Ted Glasnow

[To source a supply of pros], we’ve used online ads, which has worked really well actually.

Flexport is a “hot swap” product, meaning it’s growth model is replacing existing, technologically-similar solutions in a low NPS industry. This means that their only moat is customer happiness

Michael Porter...found that there are only tow paths to winning a market.

1. Operational effectiveness : Performing activities better than rivals 2. Differentiating: Performing activities differently, or performing different activities, thanrivals

The intensity of the pull is a factor of the fit (how good your product is at solving the user’s problem) AND initial market size (is it niche or broad).

As you work from category 1 to 3, you usually have more leverage in 3 than 1. In general, however, most start-ups are negotiate from a low-leverage position

Leadership (i.e. exec team, business unit leads) is responsible for 1)Developing an inspiring high-level vision and strategy2) Sharing a concrete goal for the period3) Making the final decision on what is prioritized and resourced

Getting press is rarely the way to get started

Something that I've done in past jobs and would do is try to map out expansion over time: Who is the first user? Who did they invite? Then who did those people invite?

Customer.io’s 131% net dollar retention is comparable to Front (137%) and in the top quartile of IPO’ing companies