Elena Verna: evaluation

Transcript context

…Another lever that I've noticed, especially with Lovable, and I'm seeing it more and more on social media is just founders telling you what's going on. I think this connects really deeply with the new features. Launch new features. Say Anton is just like, "Hey, check out this cool new thing. Check out our growth numbers." Is that a big growth lever too? Yeah. So one of our biggest strategy is building in public. Building in public, and it's coupled with employee socials, founder-led socials for sure. This is difficult for larger companies. But when you're smaller and you still have a little bit more narrative control with everybody on your team, plus you have so much more trust within the organization, where people are going to say the right things because they understand what actually has happened, that ability to just really quickly deliver the message to the market becomes really important. Now, we still do the big launches, so we still have everything tiered into tier three, two, one. Tier ones are going to happen as big moments that we're going to really rally as a company behind. And it's going to be something that is meant to step function, change our product market fit, and we're going to do a bunch of activities behind it. But at the same time, what's really important to us is to maintain noise in the market. And that noise in the market happens by us shipping every day, every other day, multiple times per day and just talking about it constantly. Interestingly enough, it's actually works fantastic resurrection strategy, because people are like, "Oh, there's more things here. I need to go check it out." It also works as a great reengagement strategy. So instead of sending newsletters to say, "Here's the market trends or here's the user stories," people are literally logging into their social to say, "Okay, what has Lovable shipped now?" It's like, "What is the change?" So it's interesting to them to see, because from the time that they voice their opinion on what needs to happen to actual delivery is so short, so they feel heard. And they are heard, because that's how we prioritize all of the things that we're shipping. But it's interesting, because I've never been in a company that tries to maintain so much just shipping velocity to maintain a certain amount of noise that it feels like the product is alive. It's changing every single week. And then there's these big amplifications, turbo boost so to speak, in the race car model, that then go out and they fundamentally create a step function change in that product market fit as a whole. And that is a retention strategy I can get behind any day and all day. I only hope that we can maintain it as we continue scaling. Sounds stressful. This reminds me, I had a... Gaurav, he's the CEO of Mirage. Used to be called Captions, which is a really successful AI video company startup. And they have a policy of you ship a marketable feature every week. That's how their company operates. And it's the same thing, it's just ship things you can talk about.…

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