is just the beginning. Reduce the gap from interest to intent by being proactive and hands-on, just like the Collison Installation technique. 2) For Start-ups: Learn from early-stage strategies of companies like Stripe. Don't try to replicate what they're doing now; focus on what they did to grow in the beginning, as that is more relevant to your current stage. Read more here: https://lnkd.in/egaMeHFt
Growing EBITDA through Revenue Tech | PE GTM Playbooks | ex Outreach.io | ex Oracle NetSuite | Sales, Technology, Finance
Are you selling or launching a software product? Then take note of Stripe’s Octane acquisition 👇 Stripe is betting big on usage-based billing as the future with its Octane acquisition - I think they’re right 1️⃣ First, the Usage-based Model (UBM) aligns the interests of the buyer and seller: the seller is only rewarded when the product is adopted and used by the buyer’s team 2️⃣ Second, Usage-based consumption and billing are also general trends across history and industries - you pay for what you consume For example, once factories housed massive generators for electricity in their basements; today, we pay for the exact kilowatt-hours we consume The automobile industry is also transforming. With Transportation as a Service (TaaS), we're moving from owning cars to paying per meter travelled Even food is now billed in proportion to consumption with meal plans offering meal-as-a-service In the software industry, we've transitioned from perpetual licenses to subscription models, and now, to UBM For example, AWS charges you in proportion to resources consumed and Stripe for the amount of payment you have processed ✅ So UBM is not just a trend - it is the long-term convergence point of consumer demands and technological development No more, you can add 20 seats mid-contract but can’t even remove 1 seat mid-contract for B2B SaaS products 😉 Do you see the same trend? Congratulations to the Octane (We've joined Stripe!) Team! 👏
After nearly four years of working on my startup, I’m excited to share that Octane is joining Stripe! 🎉 Stripe shares our vision and passion for providing the best-in-class billing platform for businesses and their customers. I see this step as an opportunity to accelerate the work we began at Octane and I look forward to what is to come. I want to express our deepest gratitude to our loyal customers and supportive investors. Your trust in us has been instrumental in our journey. Thank you for being an integral part of our story! Work-Bench Jessica Lin Basis Set Chang Xu
🚀 25% of organizations worry that no-code applications may not scale well. But here’s the thing — no-code platforms are designed to grow with you. 📈 Scalability is crucial for any business looking to expand, and no-code platforms are stepping up to the challenge. Whether you’re a startup or an enterprise, no-code can scale to meet your needs. Let’s talk about how you can build scalable solutions that grow with your business 🌱
There’s a heuristic in the venture capital world to know if you’ve reached product-market fit or not. If there are people willing to pay for your product/service, this is a good signal of PMF. I’m not sure if it’s good advice. 7 days ago, we launched a small product (it’s better to call it a prototype) in the wild, without much fanfare, just a LinkedIn post. Since then, 4 people have put in their credit card and let Stripe charge it to access the tool. I’m certainly not so naive as to believe that we’ve reached product-market fit. We haven’t. But PMF or not, this little fact gave us two fundamental gains: – already a couple of terrific and very useful pieces of feedback on the product – a good amount of motivation to keep going In this situation, we’d say: So far, so good. In case, you can try it out 👉 https://lnkd.in/d6da525T
Whether you're looking for your dream co-founder or you're a startup ready to build, I highly recommend checking out the Hook accelerator programs! I’ve already met a few potential co-founders at a recent French Tech Leaders event, and it’s looking very promising. Two upcoming opportunities: Co-Founder Boat (Pre-team/Pre-idea): Starts Sept 30th (Paris) Fall Batch (Fully-formed teams): Starts Nov 15th If you're ready to take the leap, this could be the opportunity you've been waiting for. 🚀 #startup #founders #accelerator #entrepreneurship #networking
Final deadline tonight to apply for our October residency is tonight. We've got great operators from PayPal, Google , Microsoft, Back Market, Swan, Spendesk within the batch. Their common point: They're ready to launch the next big thing now. Will you join them? Bet on yourself and launch your startup now. Link in comments. PS: I'm super bullish on the upcoming cohort!
In my free time, I'd love to provide some consultant-style guidance, expertise, and maybe even a POC or 2 for an early stage tech startup - then step back and watch them grow. Maybe continuing to pop in from time to time to provide more guidance. What platforms exist for this kind of thing? Where do people ask for this kind of help when they need it? The problems you have to solve after your first 1000 users from a technology perspective are very different from your first 10k, 100k, 1m, etc. I really nerd out over the scaling and security considerations as those numbers grow and the balancing act, trade-offs, etc. along the way.
This January, Navier announced a pilot program with Stripe for employee shuttle service, an important first step towards our goal of clean, affordable, high-speed water transit for coastal areas. We will be learning a lot from this pilot to help us scale in the coming years. Two years ago (Jan 2022), when started to build the N30 - the design wasn't even complete! Today, we've set records when it comes to hardware startups of this scale and complexity: launching two full scale boats in 14 months, securing production facilities, successfully delivering on US Defense projects, selling out 2024 slots, multi $M 2024 revenue, and partnering with incredible organizations to bring Navier Mobility to life! What everyone said would take 5-7 years, and large amount of funding- we did it in 2 years at an unbeatable capital efficiency. Starting Navier was far from easy. But as an immigrant who sent > 500 emails to come to America, I do know that if you work really hard to solve problems that matter and can deliver on them (and as Larry Page said, " with a healthy disregard for the impossible") - you have a good shot at making something happen. Irrespective of the many NOs you'll get along the way, there actually will be some “VERY” important YESs. I’m super grateful for the latter: our early customers, supporters (my founder friends!), investors and to John Collison and Patrick Collison for the partnership with Stripe, and also to my incredible advisors/mentors Rich Miner and Brian Halligan, David Jen (who I keep continuing to learn from)! Building Navier is ambitious, and worth it. It will really change how people live and operate in coastal cities and unlock opportunities we never thought were possible before. Onwards- one boat at a time! Thanks Edward Ludlow for the coverage! https://lnkd.in/g92AtKhv
