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Talkdesk: Building a bridge across an ocean
1. BUILDING A BRIDGE
ACROSS AN OCEAN
Rachel Wolan, Director of Product
Gadi Shamia, COO
September 22, 2016
2. Who Are We?
Gadi Shamia (@gadishamia)
Chief Operating Officer
at Talkdesk
Prior to Talkdesk:
Rachel Wolan (@rachelwolan)
Director of Product
at Talkdesk
Prior to Talkdesk
3. Part 1
The Story of Talkdesk:
How We Became the David in an
Industry of Goliaths
6. Start Small to
Build Believers and
Topple Goliaths
It is easier to enter a market
when no one else pays
attention to it.
Build loyal fans who believe in
your vision and want to
influence your innovation.
Goliaths are slow to innovate
and even slower to
Simple
Self-Service
EnterpriseMid-MarketSMB
High Growth
Custom Workflow
Global
Mission Critical
Value Proposition Talkdesk Customers
7. Don’t Just Build What
Customers Ask For -
Build Conversation
Starters
It is hard to strike a balance
between delivering what
customers ask for, simplifying
what you have and looking for
opportunities to differentiate.
8. Focus on Outcomes
for Your Customers’
Customer -- Get Your
Customer Promoted
Make your customer look like
the smartest person in the
room by picking the new kid
on the block.
9. Be Chrome -- Not IE6
User experience can be a point
of differentiation if the user
experience really maps to the
bottom line.
10. Part 2
The Story of Talkdesk:
How We are Building a Bridge Across
the Ocean
11. Which Bridge Was NOT
Built By the American
Bridge Company?
You need to focus on the
similarities and differences to be
successful running multi-site
teams.
a. Ponte 25 de Abril
in Lisbon
c. Bay Bridge
in San Francisco
b. Golden Gate Bridge
in San Francisco
12. Discover Similarities --
Respect Differences
You need to focus on both the
similarities and differences to be
successful running multi-site
teams.
13. Crisis Builds
Confidence and
Bonds Teams
Talkdesk reached a breaking
point because we scaled our
customer base very quickly.
We had to do a complex
database migration, plus QA the
entire application in the middle
of the night.
This was the first time
Engineering and Product
bonded.
3:30 am
14. First Who...Then What
In both offices, we focused on
hiring the right people to lead
and own areas as we scaled.
Inevitably as we scaled, a small
percentage left our team, even
high performers.
The key is getting people in
positions where they will be
successful.
15. Transmit Culture
Across Offices by
Investing In Exchanges
We have systematized “abroad”
programs both ways,
transplanting product
managers, engineers and
designers in both Lisbon and
San Francisco.
16. Learn Best Practices
from Companies with
Similar Trajectories
We read about and met with a
handful of companies that had
successfully distributed growth
phase startups.