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Lauren Messner

Investor at Better Tomorrow Ventures

Highlights

Sep 20 · linkedin

We loved having Immad Akhund, Founder + CEO of Mercury, as our special guest at The Mint a few weeks ago! It was a great conversation reflecting on the journey of building Mercury. Here are some of the insights + learnings:

  1. Get creative with customer acquisition. Generally, there are two main ways to do this: sales and advertising. However, if you look at the companies that find success, many of them don’t rely exclusively on those channels because both of those strategies become super-expensive as soon as you have a competitor. Word of mouth has worked and continues to work best for Mercury.

  2. Nothing matters more than getting to market and getting customers. Everything else you can figure out over time. If nobody is using your product, nothing matters. So, get to market as soon as possible!

  3. Launch with a minimum lovable product. Immad knew from the start that Mercury couldn’t have all of SVB’s features but he felt as though the other business banks that came before didn’t succeed because they did not have the minimum set of features. His focus was launching with a minimum lovable product, and he struck the balance between being feature complete and minimum.

  4. Allocate product resources intentionally and empower product teams. Immad discussed always “wanting to do everything,” but shared that he tries to force himself to allocate a % of their resources to new vs. existing initiatives. Generally, he leaves it to teams to decide incremental roadmap initiatives. The teams are structured autonomously to ensure they don’t need to talk to each other to accomplish their targets. Every now and then, Immad steps in to push to get things done and influence decisions, but he tries to let the teams make the decisions.

  5. Seek input from those who are one step ahead. Immad values advice from people who are a step ahead of him, which has gotten trickier as Mercury has gotten bigger and there are fewer people one step ahead. This is why he’s always tried to have entrepreneurs on his cap table.

  6. Enjoy your work. It’s easy to think that as you scale you HAVE to do “the next thing” because it’s required of you. But you can't do things that take away energy all of the time. As you scale, know what gives you energy. Even if they aren’t the most sensible things, still do those things!

Sep 11 · linkedin

It was great having Ryan Petersen, Chairman + Founder of Flexport, as our special guest at The Mint a couple weeks ago (back when he wasn’t CEO!))! 🎉🔥 Ryan shared tons of inspiring insights about starting + growing his company. Here are some of our favorite takeaways:

  1. Get to market as fast as you can. Prioritize speed over perfection. Waiting for the perfect product can lead to stagnation + building the wrong thing.

Ryan encouraged founders to engage directly w/ customers early to understand the precise needs. Insights from those interactions should drive product development - use those insights to iterate on product + find PMF as fast as possible.

  1. Sales matter, and are ever changing. Sales are vital to a company’s success + it is crucial to understand how sales evolves over time.

Sales motions are different depending on where your company is on its growth curve. Early on, sales is all about building trust: listening, learning + empathizing (for Flexport, this manifested as “logistics therapy”). Prior to PMF, founders should spend a ton of time with customers + get them to say, “Yes, if…” (Yes I will buy from you, if you build this.)

Once you have PMF + a clear ICP + a repeatable sales process, then it's time to bring in professional salespeople. Rather than trying to get to “yes, if,” they will actually try to get to “no” as fast as possible. That’s why relying on seasoned sales people too early can be a real danger - it's crucial to invest time in understanding what the customer really wants.

  1. Focus on creating durable barriers. It took Flexport years to get the licensing required to operate their business. That said, it wasn’t a barrier Ryan “spent time celebrating.” Instead, he focused the company’s direction on creating better barriers, including obscuring complexity away from their customers + creating network effects.

  2. Culture is important, but early on PMF is more important. In the earliest stages, a company should focus entirely on achieving PMF + solving problems for users. That said, it’s important to establish a strong cultural foundation early as it’s a great tool to drive employee engagement + a shared commitment to the company's mission.

During periods of hyper-growth, it can be hard to lay that foundation while you’re just struggling to stay afloat. Bad cultural habits can be challenging to diagnose + cure once they have developed. Therefore, it’s crucial to keep in mind that the sooner you lay your cultural foundation, the better.

  1. Evolving as a leader requires constant learning. If you want to be successful over the long term, starting and scaling a company, you must embrace continuous learning and surround yourself with the right people.

Since he’d never worked at a big company, as Flexport grew, Ryan engaged with different types of advisors at different stages of the business, helping him learn the skills required to lead as the company evolved.

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Lauren Messner
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Experience

Summer Analyst at Crescent Capital Group Lp
Panhellenic Delegate at Delta Delta Delta Sorority

Education

Bachelor Of Arts In Economics, University Of Southern California

Location

santa monica, CA, United States