Starting And Selling a Fintech Company in Less Than 4 Years - PowerPoint PPT Presentation

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Starting And Selling a Fintech Company in Less Than 4 Years

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Founder Story with Ankit Singh, a Forbes 30 Under 30 Founder with years of experience in the financial technologies landscape. He founded a P2P payments platform that was acquired less than four years later. In this interview, he shares: - How it all started as simple college side project; - His mistakes and successes; - Actionable tips for anyone launching a startup. – PowerPoint PPT presentation

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Title: Starting And Selling a Fintech Company in Less Than 4 Years


1
Starting And Selling a Fintech Startup in Less
Than 4 Years Interview with Ankit Singh,
founder of fintech startup MyPoolin, a peer to
peer payment platform that disrupted the Indian
fintech market. Less than four years later
MyPoolin was acquired by California-based fintech
startup Wibmo.
2
Copyright 2021 by Altario Technologies. All
rights reserved. No part of this publication text
may be uploaded or posted online without the
prior written permission of the publisher. For
permission requests, write to the publisher,
addressed Attention Permissions Request, to
altar_at_altar.io.
3
INDEX
  • INTRO 4
  • INTERVIEW 7
  • Did you always want to be an Entrepreneur? 8
  • How did you validate your idea in your
    market? 15
  • What do you think you should have spent more time
    on in the beginning? 17
  • Do you think an MVP should be something that is
    built for the future? 20
  • Which primary stakeholder did you target first?
    And which problem did you solve initially? 22
  • How were your stakeholders solving this problem
    for themselves?
    27
  • How did you make sure that you built a product
    for your users and not for yourself? 29
  • Which was the moment that made you realise you
    could go all-in on this idea? 36
  • How did you move from your MVP to become a
    successful fintech startup? 38
  • How did you set up and manage your marketing
    processes? 42
  • What advice would you have for first-time
    founders when it comes to raising capital? 45
  • Do you have any advice for anyone starting out
    when it comes to hiring? 53
  • FINAL THOUGHTS


    60
  • ABOUT ALTAR.IO 63

4
INTRO
5
From challenger banks to cryptocurrency and
blockchain technology, fintech startups such as
Stripe Paypal continue to revolutionise the
financial industry. At Altar.io weve worked
with many fintech startups over the years and
with each new story, we learn something new.
This time, were sharing an action-packed
conversation with a Forbes 30 under 30 founder
with years of experience in the financial
technologies landscape.
6
In 2015, Ankit Singh founded the fintech startup
MyPoolin a peer to peer payment platform that
disrupted the Indian fintech market. Less than
four years later, MyPoolin was acquired by
California-based fintech startup Wibmo. Ankit
remained with Wibmo as director of business and
product. In this interview, Ankit spoke candidly
about his experience, providing some really
valuable tips on how to build a startup.
7
THE INTERVIEW
8
Q Did you always want to be an Entrepreneur? A
With me, there was never a preconceived plan to
launch a fintech startup or become an
entrepreneur per se. It all started when a friend
of mine and I travelled to Harvard in February
2012. We were there for a few weeks, on campus.
During that time we saw students settling money
amongst themselves after a meal out using Venmo
and Splitwise. Venmo was a fintech startup that
had just launched their product out of the
University of Pennsylvania and all the students
were using it. Another Fintech startup, Splitwise
had just started at Harvard and that was also
gaining popularity. When we saw the ease with
which students were settling money among each
other, we thought back home to India. Whenever we
had to settle money we had to walk a mile or two
to withdraw cash from an ATM on campus to settle
the bills.
9
Seeing that stark comparison between the US and
India made us feel that Wow, this is something
we should do back home. And thats how it
started as a side project. We asked ourselves
in our school how can we enable easy P2P payment
settlements. And that is what led to the idea of
MyPoolin. We really wanted to solve this
problem, honestly, for ourselves rather than for
anybody else.
10
Q Throughout the years did this early vision of
enabling P2P payments change or did it remain the
same? A The vision was always to enable seamless
payments. But then as the fintech startup
landscape evolved we had to pivot a couple of
times. Eventually, when we went on to set up for
acquisition there were a lot of pivots that we
made as well. But at the end of the day, the
north star for us was to facilitate easy
peer-to-peer payments. When we started out, the
fintech startup landscape in India was quite
difficult to navigate a lot of the regulations
were very old.
11
When we were operating the payment settlement act
was around eight years old. We had to write to
the Indian Central Bank The Reserve Bank of
India to get clarity from them as to whether or
not we could do this. It was a case of Is this
legal? Or are you going to come back at us for
this? Eventually, we went and met them to try
and get some clarity on what was happening. We
were able to facilitate P2P payments for our
users using specific types of payments
technology. For example, in the early days, in
2014/15, for a P2P payment to take place we were
reliant on the wallets available in the
country. They were sort of like Paytm or Wechat
wallets very early kinds of wallets.
12
If you wanted to transfer money to someone you
first had to top-up money to your online wallet
from your bank account. Then you could transfer
from your wallet to theirs. There were a lot of
restrictions and constraints in regard to the
operation of the wallet. You could only take
money out at certain times, the amount of money
you could top-up was limited, etc. The vision
was always to enable seamless payments. But then
as the market landscape evolved we had to pivot a
couple of times.
13
But thats how we started developing our fintech
product. Facilitating an easy payment experience
on the back of whatever technology infrastructure
existed in the market. As well as whatever the
regulator allowed. While we were doing this
something called UPI (Unified Payments Interface)
launched in India. This was an open platform that
enabled bank-to-bank payments. Compared to
seamless bank-to-bank payment experiences, our
wallet-to-wallet P2P payment wasnt that good an
experience. So we then incorporated the UPI into
our product and built on top of it. That was
successful to a good extent. But eventually, we
saw the arrival of Google Pay and WhatsApp Pay in
India.
14
We were still focusing on a very niche segment of
millennials and college students. But then those
students started getting great rewards and
cashback for using Google Pay and other fintech
products. We suspected immediately that our
model wasnt going to be strong enough. So then
we started building merchant applications and
other fintech products. Eventually, we realised
that we lacked distribution for the products we
had built. We thought the best way to solve this
would be by getting acquired by a fintech
startup. We wanted to find a company that had the
distribution we needed to push our products out.
And thats how we decided to go for the
acquisition.
15
Q When you had the idea for MyPoolin you already
realised there was a market because of your
experience in America. But, how did you validate
the idea in your market? A So, the good thing
that we had going for us was that it was a
problem we faced ourselves. We could see it
almost every day on our school campuses. The
question for us was is there a critical mass of
people who also had this problem? What if they
were happy with the other options already
available? So early on we went to the college
campuses and started with a very simple
explainer video. It showed them the problem we
were trying to solve.
16
We paired that with a very basic landing page. It
described what they could expect out of the
solution we were trying to build. Quite quickly
after the website launched we got, Id say, 4k
5k applicants who wanted to get on the waiting
list. That gave us the confidence to say Lets
start developing the app. Before building the
product, we started building some mock-ups of
what we had in mind. We took that to angel
investors and we were able to get some investment
to start building the product.
17
Q What do you think you should have spent more
time on in the beginning? A We have thought
about this very deeply. In hindsight, we believe
that we couldve spent more time on marketing and
distribution as opposed to just focusing on
technology. So in terms of when we look back at
it, we wouldve spent more time on the product
distribution rather than creating the ideal tech
stack. Thats what I think a lot of startups do.
They build out a very nice product which is
technically very sophisticated and its doing
pretty well. But distribution is something that
is not paid attention to in the early days.
18
Having said that, we realised that theres also
an element of building for distribution while
focusing on the product. What do I mean by this?
We were building a social app. This meant we were
able to build different ways for people to share
data from the app with their friends. For
example, Share social messages, descriptions of
payments being made with emojis etc. Invite
friends through channels such as WhatsApp
Building the product this way really helped
distribute the product. That was our
understanding, learning on that was crucial.
19
The way we looked at it is In the beginning, an
average product with great distribution is far
more valuable than a great product with an
average distribution. With great distribution,
youre able to push the product out and get as
much feedback as possible. More feedback loops
mean you can better iterate the product. So,
during that time, the product naturally becomes
more polished and much better.
20
Q Do you think an MVP should be something that
is built for the future? A The first important
question to answer in this case is What kind of
business are you trying to build? If Im trying
to build a small startup that is going to be a
mom and pop store then by default I have a
business that isnt going to be super
scalable. On the other hand, looking at a tech
business where we want it to scale to millions of
users then I think the two go hand in hand.
21
Its important to test out your MVP with a few
hundred users who will become your
super-consumers. But you have to build it for
scale from the outset. Its a balanced approach
that startups need to take. I think building MVPs
has become, from a tech standpoint, a lot easier
nowadays because the tools are there. Cheap cloud
infrastructure is readily available and so on.
Building to get continuous feedback is an
activity every startup should do. However, if you
are building a business for millions and you want
to go for funding or an MA? Then its very
important to start building for scale right from
the early days.
22
Q Which primary stakeholder did you target
first? And which problem did you solve
initially? A When we started out it was the
college students. For them, the most
high-frequency use case was dining. Whether they
would order-in or go out, settling money between
friends was quite painful. Maybe somebody
wouldnt have cash with them and so on. That was
the problem we started with and we focused solely
on that niche. Our app was primarily meant for
millennials because our app didnt make sense for
anyone older than that. They didnt have a need
for a social payments app. Frequency of
transactions for them was very low it wasnt a
problem they needed solving.
23
Ultimately for us, it boiled down to one thing
Analysing the kinds of settings in which
millennials have group interactions. Group
interactions typically have some kind of commerce
angle attached to them. Which leads to a use case
of payment settlement being required. We tried
to go deeper and deeper into understanding the
kind of millennials who were our archetype. The
design persona so to speak of the customers we
wanted to sell to.
24
  • We came out with three broad categories
  • The flatmates They were living together in the
    city. Young professionals who would need to
    settle rent payments, utility payments etc.
  • Co-workers Who would typically go out for
    drinks and dine out together and they would need
    to settle payments amongst themselves
  • Classmates our original segment who, like the
    coworkers, would dine together or get drinks
    together.
  • So, we had our user personas and the relevant use
    cases. This allowed us to focus on which
    distribution channels we should focus on.

25
Initially, we tested the problem, or the pain
point, with the classmates. We then,
eventually, moved further to the other segments.
Helping us validate and distribute the product
further. Our app was primarily meant for
millennials because our app didnt make sense for
anyone older than that. They didnt do these P2P
transactions it wasnt a problem they needed
solving.
26
Q From the beginning was the money handling
available in-app? A Yeah, typically the
transaction would look like this If Im going
out with four friends of mine then I would make
the payment for the entire group. Next, I could
either scan the bill or I could manually punch in
the amount and split the bill. I could then
select a group of people through a premade group
on the app (for example Flatmates) or I could
select them one by one. Then I could initiate a
payment request. They would then receive a
notification, select my contact and use their 4
digit PIN to authorise the payment. The money
would then transfer directly from their bank
account to mine.
27
Q This is what we like to call SSCC Stupid
Simple, Crystal Clear. And we believe that its
absolutely mandatory when making a consumer app
in its first iteration. The value proposition is
simple Forget about having to withdraw cash
when youre out with friends. Just download this
app and then you have a tool where we can easily
split payments instantly. Before you existed,
however, how were your stakeholders solving this
problem for themselves? A Interestingly, we
actually spoke to older potential stakeholders
who were in college in the 80s and 90s for our
research.
28
We discovered that they would maintain a physical
notebook, sort of a ledger or accounting book.
There they would note down the payments that
everybody owed one another. It was based on a
system of trust that whoever was in charge of
the accounting was honest and accurate. Then
whenever it was time to settle up they could go
through the ledger and settle up in cash. During
my time at college, we still settled payments in
cash. But people started using spreadsheets to
work out who had paid and who still owed. That
was how people solved the problem until we came
to market with MyPoolin.
29
Q As you said before, you first realised this
problem needed solving because you experienced it
first-hand. How did you make sure that you built
a product for your users and not for yourself? A
In the early days we had a lot of high-touch
feedback. We would go down to the office
campuses and wait outside for them to go to
lunch. Then we would offer them candy to just
test out our app and check it out. They would
give feedback on what confused them, what they
liked and didnt like etc.
30
We used a lot of tools like CleverTap Mixpanel
to track the conversion funnels on the app. But
we relied heavily on the high-touch feedback and
observations in the early days. We used to
actually have a stopwatch in our hand. We would
measure how long it took a user to utilise the
app from Point A to Point B. A lot of this type
of testing isnt scalable of course. But in the
beginning, it helped us get a sense of whether
what we were building was required or not. With
regards to building the product We used standard
UX/UI frameworks to see whether what we were
building made sense or not What is the user
observing on the screen what are they thinking?
What is the CTA (Call To Action)? If they tap on
a CTA whats the response they expect?
31
We relied heavily on high-touch feedback and
observations in the early days offering people
candy just to test out our app. We put ourselves
in the shoes of the user to understand how they
engaged with and responded to our app. That
acted as the guiding principle for us when
building the full product. Every application
page that we would build we would always ask
ourselves Are me making it easier for the
customer to use? And refine it based on that.
32
  • After we launched and we were getting regular
    user feedback we started to look at our retention
    rate.
  • For that, we looked at three very basic
    principles. Which were very relevant for a
    consumer app like ours. They were
  • Can we get our users as cheaply as possible onto
    the app? Whether thats through word of mouth,
    referral distribution, etc.
  • Once they download the app, can we quickly show
    them a clear value proposition? If users didnt
    see any immediate value they would just
    uninstall. Or leave it on their phone but never
    use it.
  • If they have seen the value and use the app
    regularly, how can we get them to share the app
    with others?

33
We put ourselves in the shoes of the user to
understand how they engaged with and responded to
our app. To validate if what we were doing made
sense or not we really had to look at our
retention numbers. We analysed the cohorts over
a 15-30 day period to get a sense of how many
repeat users we had. For us, that number had to
be around 60. So if we had 100 users downloading
the app then 30 days later less than 60 were
still using it, we had a problem basically.
34
In a broader sense, we knew the problem to be
solved thanks to our experience in the US. But
the fintech startup landscape differs so much
country to country. For example, regulations and
payment systems are completely different from the
US to India to Europe and so on. It wasnt as
simple as replicating similar apps in the US
market. We had to start again from the bottom up
to validate our assumptions within the Indian
Fintech landscape. It was work we were willing
to do because the problem was so valid and it
needed solving. On a higher level, we set out
some fundamental guiding principles which we felt
were going to be true throughout.
35
For example, we knew the user was always going to
want the payment to be settled as quickly as
possible. Irrespective of whatever external
factor came to the market thats not going to
change. No customer is going to come back and
say Hey I want my payments to be slower than
they are today. These infinite truths werent
only helpful in the early days of testing and
validating but also later on. As youre growing
you can make certain decisions guided by these
fundamental principles.
36
  • Q Which was the moment that made you realise you
    could go all-in on this idea? Did it coincide
    with the product-market fit?
  • A We didnt just look at the product-market fit.
    We also looked at the
  • Problem-solution fit is it the right time to
    solve this problem at a macro level?
  • Founder-market fit Do we relate and understand
    the market enough to be the ones to solve this?
  • For us, the problem-solution fit was the critical
    point. That question of Is this going to be
    relevant? had to come first.

37
We answered this question by simply talking to
people This is the problem. Does this resonate
with you or not? Here is the solution that we are
trying to build. Its coming out soon, would you
be interested in it? If so please drop us your
email. When that led to the first few thousand
people signing up we knew we had something. At
that moment, we started looking at MyPoolin as a
startup not a side project.
38
Q So how did you move from your MVP to become a
successful fintech startup? A After we made the
decision to become a fintech startup things got
more real and much more formal. We had to ask
ourselves can we actually create a company out
of this? One of the key drivers we focused on
was riding certain waves. By waves, I mean
macro factors which were emerging in the country
and economy that we could leverage. If we could
identify them, we could use them as tailwinds to
help us progress faster.
39
  • We identified several changes that could help us
    transform into a successful company
  • Technological changes The UPI a new
    technology infrastructure for payments. This
    allowed us to solve our problem at a higher scale
    than we couldve done otherwise.
  • Cultural changes A lot of millennials were
    getting more comfortable with online
    transactions. The concerns surrounding online
    transactions were starting to fade.
  • Next-gen smartphones By the time we set up the
    company (two to three years after the initial
    idea), there was a healthy adoption of
    smartphones in the country. Without that we
    wouldnt have succeeded our product didnt make
    sense on a desktop for example.
  • Internet Speed During this time we went from a
    2G to a 3G model. The 3G model allowed for much
    faster payments through our product.

40
These factors allowed us to better time our
launch. We knew a lot of these waves would be
at their highest peak within an 18-month runway.
So we went ahead and raised enough capital for
that runway and rode out those waves. Aside from
these factors we also focused on making our
product marketing culturally relevant. The pain
points had to resonate with the millennial
generation. I read recently The best swimmer
in the world in calm water will always be
defeated by someone riding a tsunami. That idea
really sums up the reasoning behind how we turned
this project into a successful company.
41
  • Q Is there anything you would have done
    differently looking back on your experience
    building a startup?
  • A We wouldve been much more thoughtful about
    the timing. Eventually, we realised that there
    were three critical components
  • Product idea
  • Team and how you assemble them
  • The timing
  • They are all critical but the timing is
    everything. We spoke with some very talented
    people who had already tried to solve the problem
    we were trying to solve. They failed because,
    simply, the timing wasnt right.

42
Q How did you set up and manage your marketing
processes? A We didnt do any paid marketing in
the early days. We started with purely organic
content marketing to begin with. We would
essentially produce blog posts and share them
among different college communities. Then we
started creating these funny posters that
students related to sharing them via Facebook
communities and Whatsapp groups. Typically these
would be shining a light on an uncomfortable you
owe me situation that students would relate to.
We started creating campaign posters. One, for
example, said, Tag that friend who never pays
you back! People engaged with that, tagging
their friends and sharing it on their social
feeds.
43
That was our initial strategy to get people
downloading the app. Then what we did inside the
app became more important. There wasnt any point
in having the app unless you could use it with
your friends. So we had to make it as easy as
possible for users to share amongst each other.
Getting this right really helped with organic
distribution going forward. Our goal with our
content was to create a fun brand image.
Normally, anything related to money is very
uncomfortable. You would go out with your
friends, have a nice time, have some food and
drinks. But then when it came to money it sort of
turned a bit awkward and uncomfortable. We found
that shining a light on these uncomfortable
moments and putting a funny twist succeeded in
two ways. It highlighted the problem, whilst
simultaneously attracting users to our platform
because of how we were highlighting it.
44
A lot of our competitors at the time would try to
frame it as a cool technological solution.
Customers simply dont relate to that. Its not
appealing. We then brought that brand identity
to the product itself. Venmo, for example, had a
social feed. You could use it to add messages and
emojis to transactions. We went a step ahead in
our social feed by adding GIFs and animated
stickers. We even created GIFs related to
Bollywood and Indian pop culture and people loved
it. Again, this helped with distribution. People
would receive a funny GIF with their transaction
and show it to their friends and vice versa.
People would see it and want to get in on the
fun. Eventually, when we did raise subsequent
money, the only paid channel that we relied on
was Facebook marketing. We ran some campaigns for
app installs but that was it.
45
Q Talking about funding, what advice would you
have for first-time founders when it comes to
raising capital for a fintech startup? A A lot
of the stuff we did is pretty common now. In our
seed stage, however, we decided not to create a
pitch deck. Instead, we created a mobile
prototype to share with our Angel Investors. We
found that to be very engaging. We actually never
shared a deck instead, we shared an FAQ-style
document after meeting them. Within it, we tried
to answer any questions we thought they may
have. I think being a bit more creative
presenting a prototype helped a lot. It was much
more engaging than a traditional pitch deck.
46
We asked ourselves What are the types of
investors we need onboard? Which investors can
add value to our startup beyond capital? We
realised it was important to target investors who
were entrepreneurs themselves. In terms of
business, they can relate to what youre going
through because theyve experienced it
first-hand. We also targeted one or two
entrepreneur-investors who were a similar age to
us. The reason being they could relate to the
problem we were trying to solve because they had
themselves faced it. Beyond that, we looked for
investors who could help guide us in the
technical implementation. Someone who had
experience scaling up technological aspects.
47
We also targeted investors who could help
negotiate with other investors at a later stage.
We even looked for investors who could help us
negotiate an MA just in case we chose to take
that path something that proved extremely
useful. Then there was the investor who was just
very well-connected. Somebody with a big Rolodex
so you can just reach out to them to help you
connect with people. What we realised was that
not every investor does all the jobs. The one who
can give you great business advice might not have
the same sort of tech know-how or connections.
For us, it was about bringing in a range of
investors each with expertise in a specific
business aspect.
48
Fortunately, at the time, we werent asking for a
huge amount of capital. It allowed us to be more
selective when it came to investors. There are
however certain times that you need to get
investors on board because you need that
injection of capital. If you are in that position
you cant afford to be that picky. I come from an
MBA background. As a result, Im well aware that
a lot of people from the MBA world talk a lot and
do little. We tried to be selective to choose
investors who had a track record as entrepreneurs
who had helped build startups or companies before.
49
Q Looking back, is there anything you would do
differently when fundraising for a fintech
startup? A I think it went really well for us.
But we had very good guidance. We were very lucky
with our investors. Something that weve felt in
the industry now is that investment terms are
becoming a lot harsher for early-stage startups.
Especially since COVID. For example, a lot of
investors went back on their deals right after
the pandemic first broke in late March. More than
this weve seen valuations getting cut by
30-40. I think we were lucky to have a good set
of investors but equally, I dont think we were
smart enough regarding some aspects. In
particular, understanding how to go about raising
capital.
50
Recently, Scott Kupor, one of the managing
partners of Andreessen Horowitz, published a book
that wouldve really helped me when I started
out. Its called Secrets of the Sand Hill Road.
Its a very good book. It basically gives you
certain dos and donts of raising capital.
Including defining what a term sheet is. When we
started out we didnt understand a lot of the
standard terms. Looking back I wish I had been
savvier when it came to aspects like this. In the
next innings, I would handle it in a much smarter
way than I did before.
51
Q Did you have the experience internally in your
team to deal with term sheets or did you hire an
external lawyer? A We took a combined approach.
First, we did our own homework. I remember
getting the term sheet and spent the whole night
researching, trying to understand what everything
meant. But we got a lawyer on board to help us
out with that as well. The first lawyer we
onboarded didnt have that much experience with
startups. He wasnt really aware of what the
standard terms were at times.
52
The second lawyer, however, was different. He was
much more aware of current affairs knew what the
standard terms were and what they meant for a
fintech startup. He was helping a bunch of other
startups at the time as well. I think having a
lawyer who understands the startup landscape is a
very important asset.
53
Q So now I want to talk a little bit about
building teams for a fintech startup. Specifically
, how did you go about it? Was there anything you
would have done differently looking back? Do you
have any advice for anyone starting out when it
comes to hiring? A We had certain issues with
hiring. We were not sure about how to go about it
basically. Our solution was kind of different
from other companies I think.
54
When I was growing up, my dad was in the Indian
Air Force. Part of his work was helping choose
which candidates made it as cadets. He typically
carried out psychology tests to understand
whether they were a good fit or not. They would
ask the candidates to write their answers to the
tests down then carry out a handwriting analysis
a bunch of stuff like that. So I asked my Dad
to conduct the interviews with his previous
experience. It helped a lot because we didnt
have a lot of experience analysing candidates.
Sure, we could understand from a product or tech
standpoint how well they could perform. But from
an HR standpoint, we found that very tricky.
55
We realised pretty quickly, however, that its
very difficult to determine what its like
working with someone after one interview. So we
started bringing candidates for a one week trial.
I asked my Dad to use his previous experience
from recruiting in the Air Force to conduct the
interviews for MyPoolin. During the trial, we
would make sure that everyone on the team would
get to know that person. If, at the end of the
week, we had even one of our employees say Im
not sure about them. Or I dont think theyre a
good fit.
56
Then we, generally wouldnt move forward with
that candidate. We were a small team and it was
important to us that everyone had a close bond.
So although they werent carrying out a formal
assessment of the candidates for one of our
employees to say something is off was a huge
red flag for us. There was only one instance
where we were ready to defy that process. We felt
very strongly about getting the teams feedback
before formally saying yes or no to a candidate.
We also believed in keeping the onboarding
process quite quick and fully transparent.
57
Q In our role as managers our day-to-day
activity has a lot to do with soft skills rather
than hard skills. For a technical role, such as
a developer, you need a lot of deep knowledge and
hard skills. Do you think hard and soft skills
should be treated as equally important in
technical roles? A In our minds, for technical
roles, it was less about soft skills in general,
but more about the communication skills. We
focused a lot on how they communicated, both
verbally and in writing.
58
For us, it didnt really matter how technically
smart they were if they couldnt communicate with
the team. They just wouldnt work out. If
someone communicates clearly it actually improves
their technical work. Whether its API
documentation or how they comment within lines of
code for their team members to interpret. An
example of the importance of communication is
when a designer outlines their ideas to a
developer. Ive had instances, when the
communication is bad, of a developer creating
something completely different from what the
designer outlined. So for me, communication is a
key part of technical roles.
59
Q Is there anything else you would do looking
back on your experience launching a fintech
startup? A I thought about this a lot was that I
wish I had created a journal at the time to keep
a track of everything that was happening so I
could look back on it.
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FINAL THOUGHTS
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With more and more fintechs coming to market
everyday, its important to start off on the
right foot. Make sure you have a structured
reasoning behind your product, then test it as
quickly as possible in the market. In other
words make sure youre solving an actual problem
for users and keep solving them.
62
Additional resources you might like
Interview with Jan-Philipp Kruip, founder of
FitSense, a B2B health and fitness fintech
startup that is being used by some of the biggest
multinational insurance companies in the world.
Interview with Hector Quintanilla, startup expert
and entrepreneur, to take a closer look at his
insights surrounding the entrepreneurial mindset.
And by the way, if you dont want to miss any new
content we put out, simply click here and join
hundreds of other entrepreneurs already receiving
our newsletter.
63
About Altar.io Altar.io is an award winning
product software development company based in
Lisbon, London Milan. We help entrepreneurs
and business leaders from all over the world
create innovative products that are beautiful,
reliable, and easy to use. Our DNA is made of
ex-startup founders and the top talent in
Product, UX/UI, Software development and Machine
Deep Learning. We came together from various
backgrounds with one vision to bring a lean,
user-centric approach to product innovation and
software development. Learn more by visiting our
website _at_ https//altar.io/ and connecting on
social
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