Slava Rubin on Creating Scalable Systems to Grow Your Business

In Chapter 10 of 15 in his 2013 Capture Your Flag interview, Indiegogo CEO Slava Rubin answers "What Procedures and Processes Are You Putting in Place to Manage Company Growth?" Rubin notes why scale matters when you grow a company. He shares scalable systems his team is creating, from publicity, sales and web analytics to project management effectiveness measures to key performance indicators (KPIs) of company success. Collectively, these processes create a structure that helps Rubin and his team manage company growth. Slava Rubin is CEO and co-founder of Indiegogo, the world's largest crowdfunding platform. Indiegogo empowers anyone, anywhere, anytime to raise funds for any idea—creative, cause-related or entrepreneurial. Prior to Indiegogo, Rubin worked as a management consultant. He earned his BSE degree from The Wharton School, University of Pennsylvania.

Transcript: 

Erik Michielsen: What procedures and processes are you putting in place to manage company growth?

Slava Rubin: As you grow a company, and as you try to get bigger, and we now service millions of customers, we’re now distributing millions of dollars, things need to be scalable. You need to not have it as one-off distractions or one-off exceptions. And these need to be scalable systems where the next person can just plug in and do that, and it’s really incredible the challenge of how hard that is to do ‘cause somebody always has that exception, “What about this? What about that?” Sometimes you just need to cut that off for the sake of the process and making it clean, but it’s imperative to create scalable systems.

Procedures and processes have been put in across the board, whether it’s how we analyze the PR, the sales, the analytics, the SEO, the SEM, whatever it is that we’re using as our campaign measures, whether it’s the product team around our [PH] sprints and our product road map, and our velocity of how well things are being implemented, whether it’s our insight team where they’re really helping to develop a lot of the analyses and numbers, whether it’s our KPIs or key performance indicators that we track the [unintelligible] of the entire company, that we review every week, whether it’s our people performance processes like our performance reviews or recruiting on-boarding process, I mean it’s really endless. Obviously, there is a financial rigor, and I’m talking about the quarterly numbers, and the board numbers, and monthly measures, so there’s just a lot of numbers. Those are processes which is just like, “Here are the escalation policies. This is how we treat the customers. Here are the SLAs, service levels agreements, as to how we follow up. Everything always has to be 24 hours that we respond to, how we treat partners, how we deal with refund, no matter what it is, there are things that need to get institutionalized. 

Erik Michielsen: In the last year you’ve grown from 15 to 60 employees, what were some of the steps involved? What were some of the priorities that you set with those processes, as to hit first, second, and third?

Slava Rubin: Customers are always first. For example, I have a 24-hour response time. How do we create product experiences that we can measure, that people like—? Making sure that we invest in our own people would be very important. Making sure that we have a high level of tracking in how well the company is doing with that. We have financial targets and also KPIs. And I don’t wanna make it sound like it was all perfect all the time. The only reason it got better is because we’ve made the mistakes and we saw how bad it was. So because we’ve made the mistakes, we then learned, and we’re like, “Whoa, we gotta improve that,” and we figured out how to improve it.

Slava Rubin on How Core Values Help Create Company Culture

In Chapter 13 of 15 in his 2013 Capture Your Flag interview, Indiegogo CEO Slava Rubin answers "What Steps Are You Taking to Maintain a Strong Company Culture in a Growing Business?" Rubin shares why culture is important from the moment you start a company and how establishing core company values helped him and his co-founders craft a culture at Indiegogo. Referencing his 2013 SXSW talk "10 Myths of Entrepreneurship", Rubin notes how many entrepreneurs overlook culture when starting a business and why this is not a good idea. Slava Rubin is CEO and co-founder of Indiegogo, the world's largest crowdfunding platform. Indiegogo empowers anyone, anywhere, anytime to raise funds for any idea—creative, cause-related or entrepreneurial. Prior to Indiegogo, Rubin worked as a management consultant. He earned his BSE degree from The Wharton School, University of Pennsylvania.

Transcript

Erik Michielsen: What steps are you taking to maintain a strong company culture in a growing business?

Slava Rubin: Culture is really important. As a matter of fact, I just gave a talk at South by Southwest where I gave the 10 myths of entrepreneurship, and one of them was that it’s okay to start thinking about culture later in the process, don’t think about culture to start. And I think we got very lucky or we were very smart that the two co-founders and I, Danae, Eric, and myself, thought about culture from the very beginning. Maybe not on day one, but when we were doing recruiting and making decisions we started arguing with our opinions. I’m like, “No, no, no. That’s not how we’re deciding. We’re deciding like this.” And we really need to ground where was the decision coming from. So what we did was we stepped back and we thought, “What are the values—?” Well, we’re sitting on top of which will help make these decisions, whether it’s recruiting, how we treat our customer, who we partner with, and how we move forward with initiatives. And we’ve come with a “face”, which is fearlessness, authenticity, collaboration, and empowerment. So building on top of these four values, we’re able to permeate all these other things. And it’s not something where you can just say once in training, on day one, and then they will just embody “face”. We have our quarterly all hands meeting where we pull together everybody and do a 2-day investment, every quarter, into our own company, and, you know, aligning ourselves around the vision, collaborating, and celebrating our own successes. We also make sure to have weekly meetings to talk about things and other ways to just permeate it throughout the company on a regular consistent basis, so I think culture is huge.

Clara Soh on Communication Keys to Project Collaboration Success

In Chapter 11 of 20 in her 2013 Capture Your Flag interview, health economist Clara Soh answers "What Have You Found to Be the Keys to Creating Successful Project Collaborations?" In her policy research work, Soh takes an open communication approach to set expectations around project goals and potential outcomes at the start of a project. This gives the team direction and a more clarified sense of purpose and understanding of objectives. Soh is a health economist and Senior Director of Policy and Research at a pharmaceutical trade organization in Washington, DC. Previously, Soh held senior roles at Kaiser Permanente Center for Health Research (KPCHR) and Health Policy Research Northwest (HPRN). Soh earned her Masters of Public Administration (MPA) in Policy Analysis and Healthcare Public Finance from the NYU Wagner School and a BS in Molecular Biophysics and Biochemistry from Yale University.

Clara Soh on What It Means to Be a Leader

In Chapter 17 of 20 in her 2013 Capture Your Flag interview, health economist Clara Soh answers "What Does It Mean to Be a Leader in What You Do?" To Soh, leadership is about setting clear expectations and being present to support team members as they then work to accomplish the goal or complete the project. She uses structure and frameworks to keep her team organized and focused on its goals. As a rock climber, Soh shares how climbing has taught her leadership skills, especially the need to be considerate of the implications your actions while have on those following you when lead climbing a route. Clara Soh is a health economist and Senior Director of Policy and Research at a pharmaceutical trade organization in Washington, DC. Previously, Soh held senior roles at Kaiser Permanente Center for Health Research (KPCHR) and Health Policy Research Northwest (HPRN). Soh earned her Masters of Public Administration (MPA) in Policy Analysis and Healthcare Public Finance from the NYU Wagner School and a BS in Molecular Biophysics and Biochemistry from Yale University.

Clara Soh on What Makes a Good Project Manager

In Chapter 19 of 20 in her 2013 Capture Your Flag interview, health economist Clara Soh answers "What Has Your Experience Taught You About What Makes a Good Project Manager?" Soh shares how awareness, organization and preparation help her better lead and manage project teams. She notes the many resource variables involved in health policy and science research project management. By using these approaches she is able to bring together teams of programmers principal research investigators to manage and complete projects successfully. Clara Soh is a health economist and Senior Director of Policy and Research at a pharmaceutical trade organization in Washington, DC. Previously, Soh held senior roles at Kaiser Permanente Center for Health Research (KPCHR) and Health Policy Research Northwest (HPRN). Soh earned her Masters of Public Administration (MPA) in Policy Analysis and Healthcare Public Finance from the NYU Wagner School and a BS in Molecular Biophysics and Biochemistry from Yale University.

James McCormick on Learning Business in First Job Out of College

In Chapter 7 of 21 in his 2013 Capture Your Flag interview, legal search and consulting firm executive James McCormick answers "What Did You Learn in Your First Job Out of College That is Still Relevant Today?" Working for an event marketing company providing contract services to the Chrysler Corporation, McCormick learns the importance of being adaptable and flexible working across cultures and geographies. He finds what works at one local dealership does not always guarantee it will work at another location. James McCormick is a Partner at Empire Search Partners in New York City. Previously, he practiced law as an employee benefits and executive compensation attorney for Proskauer Rose and Jones Day. He earned a JD at Tulane Law School and a BA in History at the University of Michigan.

James McCormick on Implementing an Employee Development Plan

In Chapter 17 of 21 in his 2013 Capture Your Flag interview, legal search and consulting firm executive James McCormick answers "What Procedures and Processes Are You Putting in Place to Manage Company Growth?" The first non-founding partner, McCormick and the founding partners establish processes and procedures to roles and employee development practices to help the company grow. In this regard, structure serves a key strategic role for the future of the business. James McCormick is a Partner at Empire Search Partners in New York City. Previously, he practiced law as an employee benefits and executive compensation attorney for Proskauer Rose and Jones Day. He earned a JD at Tulane Law School and a BA in History at the University of Michigan. 

Leslie Kerner on What It Means to Be a Leader

In Chapter 15 of 21 in her 2013 Capture Your Flag interview, education software company executive Leslie Kerner answers "What Does It Mean to Be a Leader in What You Do?" Kerner finds the biggest part of being a leader is bringing out the best in people and helping them to achieve great things they did not even think they could do. She learns to do this through developing a leadership style using differentiation skills to help employees thrive in a way that makes sense for them.

Leslie Kerner is Senior Vice President and General Manager for the Professional Services group at Amplify, a software and services company innovating K-12 education. She is responsible for building and managing training, professional development and consulting services for schools. Previously, Kerner worked as a management consultant at Deloitte & Touche. Kerner earned an MBA from the Duke University and a BA from Northwestern University.

Leslie Kerner on Ways to Better Manage and Motivate Teams

In Chapter 19 of 21 in her 2013 Capture Your Flag interview, education software company executive Leslie Kerner answers "How Are You Learning to Better Manage and Motivate Teams?" Kerner shares the importance of better structuring goals so that each team member clearly understands how he or she can contribute to achieving them. She finds this hugely helpful motivating teams. Kerner notes making it a priority to get to know team members in and out of work helps her manage better by understanding the best way to encourage and support them.

Leslie Kerner is Senior Vice President and General Manager for the Professional Services group at Amplify, a software and services company innovating K-12 education. She is responsible for building and managing training, professional development and consulting services for schools. Previously, Kerner worked as a management consultant at Deloitte & Touche. Kerner earned an MBA from the Duke University and a BA from Northwestern University.

Leslie Kerner on Giving Younger Employees Opportunities to Lead

In Chapter 20 of 21 in her 2013 Capture Your Flag interview, education software company executive Leslie Kerner answers "How Do You Define and Measure Success in What You Do?" As a general manager, Kerner owns bottom line responsibilities to make sure her business unit is growing and profitable. Beyond P&L measures and metrics, she measures success based on her ability to create ways for younger employees to take on more responsibility and become the next generation of company leaders.

Leslie Kerner is Senior Vice President and General Manager for the Professional Services group at Amplify, a software and services company innovating K-12 education. She is responsible for building and managing training, professional development and consulting services for schools. Previously, Kerner worked as a management consultant at Deloitte & Touche. Kerner earned an MBA from the Duke University and a BA from Northwestern University.

Matt Curtis on What to Pack When Traveling to Big European Cities

In Chapter 3 of 18 in his 2013 Capture Your Flag interview, HomeAway government relations director Matt Curtis answers "What Did Taking Your First International Trip Do To Inform How You Planned Your Second?" After taking his first trip to Ireland to visit distant family and hike the countryside, Curtis takes a second trip to visit London, Madrid and Paris. He learns from experience to pack fewer clothes and bring nicer clothes for evenings out after a long day touring the town. Matt Curtis is the director of government relations at HomeAway Inc. Previously he was communications director for Austin mayors Lee Leffingwell and Will Wynn. He earned his bachelor's degree in radio, television and film from the University of North Texas.

Matt Curtis on Traveling Europe to Find City Planning Best Practices

In Chapter 4 of 18 in his 2013 Capture Your Flag interview, HomeAway government relations director Matt Curtis answers "What Did Your Travels to London, Madrid and Paris Teach You About How Cities Can Better Plan for the Future?" Curtis discusses how his European travels have informed him about the importance of city planning around population growth. He finds European cultural centers such as London, Madrid and Paris understood the importance of transportation infrastructure and integrated it into the city fabric. This is a valuable takeaway that Curtis takes back to the United States and his city planning conversations. Matt Curtis is the director of government relations at HomeAway Inc. Previously he was communications director for Austin mayors Lee Leffingwell and Will Wynn. He earned his bachelor's degree in radio, television and film from the University of North Texas.

Courtney Spence on Getting Mentor Advice on How to Conduct Layoffs

In Chapter 6 of 20 in her 2013 Capture Your Flag interview, social entrepreneur Courtney Spence answers "How Have Mentors Helped Motivate You to Do Your Best Work?" Spence shares how mentors have supported her through challenging situations by sharing examples of how they acted in similar circumstances. She highlights a recent need to conduct layoffs and how mentors supported her through decisions to lay off employees. Social entrepreneur and storyteller Courtney Spence founded 501c3 nonprofit Students of the World (SOW) to shine a light on progress and celebrate the world's problem solvers. She is building a movement of next-generation storytellers and creative activists through the SOW program The Creative Activist Network. Spence is a graduate of Duke University.

Audrey French on How to Know You Are Ready to Commit to Getting Married

In Chapter 15 of 18 in her 2013 Capture Your Flag interview, entrepreneur Audrey Parker French answers "How Do You Balance Experimentation and Commitment in the Projects That You Pursue?" French shares how she and her husband set expectations together when deciding if and when to get married. Setting clearly defined goals and taking incremental steps to reach them help them test the relationship before making the commitment in marriage. Audrey Parker French is an entrepreneur who co-founded CLEAResult, an energy management consulting firm she helped grow to #144 on the 2010 Inc. 500 list of fastest-growing private companies and then sell to General Catalyst Partners. She currently volunteers as a Court Appointed Special Advocate (CASA) and teaches children's choir. She graduated from Wake Forest University and lives with her husband in Austin, Texas.

Audrey French on Making a Business to Teaching Job Transition

In Chapter 17 of 18 in her 2013 Capture Your Flag interview, entrepreneur Audrey Parker French answers "How Are You Learning to Work More Effectively With Different Personality Types?" French shares her experience going from managing an energy efficiency and utility consulting business to teaching choir to a roomful of 6- and 7-year old children. Interacting with kids is something she finds new and, ultimately, exciting and rewarding. Audrey Parker French is an entrepreneur who co-founded CLEAResult, an energy management consulting firm she helped grow to #144 on the 2010 Inc. 500 list of fastest-growing private companies and then sell to General Catalyst Partners. She currently volunteers as a Court Appointed Special Advocate (CASA) and teaches children's choir. She graduated from Wake Forest University and lives with her husband in Austin, Texas.

How to Plan Your Future by Aligning Your Passions

In Chapter 8 of 19 in his 2013 Capture Your Flag interview, innovation strategist Hammans Stallings answers "How Are Your Personal Experiences Shaping Your Professional Aspirations?" He notes that while you cannot control your past you can take steps to create experiences that will shape your future. He finds places where his passions align and plans his goals around the possibilities that exist at that juncture.

Hammans Stallings is a Senior Strategist at frog design. Previously he worked in strategy at Dell and investment banking at Stephens. He earned an MBA from the Northwestern University Kellogg School of Management, a MS in Technology Commercialization from the University of Texas and a BA in Economics and Psychology from the University of Virginia.

How to Teach Innovation to Graduate School Students

In Chapter 15 of 19 in his 2013 Capture Your Flag interview, innovation strategist Hammans Stallings answers "What Approach are You Taking to Design a Graduate Level Course Teaching Innovation?" Preparing to teach an innovation course to graduate students at CEDIM in Mexico City, Stallings focuses on bringing great innovation thought leaders such as Daniel Kahneman, Alexander Chernev, Clayton Christensen, Michael Porter, Youngme Moon into the curriculum and presenting them in a context tailored to both Mexican business culture and the more senior level of his graduate students.

Hammans Stallings is a Senior Strategist at frog design. Previously he worked in strategy at Dell and investment banking at Stephens. He earned an MBA from the Northwestern University Kellogg School of Management, a MS in Technology Commercialization from the University of Texas and a BA in Economics and Psychology from the University of Virginia.

Improving Class Syllabus Design by Setting Teaching Goals

In Chapter 16 of 19 in his 2013 Capture Your Flag interview, innovation strategist Hammans Stallings answers "How Has Preparing to Teach an Innovation Class Helped You Clarify Your Teaching Goals?" Stallings finds preparing to teach a Masters of Business Innovation class at CEDIM in Mexico City pushes him to rigorously edit and hone the material in advance of the class. His focus is to distill what he knows into story format that will connect with his students and also be useful reference material for years to come.

Hammans Stallings is a Senior Strategist at frog design. Previously he worked in strategy at Dell and investment banking at Stephens. He earned an MBA from the Northwestern University Kellogg School of Management, a MS in Technology Commercialization from the University of Texas and a BA in Economics and Psychology from the University of Virginia.