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Ryan Janssen

CEO @ Zenlytic

Ryan Janssen is the Co-Founder and CEO of Zenlytic, a company focused on business intelligence and data analytics. He has a background that includes experience in both engineering and venture capital, which he believes has equipped him for his entrepreneurial endeavors. Janssen has shared insights about his career journey, including the lessons learned from notable figures like Steve Jobs, and the evolution of business intelligence in the context of emerging technologies such as large language models (LLMs) .12

Education and Background

  • Education: Ryan graduated from Harvard University, which is a significant part of his academic credentials .2
  • Career Path: Before founding Zenlytic, he worked in venture capital, which he cites as instrumental in shaping his approach to entrepreneurship. His diverse career path reflects a blend of technical skills and business acumen .1

Current Role

As CEO of Zenlytic, Ryan Janssen leads initiatives that leverage data to provide actionable insights for businesses. His leadership involves navigating the rapid advancements in technology and ensuring that Zenlytic remains at the forefront of the data analytics field .13

Highlights

Aug 14 · linkedin

If my math is right, I just finished my 500th interview for the Zenlytic team. One lesson I’ve taken away from it:

In the early days, you have to work pretty hard to convince people to believe in what you’re building and join your team. Rightfully so.

But if you do it “right”, that changes.

Once you reach a certain level of excitement — talented people start coming to you. And it’s humbling. The fact that people believe in your mission so much that they want to make it their career means a lot.

Now, that's Phase 1. When people want to join the mission. Phase 2 comes when people want to join an amazing team. Great people want to work with great people.

So here's the lesson: how do you make that jump from Phase 1 to Phase 2?

My biggest unlock is: stay lean. Phase 2 people don't look at the most talented/most passionate/greatest person to work with on the team - but rather the median. Small, high talent-density teams are usually more appealing to work for. Especially for the type of people who drive a Phase 2 flywheel.

And yes - there are a bunch of really great folks out there who have shared a ton of passion for what we're building at Zenlytic that we haven't hired yet. You know who you are! 😛 Please know that we're still stoked, just literally trying to keep ourselves aggressively lean for the stage we're at. And we hope to move on y'all as we expand.

Jul 10 · linkedin

It's practically the data team's mantra: People, processes, tools. So why does it feel like nobody really does them all?

I think the answer is that most data teams don't know how. Especially the people and processes part. 

We're a group that loves tech and automation. so we naturally gravitate towards the tools. But I think many data types find the other two less interesting - and they don't have many chances to learn while grinding SQL.

But I think we can all appreciate the difference between A+ and D- data functions is how they communicate, empower the org, and drive meaningful change. It takes all three pillars. 

So let me break down the 80/20 of each for you in 3 minutes:

  1. Tools

→ Reliable: Trust is a non-renewable resource in data. Build tools that won't erode trust.

→ Usable: It has to be ridiculously easy to get the data you need. Like, a few clicks. Your end users don't love the tools as much as you do.

→ Traceable: Data without context is useless. Have you noticed how often people ask 'where does this data come from'? Use tools and metadata that make it easy to understand the data lineage.

  1. People

→ Training: Do group training at least quarterly. It's probably the single biggest thing you can do make your team more data-driven. And the single biggest distinction I've seen between A+ and D- data teams. 

→ Culture-building: It's the data team's job to build a data-driven culture in the team. Your marketing managers trust the fb CAC table like it’s the bible. Sounds like a small switch, but building a culture of trusting and relying on data is paramount.

→ Politics: Gross, right? But if you feel like the data team doesn't have influence, it's probably because you don't have support from the right senior people. Which means you're probably not securing support correctly.

  1. Processes

→ Consistency: Set up a weekly business review to check key metrics. This’ll give you an intuition for what’s working and what needs to be done very quickly.

→ Feedback: Have multiple redundant ways to collect feedback on the data. These can be as simple as a Slack channel or as formal as an internal NPS. Regardless, you need to understand how your data’s being used across the org.

→ Proactivity: When things go wrong with data systems (and they always will), it's important you catch them first. Essential for building that trust.

Alright, that was a lot. There's unfortunately a lot more, but these principles alone can get you a great head start in actually living the 'big 3.'

Related Questions

What inspired Ryan Janssen to start Zenlytic?
How did Ryan Janssen's experience in venture capital influence his leadership at Zenlytic?
What are the key lessons Ryan Janssen learned from Steve Jobs?
Can you summarize the origin story of Zenlytic as shared by Ryan Janssen?
What are the three roles of the data team according to Ryan Janssen?
Ryan Janssen
Ryan Janssen, photo 1
Ryan Janssen, photo 2
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United States