SlideShare une entreprise Scribd logo
1  sur  42
Télécharger pour lire hors ligne
Surge engr 245 lean launchpad stanford 2020
Mihir Garimella
BS CS ‘21
Nikhil Cheerla
BS CS ‘21
Prathik Naidu
BS CS ‘21
Rohan Suri
BS CS ‘21
Craig Seidel
Mentor
113
Interviews
Day One
Automatic
documentation
Status dashboards
for project managers
Today
New Market Niche Entrant
Chapter 1:
The Big Flop
Chapter 2:
The Turnaround
Chapter 3:
Sell, Sell, Sell
Chapter 1: The Big Flop
Weeks 0 – 4
Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Growing
companies
Remote workers
Large
enterprises
Product/engineering
teams (who rely on proper
documentation) and IT
teams (who help answer
questions for employees)
Reach out to VP Product,
VP IT, or CIO → individuals
with the most insights into
how company knowledge
and processes are used
Automatic
documentation
to make all
employees 10x
more
productive.
Design and develop new
features
Great onboarding
IP on core tech
Engineers, designers, etc.
TreeHacks (and other
clubs at Stanford) for
piloting an MVP of our
product
Applications that Surge
integrates with (Slack,
email clients, SaaS
platforms, etc.)
Engineers to develop and maintain product
Marketing/sales costs
Compute costs for hosting application and training models, storage
costs for company knowledge base data (AWS)
$5 per user per month → full access to automated document and
workflow creation, fast search on knowledge base, automated
resolution of nuanced product/IT questions, integration across many
SaaS applications.
Business Model Canvas — Week 0
Insight
Documentation is important for sharing
What we did: 25+ interviews with engineering managers/startup CEOs
Week 1 – 2
I would pay $500 a month for
a feed that shows everyone
the right updates from across
the company.
“
Dick Zhang
CEO @ Identified Technologies
Insight
Documentation is important for sharing
What we did: 25+ interviews with engineering managers/startup CEOs
Week 1 – 2
After hearing that Dick’s would pay for this,
we made an “enterprise news feed” MVP.
Week 3
MVP #1: Subscribe to topics, see news feed of relevant messages from entire team
We had the wrong solution
What we did: Talked to 15+ founders/engineers similar to Dick
Week 3 – 4
We had the wrong solution
What we did: Talked to 15+ founders/executives similar to Dick
I wouldn’t use this because I
already know what everyone
is doing on our team.
“ I don’t really see how I would
use this or how this would fit
into my existing workflow.
“
Week 3 – 4
Lesson Learned
Don’t let one customer design your solution
Week 3 – 4
MVP #2: Augmenting with engineering progress
So we looked at why Dick wanted this
and focused on bridging the sales-engineering gap.
Week 3 – 4
PMs control the information sharing between sales and engineering.
Much of what they do can’t be automated.
I think you misunderstand why PMs have meetings. It’s not just
to pass along information, it’s to align everyone on the current
priorities.
“
You never want salespeople directly talking with engineers –
they will misinterpret and make costly mistakes.“
No one wants direct communication
Week 3 – 4
Week 3 – 4
Insight
Product managers HATE project management
Managing project execution is the most boring part of my job and
keeping track of progress involves so much manual work.“ Frank Long
PM @ Schmidt Futures
What we did: Talked to 6 product managers
Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Project managers
(that focus on
execution)
PMs who do
project
management
work
Product/engineering
teams (who rely on proper
documentation) and IT
teams (who help answer
questions for employees)
Reach out to VP Product,
VP IT, or CIO → individuals
with the most insights into
how company knowledge
and processes are used
Reduce manual
work?
Make them
more efficient?
Design and develop new
features
Great onboarding
IP on core tech
Engineers, designers, etc.
TreeHacks (and other
clubs at Stanford) for
piloting an MVP of our
product
Applications that Surge
integrates with (Slack,
email clients, SaaS
platforms, etc.)
Engineers to develop and maintain product
Marketing/sales costs
Compute costs for hosting application and training models, storage
costs for company knowledge base data (AWS)
$5 per user per month → full access to automated document and
workflow creation, fast search on knowledge base, automated
resolution of nuanced product/IT questions, integration across many
SaaS applications.
Updated Business Model Canvas
Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Project managers
(that focus on
execution)
PMs who do
project
management
work
Product/engineering
teams (who rely on proper
documentation) and IT
teams (who help answer
questions for employees)
Reach out to VP Product,
VP IT, or CIO → individuals
with the most insights into
how company knowledge
and processes are used
Reduce manual
work?
Make them
more efficient?
Design and develop new
features
Great onboarding
IP on core tech
Engineers, designers, etc.
TreeHacks (and other
clubs at Stanford) for
piloting an MVP of our
product
Applications that Surge
integrates with (Slack,
email clients, SaaS
platforms, etc.)
Engineers to develop and maintain product
Marketing/sales costs
Compute costs for hosting application and training models, storage
costs for company knowledge base data (AWS)
$5 per user per month → full access to automated document and
workflow creation, fast search on knowledge base, automated
resolution of nuanced product/IT questions, integration across many
SaaS applications.
Updated Business Model Canvas
But we still didn’t have a clear value prop!
Chapter 2: The Turnaround
Weeks 5 – 7
Week 3 – 4
Insight
Meeting project deadlines is a top priority
Across 12 interviews, 93% mentioned enabling their team
to meet deadlines as one of their top 3 priorities
Eric Ruetz
Program Manager @ Infinera
I need to deliver projects on time, and I need to deliver them with
high quality. Everything else is secondary.“
Week 5 – 6
Since we heard that avoiding deadline slip was so important,
we pivoted to using AI to predict project delays.
MVP #3: Overlaying forecasted delays on roadmap
Most delays weren’t predictable
Week 5 – 6
External Delays
Changing Requirements
Unreasonable Estimate
Engineers Blocked
External Bugs
Time Off
Overburdened Team
Bad Manager
When we push back the
timeline, it’s usually
because a vendor is
delayed.
“
Dimitry Melts
TPM @ Facebook
90% use ad-hoc tools:
Insight
PMs don’t have a tool for high-level status
Week 5 – 6
85%
say it goes
out of date
Insight
PMs don’t have a tool for high-level status
75%
spend time
copying data
55%
looking for
specialized tools
Week 5 – 6
90% use ad-hoc tools:
Week 6 – 7
We finally identified a clear market need,
so we pivoted to building a better tool for project status.
Value Propositions
Reduce manual
work with
automatic updates
Save time with
views that
summarize status
for stakeholders
Informed
decisions with
deep dives into
context around
features
Value Propositions
Reduce manual
work?
Make them
more efficient?
Week 7Week 4
Week 6 – 7
Nailed down the value prop
Found our ideal customer!
Oren Inditzky
Director of Product Management
@ Expedia
Keeping my Smartsheet up-to-date
with all the relevant context is a
huge problem and always top of
mind.
I would pay $1,000 a month for a
tool that automatically linked to
project context from my Smartsheet.
“
Week 6 – 7
But then sh*t hit the fan with our pilot
Week 6 – 7
I have to dedicate all my time to support my team in
this tough period and will not be able to help further.“
Oren Inditzky
Director of Product Management @ Expedia
Our pipeline was drying up
We had exhausted our personal networks —
how could we find another Oren? Week 6 – 7
Chapter 3: Sell, Sell, Sell
Weeks 7 – 10
Searching for a repeatable sales process
You are all engineers. I have
no doubt you can build the
product. Focus on what you’re
not good at.
“
Week 7 – 10
Lesson Learned
Even great products don’t sell themselves
Week 7 – 10
Building a scalable sales pipeline
Tested 6 different lead generation channels
Week 7 – 10
Building a scalable sales pipeline
Constructed process to qualify leads
Week 7 – 10
35% 80%
felt pain
points
felt pain
points
Building a scalable sales pipeline
A/B/C-tested sales pitch
Week 7 – 10
Building a scalable sales pipeline
Made landing page Week 7 – 10
Pipeline worked – people are interested!
5
website conversions
8
users willing to pilot
3
referrals
Week 7 – 10
Learning the ropes of enterprise sales
Top-down: higher willingness to pay,
quicker path to revenue
Bottom-up: quicker path to usage,
lower CAC, word-of-mouth spread
Week 7 – 10
Learning the ropes of enterprise sales
Top-down: higher willingness to pay,
quicker path to revenue
Bottom-up: quicker path to usage,
lower CAC, word-of-mouth spread
Heads of Product love this… but for
themselves (afraid of forcing tools
on their teams)
Week 7 – 10
Learning the ropes of enterprise sales
Top-down: higher willingness to pay,
quicker path to revenue
Bottom-up: quicker path to usage,
lower CAC, word-of-mouth spread
PMs love this… but need it to
provide value without their company
having to buy it (long process)
Week 7 – 10
Learning the ropes of enterprise sales
Top-down: higher willingness to pay,
quicker path to revenue
Bottom-up: quicker path to usage,
lower CAC, word-of-mouth spread
Get individual adoption, then upsell.
Let Heads of Product and PMs use individually,
then upsell to tie everything together. Week 7 – 10
Pipeline worked – people are interested!
5
website conversions
8
users willing to pilot
3
referrals
Week 7 – 10
3 pilots willing to pay!
What’s next?
Mihir Garimella
BS CS ‘21
Nikhil Cheerla
BS CS ‘21
Prathik Naidu
BS CS ‘21
Rohan Suri
BS CS ‘21
Exciting space — we think project
management software is ripe for change
given the explosion of SaaS tools.
But… we’re all juniors and we want to finish
school, so we won’t be pursuing this project.
Thanks to...
and all the other teams!

Contenu connexe

Tendances

Agile Explained by LeanDog
Agile Explained by LeanDogAgile Explained by LeanDog
Agile Explained by LeanDogLeanDog
 
The Nitty Gritty of Setting Up Customer Discovery Meetings
The Nitty Gritty of Setting Up Customer Discovery MeetingsThe Nitty Gritty of Setting Up Customer Discovery Meetings
The Nitty Gritty of Setting Up Customer Discovery MeetingsLean Startup Co.
 
Martin folwer
Martin folwerMartin folwer
Martin folwerShiraz316
 
MVP to MLP - Minimum Lovable Product
MVP to MLP - Minimum Lovable ProductMVP to MLP - Minimum Lovable Product
MVP to MLP - Minimum Lovable ProductJake Levirne
 
DigitalOcean SaaS Webinar - Jake Levirne
DigitalOcean SaaS Webinar - Jake LevirneDigitalOcean SaaS Webinar - Jake Levirne
DigitalOcean SaaS Webinar - Jake LevirneJake Levirne
 
How to use software house to get the most out of it?
How to use software house to get the most out of it?How to use software house to get the most out of it?
How to use software house to get the most out of it?Piotr Biegun
 
7 Dimensions of Agile Analytics by Ken Collier
7 Dimensions of Agile Analytics by Ken Collier 7 Dimensions of Agile Analytics by Ken Collier
7 Dimensions of Agile Analytics by Ken Collier Thoughtworks
 
More content in less time
More content in less timeMore content in less time
More content in less timeMark Baker
 
Microsoft: Digital Transformation Slides
Microsoft: Digital Transformation SlidesMicrosoft: Digital Transformation Slides
Microsoft: Digital Transformation SlidesVMware Tanzu
 
Agile Analytics: The Secret to Test, Improve, Fail & Succeed Quickly.
Agile Analytics: The Secret to Test, Improve, Fail & Succeed Quickly.Agile Analytics: The Secret to Test, Improve, Fail & Succeed Quickly.
Agile Analytics: The Secret to Test, Improve, Fail & Succeed Quickly.Venveo
 
The Leader's Guide Workshop - Pivotal Labs Tokyo
The Leader's Guide Workshop - Pivotal Labs TokyoThe Leader's Guide Workshop - Pivotal Labs Tokyo
The Leader's Guide Workshop - Pivotal Labs TokyoJeana Alayaay
 
Magento Live 2014 Customer Expectation Presentation
Magento Live 2014 Customer Expectation PresentationMagento Live 2014 Customer Expectation Presentation
Magento Live 2014 Customer Expectation PresentationBrent W Peterson
 
MVP Design Hacks
MVP Design HacksMVP Design Hacks
MVP Design HacksNaresh Jain
 
Project Management for Freelancers
Project Management for FreelancersProject Management for Freelancers
Project Management for FreelancersCrystal Williams
 
Project Management for Fun and Profit
Project Management for Fun and ProfitProject Management for Fun and Profit
Project Management for Fun and ProfitCrystal Williams
 
Pm For Fun And Profit
Pm For Fun And ProfitPm For Fun And Profit
Pm For Fun And Profitsundong
 
Everyone Stealing your help? Build a Culture for retention!
Everyone Stealing your help?  Build a Culture for retention!Everyone Stealing your help?  Build a Culture for retention!
Everyone Stealing your help? Build a Culture for retention!Lee A. Clark
 
How to use Service Design UX for Second Hand Improvement of External Customers
How to use Service Design UX for Second Hand Improvement of External CustomersHow to use Service Design UX for Second Hand Improvement of External Customers
How to use Service Design UX for Second Hand Improvement of External CustomersUXPA International
 

Tendances (20)

Agile Explained by LeanDog
Agile Explained by LeanDogAgile Explained by LeanDog
Agile Explained by LeanDog
 
The Nitty Gritty of Setting Up Customer Discovery Meetings
The Nitty Gritty of Setting Up Customer Discovery MeetingsThe Nitty Gritty of Setting Up Customer Discovery Meetings
The Nitty Gritty of Setting Up Customer Discovery Meetings
 
Martin folwer
Martin folwerMartin folwer
Martin folwer
 
MVP to MLP - Minimum Lovable Product
MVP to MLP - Minimum Lovable ProductMVP to MLP - Minimum Lovable Product
MVP to MLP - Minimum Lovable Product
 
DigitalOcean SaaS Webinar - Jake Levirne
DigitalOcean SaaS Webinar - Jake LevirneDigitalOcean SaaS Webinar - Jake Levirne
DigitalOcean SaaS Webinar - Jake Levirne
 
How to use software house to get the most out of it?
How to use software house to get the most out of it?How to use software house to get the most out of it?
How to use software house to get the most out of it?
 
7 Dimensions of Agile Analytics by Ken Collier
7 Dimensions of Agile Analytics by Ken Collier 7 Dimensions of Agile Analytics by Ken Collier
7 Dimensions of Agile Analytics by Ken Collier
 
More content in less time
More content in less timeMore content in less time
More content in less time
 
Microsoft: Digital Transformation Slides
Microsoft: Digital Transformation SlidesMicrosoft: Digital Transformation Slides
Microsoft: Digital Transformation Slides
 
Engage H4D 2021 Lessons Learned
Engage H4D 2021 Lessons LearnedEngage H4D 2021 Lessons Learned
Engage H4D 2021 Lessons Learned
 
Agile Analytics: The Secret to Test, Improve, Fail & Succeed Quickly.
Agile Analytics: The Secret to Test, Improve, Fail & Succeed Quickly.Agile Analytics: The Secret to Test, Improve, Fail & Succeed Quickly.
Agile Analytics: The Secret to Test, Improve, Fail & Succeed Quickly.
 
AcceleratorWorkshop_UPA2008_After
AcceleratorWorkshop_UPA2008_AfterAcceleratorWorkshop_UPA2008_After
AcceleratorWorkshop_UPA2008_After
 
The Leader's Guide Workshop - Pivotal Labs Tokyo
The Leader's Guide Workshop - Pivotal Labs TokyoThe Leader's Guide Workshop - Pivotal Labs Tokyo
The Leader's Guide Workshop - Pivotal Labs Tokyo
 
Magento Live 2014 Customer Expectation Presentation
Magento Live 2014 Customer Expectation PresentationMagento Live 2014 Customer Expectation Presentation
Magento Live 2014 Customer Expectation Presentation
 
MVP Design Hacks
MVP Design HacksMVP Design Hacks
MVP Design Hacks
 
Project Management for Freelancers
Project Management for FreelancersProject Management for Freelancers
Project Management for Freelancers
 
Project Management for Fun and Profit
Project Management for Fun and ProfitProject Management for Fun and Profit
Project Management for Fun and Profit
 
Pm For Fun And Profit
Pm For Fun And ProfitPm For Fun And Profit
Pm For Fun And Profit
 
Everyone Stealing your help? Build a Culture for retention!
Everyone Stealing your help?  Build a Culture for retention!Everyone Stealing your help?  Build a Culture for retention!
Everyone Stealing your help? Build a Culture for retention!
 
How to use Service Design UX for Second Hand Improvement of External Customers
How to use Service Design UX for Second Hand Improvement of External CustomersHow to use Service Design UX for Second Hand Improvement of External Customers
How to use Service Design UX for Second Hand Improvement of External Customers
 

Similaire à Surge engr 245 lean launchpad stanford 2020

Agile Practices for Transitioning to SAP S/4HANA®
Agile Practices for Transitioning to SAP S/4HANA® Agile Practices for Transitioning to SAP S/4HANA®
Agile Practices for Transitioning to SAP S/4HANA® panayaofficial
 
Tech reboot Jan All staff 2015 DRAFT 4
Tech reboot Jan All staff 2015 DRAFT 4Tech reboot Jan All staff 2015 DRAFT 4
Tech reboot Jan All staff 2015 DRAFT 4Rachel Murphy
 
How to Identify Relevant Product KPIs by Roomgo Head of Product
How to Identify Relevant Product KPIs by Roomgo Head of ProductHow to Identify Relevant Product KPIs by Roomgo Head of Product
How to Identify Relevant Product KPIs by Roomgo Head of ProductProduct School
 
Maximising likelihood of success: Applying Product Management to AI/ML/DS pr...
Maximising likelihood of success:  Applying Product Management to AI/ML/DS pr...Maximising likelihood of success:  Applying Product Management to AI/ML/DS pr...
Maximising likelihood of success: Applying Product Management to AI/ML/DS pr...Kevin Wong
 
Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Enthiosys Inc
 
What Product Management Frameworks Work by Google PM Lead
What Product Management Frameworks Work by Google PM LeadWhat Product Management Frameworks Work by Google PM Lead
What Product Management Frameworks Work by Google PM LeadProduct School
 
Feature Prioritization Techniques for an Agile PMs by Microsoft PM
Feature Prioritization Techniques for an Agile PMs by Microsoft PMFeature Prioritization Techniques for an Agile PMs by Microsoft PM
Feature Prioritization Techniques for an Agile PMs by Microsoft PMProduct School
 
How to Use Data to Inform Your Design and Drive Your Business
How to Use Data to Inform Your Design and Drive Your BusinessHow to Use Data to Inform Your Design and Drive Your Business
How to Use Data to Inform Your Design and Drive Your BusinessKissmetrics on SlideShare
 
How to be a Digital Products Ninja by ServiceNow Sr. PM
How to be a Digital Products Ninja by ServiceNow Sr. PMHow to be a Digital Products Ninja by ServiceNow Sr. PM
How to be a Digital Products Ninja by ServiceNow Sr. PMProduct School
 
ROI Driven Digital Development
ROI Driven Digital DevelopmentROI Driven Digital Development
ROI Driven Digital DevelopmentRobbie Burns
 
Using the power of OpenAI with your own data: what's possible and how to start?
Using the power of OpenAI with your own data: what's possible and how to start?Using the power of OpenAI with your own data: what's possible and how to start?
Using the power of OpenAI with your own data: what's possible and how to start?Maxim Salnikov
 
Professional Project Manager Should Be Proficient in Agile
Professional Project Manager Should Be Proficient in AgileProfessional Project Manager Should Be Proficient in Agile
Professional Project Manager Should Be Proficient in AgileNitor
 
Profile & Experience
Profile & ExperienceProfile & Experience
Profile & Experiencekomanduri
 
Lean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie WarnertLean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie WarnertNatalie Warnert
 
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...IT Arena
 
The Agile Dashboard
The Agile DashboardThe Agile Dashboard
The Agile DashboardKaizenko
 

Similaire à Surge engr 245 lean launchpad stanford 2020 (20)

Agile Practices for Transitioning to SAP S/4HANA®
Agile Practices for Transitioning to SAP S/4HANA® Agile Practices for Transitioning to SAP S/4HANA®
Agile Practices for Transitioning to SAP S/4HANA®
 
Tech reboot Jan All staff 2015 DRAFT 4
Tech reboot Jan All staff 2015 DRAFT 4Tech reboot Jan All staff 2015 DRAFT 4
Tech reboot Jan All staff 2015 DRAFT 4
 
How to Identify Relevant Product KPIs by Roomgo Head of Product
How to Identify Relevant Product KPIs by Roomgo Head of ProductHow to Identify Relevant Product KPIs by Roomgo Head of Product
How to Identify Relevant Product KPIs by Roomgo Head of Product
 
14.1 features
14.1 features14.1 features
14.1 features
 
Repurpose, Reuse, Refresh
Repurpose, Reuse, RefreshRepurpose, Reuse, Refresh
Repurpose, Reuse, Refresh
 
Maximising likelihood of success: Applying Product Management to AI/ML/DS pr...
Maximising likelihood of success:  Applying Product Management to AI/ML/DS pr...Maximising likelihood of success:  Applying Product Management to AI/ML/DS pr...
Maximising likelihood of success: Applying Product Management to AI/ML/DS pr...
 
Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)
 
Microsoft teams.pdf
Microsoft teams.pdfMicrosoft teams.pdf
Microsoft teams.pdf
 
What Product Management Frameworks Work by Google PM Lead
What Product Management Frameworks Work by Google PM LeadWhat Product Management Frameworks Work by Google PM Lead
What Product Management Frameworks Work by Google PM Lead
 
Feature Prioritization Techniques for an Agile PMs by Microsoft PM
Feature Prioritization Techniques for an Agile PMs by Microsoft PMFeature Prioritization Techniques for an Agile PMs by Microsoft PM
Feature Prioritization Techniques for an Agile PMs by Microsoft PM
 
How to Use Data to Inform Your Design and Drive Your Business
How to Use Data to Inform Your Design and Drive Your BusinessHow to Use Data to Inform Your Design and Drive Your Business
How to Use Data to Inform Your Design and Drive Your Business
 
How to be a Digital Products Ninja by ServiceNow Sr. PM
How to be a Digital Products Ninja by ServiceNow Sr. PMHow to be a Digital Products Ninja by ServiceNow Sr. PM
How to be a Digital Products Ninja by ServiceNow Sr. PM
 
ROI Driven Digital Development
ROI Driven Digital DevelopmentROI Driven Digital Development
ROI Driven Digital Development
 
Using the power of OpenAI with your own data: what's possible and how to start?
Using the power of OpenAI with your own data: what's possible and how to start?Using the power of OpenAI with your own data: what's possible and how to start?
Using the power of OpenAI with your own data: what's possible and how to start?
 
Professional Project Manager Should Be Proficient in Agile
Professional Project Manager Should Be Proficient in AgileProfessional Project Manager Should Be Proficient in Agile
Professional Project Manager Should Be Proficient in Agile
 
Profile & Experience
Profile & ExperienceProfile & Experience
Profile & Experience
 
Lean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie WarnertLean Business Analysis and UX Runway - Natalie Warnert
Lean Business Analysis and UX Runway - Natalie Warnert
 
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
 
The Agile Dashboard
The Agile DashboardThe Agile Dashboard
The Agile Dashboard
 
Overview of Digital transformation and Microsoft 365
Overview of Digital transformation and Microsoft 365Overview of Digital transformation and Microsoft 365
Overview of Digital transformation and Microsoft 365
 

Plus de Stanford University

Team Networks - 2022 Technology, Innovation & Great Power Competition
Team Networks  - 2022 Technology, Innovation & Great Power CompetitionTeam Networks  - 2022 Technology, Innovation & Great Power Competition
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries  - 2022 Technology, Innovation & Great Power CompetitionTeam LiOn Batteries  - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team Quantum - 2022 Technology, Innovation & Great Power Competition
Team Quantum  - 2022 Technology, Innovation & Great Power CompetitionTeam Quantum  - 2022 Technology, Innovation & Great Power Competition
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
Team Disinformation  - 2022 Technology, Innovation & Great Power CompetitionTeam Disinformation  - 2022 Technology, Innovation & Great Power Competition
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team Wargames - 2022 Technology, Innovation & Great Power Competition
Team Wargames  - 2022 Technology, Innovation & Great Power CompetitionTeam Wargames  - 2022 Technology, Innovation & Great Power Competition
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
 
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
Team Acquistion  - 2022 Technology, Innovation & Great Power Competition Team Acquistion  - 2022 Technology, Innovation & Great Power Competition
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
 
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
 
Altuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons LearnedAltuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons LearnedStanford University
 
Invisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons LearnedInvisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons LearnedStanford University
 
ānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learnedānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons LearnedStanford University
 
Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef Stanford University
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
 
Team Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power CompetitionTeam Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionTeam Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power CompetitionTeam Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionTeam Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionTeam Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
 
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
 
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - CyberLecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
 

Plus de Stanford University (20)

Team Networks - 2022 Technology, Innovation & Great Power Competition
Team Networks  - 2022 Technology, Innovation & Great Power CompetitionTeam Networks  - 2022 Technology, Innovation & Great Power Competition
Team Networks - 2022 Technology, Innovation & Great Power Competition
 
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries  - 2022 Technology, Innovation & Great Power CompetitionTeam LiOn Batteries  - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
 
Team Quantum - 2022 Technology, Innovation & Great Power Competition
Team Quantum  - 2022 Technology, Innovation & Great Power CompetitionTeam Quantum  - 2022 Technology, Innovation & Great Power Competition
Team Quantum - 2022 Technology, Innovation & Great Power Competition
 
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
Team Disinformation  - 2022 Technology, Innovation & Great Power CompetitionTeam Disinformation  - 2022 Technology, Innovation & Great Power Competition
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
 
Team Wargames - 2022 Technology, Innovation & Great Power Competition
Team Wargames  - 2022 Technology, Innovation & Great Power CompetitionTeam Wargames  - 2022 Technology, Innovation & Great Power Competition
Team Wargames - 2022 Technology, Innovation & Great Power Competition
 
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
Team Acquistion  - 2022 Technology, Innovation & Great Power Competition Team Acquistion  - 2022 Technology, Innovation & Great Power Competition
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
 
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
 
Altuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons LearnedAltuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons Learned
 
Invisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons LearnedInvisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons Learned
 
ānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learnedānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learned
 
Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
 
Team Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power CompetitionTeam Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power Competition
 
Team Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionTeam Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power Competition
 
Team Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power CompetitionTeam Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power Competition
 
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionTeam Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
 
Team Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionTeam Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power Competition
 
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
 
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - CyberLecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
 

Dernier

What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?TechSoup
 
AUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptxAUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptxiammrhaywood
 
Diploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfDiploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfMohonDas
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...raviapr7
 
How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17Celine George
 
5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...CaraSkikne1
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.raviapr7
 
How to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesHow to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesCeline George
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE
 
How to Solve Singleton Error in the Odoo 17
How to Solve Singleton Error in the  Odoo 17How to Solve Singleton Error in the  Odoo 17
How to Solve Singleton Error in the Odoo 17Celine George
 
The basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxThe basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxheathfieldcps1
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptxSandy Millin
 
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptxPractical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptxKatherine Villaluna
 
Education and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptxEducation and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptxraviapr7
 
Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxraviapr7
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphNetziValdelomar1
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...Nguyen Thanh Tu Collection
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRATanmoy Mishra
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfYu Kanazawa / Osaka University
 

Dernier (20)

What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?
 
AUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptxAUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptx
 
Diploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfDiploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdf
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...
 
How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17
 
5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.
 
How to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesHow to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 Sales
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024
 
How to Solve Singleton Error in the Odoo 17
How to Solve Singleton Error in the  Odoo 17How to Solve Singleton Error in the  Odoo 17
How to Solve Singleton Error in the Odoo 17
 
The basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxThe basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptx
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
 
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptxPractical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptx
 
Education and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptxEducation and training program in the hospital APR.pptx
Education and training program in the hospital APR.pptx
 
Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptx
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a Paragraph
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
 
Prelims of Kant get Marx 2.0: a general politics quiz
Prelims of Kant get Marx 2.0: a general politics quizPrelims of Kant get Marx 2.0: a general politics quiz
Prelims of Kant get Marx 2.0: a general politics quiz
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
 

Surge engr 245 lean launchpad stanford 2020

  • 2. Mihir Garimella BS CS ‘21 Nikhil Cheerla BS CS ‘21 Prathik Naidu BS CS ‘21 Rohan Suri BS CS ‘21 Craig Seidel Mentor 113 Interviews Day One Automatic documentation Status dashboards for project managers Today New Market Niche Entrant
  • 3. Chapter 1: The Big Flop Chapter 2: The Turnaround Chapter 3: Sell, Sell, Sell
  • 4. Chapter 1: The Big Flop Weeks 0 – 4
  • 5. Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Growing companies Remote workers Large enterprises Product/engineering teams (who rely on proper documentation) and IT teams (who help answer questions for employees) Reach out to VP Product, VP IT, or CIO → individuals with the most insights into how company knowledge and processes are used Automatic documentation to make all employees 10x more productive. Design and develop new features Great onboarding IP on core tech Engineers, designers, etc. TreeHacks (and other clubs at Stanford) for piloting an MVP of our product Applications that Surge integrates with (Slack, email clients, SaaS platforms, etc.) Engineers to develop and maintain product Marketing/sales costs Compute costs for hosting application and training models, storage costs for company knowledge base data (AWS) $5 per user per month → full access to automated document and workflow creation, fast search on knowledge base, automated resolution of nuanced product/IT questions, integration across many SaaS applications. Business Model Canvas — Week 0
  • 6. Insight Documentation is important for sharing What we did: 25+ interviews with engineering managers/startup CEOs Week 1 – 2
  • 7. I would pay $500 a month for a feed that shows everyone the right updates from across the company. “ Dick Zhang CEO @ Identified Technologies Insight Documentation is important for sharing What we did: 25+ interviews with engineering managers/startup CEOs Week 1 – 2
  • 8. After hearing that Dick’s would pay for this, we made an “enterprise news feed” MVP. Week 3 MVP #1: Subscribe to topics, see news feed of relevant messages from entire team
  • 9. We had the wrong solution What we did: Talked to 15+ founders/engineers similar to Dick Week 3 – 4
  • 10. We had the wrong solution What we did: Talked to 15+ founders/executives similar to Dick I wouldn’t use this because I already know what everyone is doing on our team. “ I don’t really see how I would use this or how this would fit into my existing workflow. “ Week 3 – 4
  • 11. Lesson Learned Don’t let one customer design your solution Week 3 – 4
  • 12. MVP #2: Augmenting with engineering progress So we looked at why Dick wanted this and focused on bridging the sales-engineering gap. Week 3 – 4
  • 13. PMs control the information sharing between sales and engineering. Much of what they do can’t be automated. I think you misunderstand why PMs have meetings. It’s not just to pass along information, it’s to align everyone on the current priorities. “ You never want salespeople directly talking with engineers – they will misinterpret and make costly mistakes.“ No one wants direct communication Week 3 – 4
  • 14. Week 3 – 4 Insight Product managers HATE project management Managing project execution is the most boring part of my job and keeping track of progress involves so much manual work.“ Frank Long PM @ Schmidt Futures What we did: Talked to 6 product managers
  • 15. Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Project managers (that focus on execution) PMs who do project management work Product/engineering teams (who rely on proper documentation) and IT teams (who help answer questions for employees) Reach out to VP Product, VP IT, or CIO → individuals with the most insights into how company knowledge and processes are used Reduce manual work? Make them more efficient? Design and develop new features Great onboarding IP on core tech Engineers, designers, etc. TreeHacks (and other clubs at Stanford) for piloting an MVP of our product Applications that Surge integrates with (Slack, email clients, SaaS platforms, etc.) Engineers to develop and maintain product Marketing/sales costs Compute costs for hosting application and training models, storage costs for company knowledge base data (AWS) $5 per user per month → full access to automated document and workflow creation, fast search on knowledge base, automated resolution of nuanced product/IT questions, integration across many SaaS applications. Updated Business Model Canvas
  • 16. Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams Project managers (that focus on execution) PMs who do project management work Product/engineering teams (who rely on proper documentation) and IT teams (who help answer questions for employees) Reach out to VP Product, VP IT, or CIO → individuals with the most insights into how company knowledge and processes are used Reduce manual work? Make them more efficient? Design and develop new features Great onboarding IP on core tech Engineers, designers, etc. TreeHacks (and other clubs at Stanford) for piloting an MVP of our product Applications that Surge integrates with (Slack, email clients, SaaS platforms, etc.) Engineers to develop and maintain product Marketing/sales costs Compute costs for hosting application and training models, storage costs for company knowledge base data (AWS) $5 per user per month → full access to automated document and workflow creation, fast search on knowledge base, automated resolution of nuanced product/IT questions, integration across many SaaS applications. Updated Business Model Canvas But we still didn’t have a clear value prop!
  • 17. Chapter 2: The Turnaround Weeks 5 – 7
  • 18. Week 3 – 4 Insight Meeting project deadlines is a top priority Across 12 interviews, 93% mentioned enabling their team to meet deadlines as one of their top 3 priorities Eric Ruetz Program Manager @ Infinera I need to deliver projects on time, and I need to deliver them with high quality. Everything else is secondary.“
  • 19. Week 5 – 6 Since we heard that avoiding deadline slip was so important, we pivoted to using AI to predict project delays. MVP #3: Overlaying forecasted delays on roadmap
  • 20. Most delays weren’t predictable Week 5 – 6 External Delays Changing Requirements Unreasonable Estimate Engineers Blocked External Bugs Time Off Overburdened Team Bad Manager When we push back the timeline, it’s usually because a vendor is delayed. “ Dimitry Melts TPM @ Facebook
  • 21. 90% use ad-hoc tools: Insight PMs don’t have a tool for high-level status Week 5 – 6
  • 22. 85% say it goes out of date Insight PMs don’t have a tool for high-level status 75% spend time copying data 55% looking for specialized tools Week 5 – 6 90% use ad-hoc tools:
  • 23. Week 6 – 7 We finally identified a clear market need, so we pivoted to building a better tool for project status.
  • 24. Value Propositions Reduce manual work with automatic updates Save time with views that summarize status for stakeholders Informed decisions with deep dives into context around features Value Propositions Reduce manual work? Make them more efficient? Week 7Week 4 Week 6 – 7 Nailed down the value prop
  • 25. Found our ideal customer! Oren Inditzky Director of Product Management @ Expedia Keeping my Smartsheet up-to-date with all the relevant context is a huge problem and always top of mind. I would pay $1,000 a month for a tool that automatically linked to project context from my Smartsheet. “ Week 6 – 7
  • 26. But then sh*t hit the fan with our pilot Week 6 – 7 I have to dedicate all my time to support my team in this tough period and will not be able to help further.“ Oren Inditzky Director of Product Management @ Expedia
  • 27. Our pipeline was drying up We had exhausted our personal networks — how could we find another Oren? Week 6 – 7
  • 28. Chapter 3: Sell, Sell, Sell Weeks 7 – 10
  • 29. Searching for a repeatable sales process You are all engineers. I have no doubt you can build the product. Focus on what you’re not good at. “ Week 7 – 10
  • 30. Lesson Learned Even great products don’t sell themselves Week 7 – 10
  • 31. Building a scalable sales pipeline Tested 6 different lead generation channels Week 7 – 10
  • 32. Building a scalable sales pipeline Constructed process to qualify leads Week 7 – 10 35% 80% felt pain points felt pain points
  • 33. Building a scalable sales pipeline A/B/C-tested sales pitch Week 7 – 10
  • 34. Building a scalable sales pipeline Made landing page Week 7 – 10
  • 35. Pipeline worked – people are interested! 5 website conversions 8 users willing to pilot 3 referrals Week 7 – 10
  • 36. Learning the ropes of enterprise sales Top-down: higher willingness to pay, quicker path to revenue Bottom-up: quicker path to usage, lower CAC, word-of-mouth spread Week 7 – 10
  • 37. Learning the ropes of enterprise sales Top-down: higher willingness to pay, quicker path to revenue Bottom-up: quicker path to usage, lower CAC, word-of-mouth spread Heads of Product love this… but for themselves (afraid of forcing tools on their teams) Week 7 – 10
  • 38. Learning the ropes of enterprise sales Top-down: higher willingness to pay, quicker path to revenue Bottom-up: quicker path to usage, lower CAC, word-of-mouth spread PMs love this… but need it to provide value without their company having to buy it (long process) Week 7 – 10
  • 39. Learning the ropes of enterprise sales Top-down: higher willingness to pay, quicker path to revenue Bottom-up: quicker path to usage, lower CAC, word-of-mouth spread Get individual adoption, then upsell. Let Heads of Product and PMs use individually, then upsell to tie everything together. Week 7 – 10
  • 40. Pipeline worked – people are interested! 5 website conversions 8 users willing to pilot 3 referrals Week 7 – 10 3 pilots willing to pay!
  • 41. What’s next? Mihir Garimella BS CS ‘21 Nikhil Cheerla BS CS ‘21 Prathik Naidu BS CS ‘21 Rohan Suri BS CS ‘21 Exciting space — we think project management software is ripe for change given the explosion of SaaS tools. But… we’re all juniors and we want to finish school, so we won’t be pursuing this project.
  • 42. Thanks to... and all the other teams!