David: Like any company that grows rapidly, we had hypergrowth. We went from a few employees to 150 in the space of a very short time. We experienced massive growing pains in terms of aligning our culture, working well, setting the right expectations… For me personally, the biggest challenge was trying to wrestle back some of the cultural norms I had created myself. For example balancing the creation of a very human company, that really puts people first, with some pragmatism to keep things operational and thriving. People need to feel heard, but they also need direction. They need to be able to grow within an organisation. Many of these aspects came at a later stage for us. Those are some of the typical growing pains of trying to mature a company. All in all though, the Typeform of today is a Typeform that I enjoy much more. It is capable of really optimising on its core competence. For me, the future looks amazing right now — better than ever.
Joaquim: From my perspective, I agree and I see those circumstances and situations as quite normal. One of the things I like to say is, it’s actually the successful companies that are the most problematic ones. If you go from zero to one in ten years, you never have any stretch. But if you go from zero to ten in less than three years, a lot of stretch is created, all the time. So what worked yesterday may not be enough today.
Personally, while I’ve been in many different industries, I’ve actually had to learn a lot. And I’m still learning a lot. On one hand, this is what I really love; I believe that a life without learning is basically a boring life. But at the same time, it also creates some stress, because people have a lot of questions and I don’t always have sufficient answers.
In regards to the product, I believe that this opportunity that David is talking about is absolutely amazing because we have a broad vision paired with a product that is very versatile. People use Typeform in their personal life, in their educational life as a student or professors, and in their professional life. This versatility is wonderful because we can become that standard of online interaction at scale in an asynchronous world. In a world that could become even more impersonal, we can be that standard of interaction that is more personal, that actually brings people together.
Our biggest challenge now is how do we prioritise? And how do we do so while staying true to the company’s raison d’être?
We need a disciplined strategy and execution; we need to understand who we are trying to help most; and we need to be careful to grow the product in a way that doesn’t become too complex or difficult to use.