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Everything Changes At 25 | Peldi Guilizzoni, Balsamiq | BoS Europe 2017

Everything Changes At 25 | Peldi Guilizzoni, Balsamiq | BoS Europe 2017

Giacomo “Peldi” Guilizzoni, Founder and CEO, Balsamiq

Balsamiq founder Peldi had a dream that he would create a business that ran itself from his back bedroom forever. It soon became clear that life was complicated by the success of the product. Many of the big decisions at Balsamiq have been motivated by a desire to nurture the Balsamiq user community while offering his distributed team a great place to work. Whilst they remain big motivating factors, as the company has grown to a team of 25, some of the assumptions that held true in an organization with a handful of people no longer apply. In fact, almost everything changes at 25 people.

Peldi returned to speak at BoS Europe 2017 to consider some of the big changes he’s tried as a founder, sometimes unsuccessfully, to continue to develop the business and retain the core values of the company.

Slides,Video, Interview, & Transcript below

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The New Generation Of Entrepreneurs | Iris Lapinski, Apps for Good | BoS Europe 2016

The New Generation Of Entrepreneurs | Iris Lapinski, Apps for Good | BoS Europe 2016

Iris Lapinski, Founder & CEO, Apps for Good

Iris runs CDI Apps for Good, an award-winning technology education movement where young people in schools learn to create apps that solve problems they care about and change their world.

She discusses the challenges of bringing lean and agile thinking into an education system that operates in very linear ways. From a modest start in 2 UK schools, 2 teachers and 50 students in 2010, Apps for Good has scaled to 1,000 schools and 50,000+ 11-18 year olds in the UK, USA, Spain and Portugal. Apps for Good is supported by hundreds of leading-edge technology entrepreneurs, UX designers and developers as expert volunteers as well as tech industry partners.

Iris shows how their approach slowly gained the backing and trust of entrepreneurs, teachers, parents and children and share some of the lessons learned in building a programme that isrelevant to any organisation that is scaling internationally.

Slides, Video, and Transcript Below

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Some Things Great Software Companies Do That You Don’t Have To | Rob Castaneda, ServiceRocket | BoS USA 2016

Some Things Great Software Companies Do That You Don’t Have To | Rob Castaneda, ServiceRocket | BoS USA 2016

Rob Castaneda, CEO, ServiceRocket

Rob spoke about the three mistakes he made that almost killed his company as he grew it from a bedroom in Sydney, Australia, to an operation in four countries employing over 200 people. He never took funding for ServiceRocket but realised that building a board he was afraid of would be a key part in helping the business grow.

ServiceRocket exists to help software companies ensure that customers use their products, a proven route to ensuring repeat business. He will share some of the mistakes that even the best software businesses make in getting their customers to use the software they’ve purchased. You don’t have to make the same mistakes. Rob will share a few tips you can implement today to ensure your customers are successful, happy users.

Slides, Video & Transcript below

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Purple Squirrels & Other Lies | Steve Johnson, Under10 Consulting | BoS USA 2016

Purple Squirrels & Other Lies | Steve Johnson, Under10 Consulting |  BoS USA 2016

Steve Johnson, Principle, Under 10 Consulting

Purple Squirrel (n) is used by recruiters to describe a job candidate with precisely the right education, experience, and qualifications to fit a job’s multifaceted requirements. “Your perfect candidate is as rare as a purple squirrel”.

In recent years, title inflation has exploded. We’ve seen new definitions for old titles and many new titles have been created. In product management, we’ve got product managers, product marketing managers, product owners, program managers, product strategists, product line managers, portfolio managers, and more. The more prescriptive your requirements, the less likely you are going to find the perfect person. The same applies across every function in an organization.

Steve explains why you should reconsider the areas of expertise needed to build a successful team. Identify contributors with a more limited skill set, but with specific strengths. Adapting processes to the strengths of your team can be a better approach to scaling a startup or optimizing an existing business. Six types of expertise are necessary for a well-rounded product team. They are rarely found in a single person but that doesn’t matter.

(PS. They are: Business, Market, Technology, Domain, Process, and Operations.)

Slides, Video & Transcript below

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Beyond MVP: Scaling Lean + AMA | Ash Maurya, LeanStack | BoS USA 2016

Beyond MVP: Scaling Lean + AMA | Ash Maurya, LeanStack | BoS USA 2016

Ash Maurya, Founder/CEO, LeanStack

Ash Maurya is the author of ‘Running Lean’, ‘Scaling Lean’ as well as the Lean Canvas business modeling tool.

Ash is driven by the search for better and faster ways for building successful products. He has developed a systematic methodology for raising the odds of success built upon Lean Startup, Customer Development, and Bootstrapping techniques.

Slides, Video, AMA & Transcript below

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