00:14:03 · S2, S3, S4, Jim Rose, S6
Ad[00:14:03] S2: This episode is brought to Ad[00:14:05] S3: 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. Ad[00:14:33] S4: The secret society of semi homemade? Listen up. Sam's Club has premade dishes for a Thanksgiving feast that's ready in two hours, all while tasting suspiciously homemade. Ad[00:14:44] S5: Come join us. Sam's Club. Ad[00:14:46] S6: Individual oven times may vary.
00:14:46 · S6, Jim Rose
Ad[00:14:46] S6: Individual oven times may vary. [00:14:48] S5: Hack and recoil and sort of protect yourself. You need to be leaning in and just digging in into the why of trying to like, why are we a little bit off the mark? Why are we not actually able to solve it? When you start, you're solving the problem for the customer and whatever that problem is. And as you get bigger as an organization, as you accrue expertise, there's some point in there where you become the expert in the problem and you have to go from consuming information from the customer to being in a dialogue with the customer. Or the customer is going to keep telling you what their problem is, but what you need to start to do and what you need to be investing in in that relationship is your expertise in that particular problem. In the world of CircleCI, we've seen the customer problem probably from 18 different ways and facets more so than the customer has. The customer tells us their problem, we share with them what we've learned over time, and then we can come up with some kind of joint solution. It's a tight balance. You have to figure out how much you listen versus how much you contribute. That balance changes over time.
00:15:52 · Rob Zuber
[00:15:52] S7: When I joined in 2014, the pricing model was established. Around that time, as people were getting more and more comfortable with things like elastic compute and cloud offerings, they were getting more oriented towards capacity or usage models, meaning use this VM, you know, an EC2 for X number of hours and I pay exactly for those hours. Those models were even shifting to like by the minute pricing. So pricing was becoming much more dynamic based on usage and our customers were asking us, why am I paying for this fixed bandwidth on the weekend? We shifted our entire pricing model to be usage based, and that took a long time to transition. I mean, introducing new pricing is hard, getting people to shift is hard, and then getting the last people, right, from a tech platform perspective, you don't get to turn off all those parts of your platform until you've gotten the last customer off of them, right? It's like the first customer is exciting, but then you're doing two different things. So we went through a big transition, but that has ultimately paid off. So my takeaway and advice from our changes in pricing strategy is that ultimately when customers feel like what they're paying you is directly aligned with the value they're getting, they're much more likely to pay. So in the usage based model, for us, it's when I'm building software, I am paying you to help me build software, and when I'm not, I'm not paying you. That much better aligns with their perception of the value that they get from us, versus a capacity model where even when I'm not using it, I'm paying for it. And so that transition really allowed us to have a better relationship with our customers around value and them paying for the value that they get from us.
00:17:33 · Jim Rose
[00:17:33] S5: Startups don't die. Startups run out of money. What you want to do, depending on how much money you have, is you want to give yourself as many chances to find product market fit as possible. That means you have to keep your development cycles as short as humanly possible, and you have to keep the feedback cycles as immediate as possible. So even big, well funded startups that maybe don't succeed or they fail, oftentimes the length of the development cycle is way too long. They're spending months, if not quarters, and in some cases years, perfecting a technology that they have no idea if anybody's actually going to use. So what you want to do is you want to be able to build something that's meaningful enough that when you put it into the customer's hands, the customer can actually react in a way that's going to tell you whether you're on the right track. Especially with your early users. Your earliest users are going to expect that first version of the thing that you put into their hands it's gonna be rough. It's gonna be jagged. There's gonna be things that don't work. But if you find something that directly addresses the customer need, they'll grab it. Right? Even though there are, like, rough edges in the product. When you find product market fit, you will feel it. You won't know why it happened.
00:18:49 · S0, S1, S2
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00:20:15 · S2, S3, S4, S6, Jim Rose
Ad[00:20:15] S2: This episode is brought to Ad[00:20:16] S3: 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. Ad[00:20:44] S4: The secret society of semi homemade? Listen up. Sam's Club has premade dishes for a Thanksgiving feast that's ready in two hours, all while tasting suspiciously homemade. Come join us. Ad[00:20:56] S6: Sam's Club. Individual oven times may vary. [00:20:59] S5: But you'll feel the market pull. The only way you can find that out is to ship fast and ship early.