00:00:00 · S0, S1
Ad[00:00:00] S0: This episode is brought to Ad[00:00:01] S1: you by Indeed. You're ready to level up your business, but the pressure to find the right person to make that happen is intense. Indeed Sponsored Jobs can help carry the load. It boosts your job post to help it reach quality talent fast. Cut through the chaos with Indeed sponsored jobs. Get a $75 sponsored job credit at indeed.com/podcast. Terms and conditions apply. Hiring now? Then this is a job for Indeed sponsored jobs.
00:00:29 · Amir Movafaghi
[00:00:29] S2: At one point, Mixpanel, we were churning almost half of our customers every year. And it was this place where as a company that's growing fast, you know, in some ways that can... That metric can be overlooked. But in many ways, it was a time where we really came together and said, look. Churning half the customers is a major, major problem in that we are clearly not driving and delivering the value as a company that we need to. And even though, you know, we're we're still growing, we have to go back and address churn. But the reality was much more complicated and nuanced. It so happened that there wasn't one answer. You know, it wasn't one thing. It was a set of a bunch of different things that we needed to do. And so that's where our journey began. And we literally made a, you know, a series of categories of different priorities. We had a series of things that we're gonna go out and and tackle. And everyone in the company from go to market to EPD sort of had this core mission to go out and get this done. And the result was really incredible. And by the time we did our series c, we were at 50. And this past spring, we almost touched 60, which is really like now kind of consumer grade category. And then retention went from, you know, 50 to close to 90%. Hello. My name is, Amir Movafaghi. I'm the CEO here at Mixpanel. We are an event based company. Currently have 9,000 customers globally distributed. The company crossed a $100,000,000 in revenue a little less than a couple of years ago. We're super proud to have our, one other metric that we disclosed in our customer NPS being almost a consumer grade approaching 60. I was born in, in Tehran, in Iran. I spent seven years in Istanbul, Turkey, so I spent a good number of years there. We moved there when I was about eight, and then I came to The United States when I was 15. When I was going through graduate school, it was a time when financial crisis had hit in New York. It was right at the beginning of where social platforms were coming online. An uprising in Iran, I couldn't get ahold of my parents because all the phone lines were shut down and email was not working. And at the time, Twitter was the only platform that was really reporting what was happening on the ground in Tehran. And it was this sort of, like, incredible moment of realizing just how powerful the social platforms were becoming.
00:02:55 · Amir Movafaghi, S0
At that point, it was such a personal attachment to the product that was my lead in to tech. So I joined Twitter in 2010. When I joined the company, we were about a little over a 100 employees. We were pre ad revenue. It was extraordinarily exciting time. Even Twitter at its height of success, every six months was like a completely different company. You had this company that you would wake up, you all of a sudden had an ad product that failed. You kind of had a moment of having to really kind of have these moments of existential crisis. Right? Hey. Are we gonna have are we gonna have a company, you know, in six months? Is there gonna be... Are we gonna be able to make it to the other side? In a lot of ways, the way that we go through and fix things together as a team is this ability to really come together on a core problem. And we understand why we are focusing on what we're focusing. We have clarity around what objective and what outcome we're trying to get to. And then we're flexible about the how. Right? And we're able to take feedback along the way from our customers, from our peers, from our board, you know, from everybody, investors. Like, we're able to learn and understand and then iterate and then hold ourselves accountable to these outcomes. So I think fixing problems at its core comes down to first really centering ourself on why this matters, why it takes precedent priority over the 99 other problems you have, and then rallying and inspiring people to really get in and have clarity on how they can make. Ad[00:04:30] S0: This episode is brought to
00:04:30 · S0, S1, S3
Ad[00:04:30] S0: This episode is brought to Ad[00:04:31] S1: you by Indeed. You're ready to level up your business, but the pressure to find the right person to make that happen is intense. Indeed Sponsored Jobs can help carry the load. Ad[00:04:41] S3: It boosts your job post Ad[00:04:42] S1: to help it reach quality talent fast. Cut through the chaos with Indeed sponsored jobs. Get a $75 sponsored job credit at indeed.com/podcast. Terms and conditions apply. Hiring now? Then this is a job for Indeed sponsored jobs.
00:04:59 · Amir Movafaghi
[00:04:59] S2: Can impact a difference on that journey. When I left Twitter, we had grown from nearly a 100 employees to 4,500 employees. It was from close to zero to 2,000,000,000 in revenue. It was phenomenal, incredible growth that happened during that time. Biggest lesson was the impact that user experience had on the success of the company and this obsession around delivering a better product, a better user experience, and sort of like a... In a way, having that as a leading path into better monetization and better growth. Companies in enterprise software have invested quite a bit on technology, you know, better utility, building a better technology as like a first order of business. Being part of Twitter, it was getting a lot more closer to just how much the significance of making sure that you're always thinking of the user or the customer first before you go figure out everything else. Because without the value, without that ultimate experience that you're delivering that's creating value, everything else can feel much more femoral and much weaker foundation. I think, you know, in many ways, when you're part of a in great company that has a number of different opportunities to make an impact and connect and grow with, In many ways, you want to make sure that your skill set is, you know, rich enough and mature enough to be able to deliver a bunch of impact. But hopefully, if you're in the right position, you're also gaining a bunch of new knowledge and new tools. I think in many ways, the the growth comes from just having that sheer intellectual curiosity and a desire to make sure that you're influencing and impacting things that matter. And so biggest one is this constant ability to ask, am I doing the thing that is the highest impact work that I could be doing? Am I focusing on things that actually will drive and make a difference? And then usually, if you're in the right role and you have the right foundational skill set, then the rest of it will take care of itself. You'll figure out resources and who to tap into. It's one of the best parts of being in Silicon Valley is you pick up the phone and you can call so many people around us that have either experienced that exact same situation that you're in. One of the things that I always mention, people talk about like, hey, what's so special about Silicon Valley?
00:07:23 · Amir Movafaghi, Hannah Lee
Why, you know, would I move my company there? Why would we, you know, start a company, you know, in Silicon Valley instead of somewhere else? The... And the answer I give is when I started at Twitter, we're going through a bunch of new ish problems that we were experiencing. And at that time, I remember just through networking, finding out experts that were, you know, at Facebook or at LinkedIn or at Google, and you would reach out. And every single time, almost a 100% of the time, they were willing to jump on a call, and they're willing to collaborate, they're willing to give advice. And I think that was such a a phenomenal sort of validation of just how important it is to be in an environment where people are experiencing that same sort of growth ambition and experiences that they can impart and give to you as you're solving your problems in your company. Ad[00:08:19] S4: Do you use Calendly to book calls, Todoist to manage tasks, Trello to keep track of projects? What if I told you that you could do all these with one tool, but then it also integrates with all of the tools that I just mentioned? Hi, everyone. I'm Hannah from the EO team, and I'm here to introduce the game changing productivity tool, Akiflow. It's basically a smart combination of all the essential productivity features I need on the daily. First is the beautiful marriage of task management and time blocking. Akiflow has this interface where you can create a to do list just as you would in any task management tools, but you can also drag these certain tasks right into your calendar to the exact time of day.