AI and the Future of Work: Artificial Intelligence in the Workplace, Business, Ethics, HR, and IT for AI Enthusiasts, Leaders and Academics
00:17:49 · Rahul Vohra
And I felt this incredible intense pressure to launch, both from the team, but also from within myself. Because after all, my last company that we talked about, Rapportive, that had launched, scaled, and been acquired in less time, And here we were two years in and we still hadn't launched. But deep down inside, I knew that no matter how intensely I felt pressure, a launch would go very badly. In other words, I didn't believe we had products market fit. And although I knew it, I couldn't just say that to the team because these are super ambitious, hyper intelligent engineers. They put their hearts and souls into the product. So I needed a plan, and that's where Sean Ellis came in. In the April 2017, I started my search for that holy grail for a way to define products market fit, for a metric to measure it, and for a methodology to systematically increase it. And I searched high and low. I read everything I could find. I spoke literally with all the experts, and then I came across Sean. Now, he ran growth in the early days of Dropbox, LogMeIn, and Eventbrite. As you noted, he coined the term growth hacker. And he found a leading indicator, a product market fit, one that is benchmarked and predictive. You just ask your users the following question. How would you feel if you could no longer use the product and measure the percent who answered very disappointed? And after benchmarking hundreds of startups, Sean found that the companies who struggle to grow almost always got less than 40% very disappointed, whereas the companies that grew most easily almost always had more than 40%. So in other words, if more than 40% of your users would be very disappointed without your product, you have initial product market fit. And with that engine, we now have a methodology for systematically increasing product market fit. It even automatically generates our roadmap for us. The metric is even more objective than a feeling. It predicts success better than Net Promoter Score, and it's not only the best way to measure product market fit. We use it to develop our very own products market fit engine. And with this engine, we now have a methodology for systematically increasing product market fit, and it even automatically generates our roadmap for us. And if you look through the article, which goes through this in-depth, it's basically guaranteed to increase product market fit.
00:20:10 · Rahul Vohra, Dan Turchin
So I rather infamously wrote this up. I think it was in 2019 or 2020 on First Round Review. And then since then, it's become the most shared entrepreneurship article of all time. So maybe we can put the the the link in in the notes for our listeners here. But I go into a lot of detail how you can build on Sean's question, build a whole algorithm around it, which, as I said, actually takes you to Product Market Fit. [00:20:35] S1: Great. That's what I wanted the audience to hear, and thank you. We we will share that link. I've heard you talk about, after Rapportive, your mission was to pick an impactful problem and go go about solving it. You already had a lot of success. I'm sure, you know, there's no shortage of things you could do. I would say probably, you know, on a on a short list of technologies that have impacted humanity, maybe after fire in the wheel, I'd say email is a close one. So it it obvious why eventually you decided that that would be the broken thing that you'd fix. Something I've never heard you talk about is what that process was like, and if you could share any examples of other big problems that you chose not to fix in order to focus on email.
00:21:25 · Rahul Vohra
[00:21:25] S0: Yeah. Well, as you noted, when I started Superhuman, I wanted to solve the biggest possible problem. And email, of course, turns out to be a way bigger problem than most people realize. And it hit me just after I'd sold Rapportive to LinkedIn. I was commuting from work in Mountain View, that's where LinkedIn is headquartered, to where I live in San Francisco. And that's, if in case you haven't done that, roughly a one hour journey. But this was 2014 and both Uber and Lyft were having their moment. So I happened to be in the back of an Uber. And on this trip, I finished writing some documents, I cleared out my email, I checked my calendar for tomorrow, I made dinner plans with my girlfriend and I even called my mother. So I was simultaneously being a productive employee, a proactive boyfriend, and a present son. And I realized in that moment that the real magic of Uber was not commuting. It was not about getting from a to b. It was about time, being able to do these other things. So I asked myself the question, where do we spend all of our time? And this is a little bit of a trick question, but but I'll ask you. Can you guess the one thing that professionals spend the most time doing? That's not email. Scheduling. Scheduling is a very good guess because that's up there with email. It's a little bit less time than email because a lot of email actually is scheduling, but it is in fact sleeping. We all spend more time sleeping than we do basically any other activity in our life. And as a lifelong sufferer of sleep apnea, it hits me particularly hard. And, I I thought a lot about that, But I also had no real idea how to fix it. And after sleep, it of course turns out to be email. In fact, there are roughly 1,000,000,000 professionals in the world and on average, spend three hours a day reading and writing email. So that's three billion hours every single day or north of a trillion hours every single year that go into email. And that's how I knew it was a problem worth solving. I couldn't imagine something bigger than a trillion hours per year. Now alongside this, I could see Gmail and Outlook getting worse every single year becoming more cluttered, using more memory, consuming more CPUs, slowing down your machine, still not working properly offline.
00:23:41 · Rahul Vohra
And on top of that, people were installing plugins, like my last company, Rapportive, but also Boomerang, Mixmax, Clearbit, Yesware. You probably remember some of these email products. You name it, people had it. But the problem with these plugins is that they took those problems of clutter, memory, CPU performance offline, and they made all of them dramatically worse. So we decided that it was time for change. We set out to build the fastest email experience ever made. And today, most of our customers get to their inbox twice as fast as before. They respond faster to the things that matter, and they save four hours or more every single week.
00:24:22 · Dan Turchin
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00:26:37 · Rahul Vohra
[00:26:37] S0: The thing that makes Superhuman a fascinating company, highly investable, and why it's been as successful as it has been, is the market is absolutely ginormous. For example, one way to think about it is the top down approach, which we've already talked about, which is a billion professionals spending three hours a day on email. That's three billion hours a day, a trillion hours a year. It is really hard to think of something that we spend as much time doing. Slack is up there. In other words, team chat, so Slack and Microsoft Teams. Scheduling is a second, actually a distant second. And then you have a bunch of the other work activities that we have. So deliberately, I was going after this thing that just impacted so many people and which no one loved. Everybody hates doing their email. It's also a really great edge of a wedge because you can think of email as a central and a key component to an AI native productivity suite or an AI native collaboration suite. And, of course, that's what we're now building here at the wider Superhuman. One of the most exciting things for me about the acquisition is we basically get to do all of our roadmap, but in parallel. The thing that I thought would take twenty, thirty years to build out, we can massively compress the timeline to that. So what I still look for in founders with companies today, my advice to any founder is just pick an absolutely ginormous market. Now it doesn't necessarily have to be ginormous today. It's okay to pick, sometimes in fact better actually, to pick something that seems a bit weird and silly today, almost like a toy, but but that is going to grow incredibly rapidly. That is a perfectly fine alternative approach. But ultimately, the market has to become very large. Either it's very large now or it's growing very quickly. Some things, by the way, are easier than ever about creating companies. I would say, number one, writing code. The cost of creating most software projects, of course, is rapidly reducing with all of the coding agents that people now use on a regular basis. Number two, raising capital. There has never been this many dollars chasing the next big thing. Number three, learning from experts. The art of creating startups is becoming increasingly a science and very widely known.