tl;dr: Successful teams and companies can strike a harmonious balance between inclusiveness and clarity in decision-making. Most unnecessarily over-index one over the other, while those that fail don’t index any of these aspects at all.
[this is a follow-up to my previous blog post here]
TL;DR: e-Scooters is looking to have a brighter future in the EV (e-Vehicles) market because it is 1) smaller (but fast enough), 2) portable, 3) affordable and 4) more available.
Consumers want quick, easy, reliable transportation services that just works. The need for faster/cheaper taxi alternatives, better public transportation systems and avoiding car ownership in many U.S. cities has debatably been solved by Uber and Lyft. The problem with last mile traveling is partially solved (via walking, driving, biking, Uber-ing, busing, subway-ing et al), but also very much still in the experimental and growing phases. Let’s do a deep-dive of some of the U.S.’s hottest on-demand startups trying to dominate this space.
$ Raised v. Funding v. Headcount:
TL;DR: The global market appetite for last mile EVs (e-vehicles) is driven by 1) overall more efficient mode of transport, 2) the push for eco-friendly options, and 3) shared services over private ownership.
Over the past month, I had my first try at Bird, Limebike, Spin and Jump - the hot new e-scooter and e-bike startups that entered SF. This got me thinking about the overall transportation industry, in particular the last mile (colloquial phrase for: movement of people from a transportation hub to a final destination) market powered by the onset of the e (electric)-economy.
TL;DR: this year is an indicator of continued strength in the tech and venture capital world.
I did a teardown of the world’s top 100 VCs named in this year’s Forbes’s Midas List (Midas: the king who turned anything he touched into gold), which was posted last week. Here’s what I found:
TL;DR: building and adopting a trusted model for prioritizing work is critical to the organization, focus and ultimately success of a platform team.
I’m a Platform Product Manager on Mobile, and we recently jammed around how to optimize efficiency of our workload. There are many ways to tackle this: the 10:20:70 rule, the 50:50 rule, et al. I like, and have proven to find most useful, the 60:20:20 rule:
I'm a Product Manager on Mobile @ Dropbox. Previously was a PM at Uber and FiscalNote, & studied CS at Stanford. I was also a KP Product Fellow, and in the past sourced for Sequoia & General Catalyst. I used to write on Medium.
Ping me firstname.lastname@example.org – let's chat.