Dan Novaes
speaker
169 appearances
1 recordings
1 series
first heard Jun 2025
last heard Jun 2025
Dan Novaes’s voice in public audio — every appearance, attributed to the second.
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Appearances
And their users to us. And then also then you have more spaces for advertisers to kind of like, you know, do that. Then you take your know-how of like, you know, data analytics, user acquisition, all the things that we know how to do because the founders that are building these businesses, I mean, they've crushed it in some way.
Like they found product market fit, but they may not be the most sophisticated in all these other areas, right? Just because you hit like, you know, gold once doesn't mean that it's going to come again. It's kind of like, you know, even thinking my story when I was 20, 22, right? 23 with my co-founder, we built some app that was literally spitting out five, 600 K a month and free cashflow.
I got lucky, you know, it just, it just hit it like, you know, at that time. And so, um, and, and so I think that like, that's a really interesting opportunity. If you look, there's a company called, um, Actually, you should check out this guy because I think you're a curious guy if you haven't heard of it. But there's Constellation Software. And it's like the billionaire that no one's heard of.
He looks like Gandalf. His name is Mark Landor. He has this huge Gandalf beard. There's only two interviews of his on the internet. And I tried to find all the content that this guy says, but basically he has built a $70 billion business. He raised $20 million once, that's all he's raised, and then built a $70 billion business that's publicly traded in Canada.
And that's what's the most insane about it. But they acquire 1,000 companies a year and their business model is on VMS software, which essentially is called vertical market software. They acquire companies that make super niche software. It's like you make it from tennis courts or tennis clubs in Florida.
And so there's not a ton of clients, but they're super profitable, but it's like $1 to $4 million businesses. These guys go and acquire thousands of those a year, and they have been able to do that for the last 20 years. that built a machine that just spits out so much cash and it operates in a very decentralized fashion. And so that's the type of stuff that's like really kind of inspiring.
Like when I see the future of Mode going into, which is really like, you know, we have this great ecosystem of opportunity where we have users, they're incentivized to go try out new products. You have on the other hand, a bunch of these small little apps that, you know, this is a great radio app, this great photo filter app, this is a great little game. And they're cashflow positive.
You bring those things together and then essentially create the network effect. And then you could create this monster, monster opportunity across multiple different verticals.
Yeah, I mean, that's essentially the... I mean, that's a publisher model. I mean, we're still experimenting with this and what this looks like for us. But I think a lot of... Anytime you have a channel, like a medium of the ability to bring people in, that's what creates that network effect opportunity. And you look at guys like Tony Robbins, for example, and I've done a lot of his stuff.
It's like... you can kind of see that he's selling you in some capacity, but I almost don't mind the way he's telling it to me. But it's like, if you do the core, it's like you see, like, all these different areas, and then he taps into all aspects of life. And each one of those was through a partnership, and then he potentially acquires them.
But that's how you know, you have one guy who created one brand, that then built a multi-billion dollar kind of empire through all of these facets of kind of like, you know, what it takes to have a whole life, which is whole thing. I mean, I'm not saying that we're doing exactly, you know, his, but you can see that in many different plays, you know, being played out.
Yeah, I think that's a, that's a great question. Um, I mean, I think like, you know, we have, uh, I mean, we've been doing it for like five years in a full remote, right? First, I think like, you know, one thing to say is like, I had a much easier time running a fully remote company than a hybrid company.
I think it's actually really difficult to run a hybrid company because some people have that in-office experience. culture and kind of that rapport and whatever. And other people then don't because they're fully remote. And so when we decided to be fully remote, it was really to embrace that and then create the best company we possibly could fully remote.
The things that we do specifically around doing that, we brought in a chief people officer really early Like we had like 25 people and then someone that person's like one of our main jobs is literally to almost create like an NPS internally. So we had anonymous kind of reviews of how the company is doing. And then you have like really strong core values around that.
You've listened to the people's feedback, but also, you know, we have crazy transparency within our business. So even when things were going awry in our business or going well internally, You know, we have like a weekly, you know, act meeting, which is actually the acronym for all of our core values. And that's basically a 20 or 30 minute meeting.
So people know exactly how the business is going in the various departments. And then we have an all hands meeting and it shows everything down to the financials and whether we're losing money, how much money you have in the bank. And so even in those difficult times that we had, you know, during those periods of like 2022, 23, when things are kind of coming up again.
uh we only lost one team member right of and we had we had to have a layoff that was like you know we had a hundred and something members at one time we had to cut down to like 50 right and that was difficult we did two rounds of cuts um and typically in those times you see a lot of like your best people leave um and fortunately we only lost like one or so team member uh you know that we didn't you know make that decision to go and the reason is like i think of that kind of like transparent culture um and then just you know being able to
you know, listen to people, see that they're in their voice matters. And also being able to just kind of see your, you know, internal, like how the, how the, you know, the saying goes, like the, I don't know how the, how the pudding's made or something. I don't know. I'm forgetting like the saying, you know what I'm talking about though. I'm forgetting right now.
But anyways, like, so I think that that's kind of like how has been really helpful, but I think also just on more of the operational time or operational side of things, We've been very focused on OKRs. And I'm not the most organized person because I'm much more of a visionary kind of thinker. We have a lot more people that are way more operational than me, I guess, in that sense.
But I think one thing I really forced... on myself to have the discipline in is to operate with an OKR like framework of how we operate our business.
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