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
So, you know, departmental OKRs, ensuring that, you know, everyone's really aligned on what they're supposed to work on and then being able to kind of track those OKRs so that people know exactly what their goals are, ensuring that the managers get comped based on that. It's like, you know, everything aligns to that. And it literally took us like four years to do it.
And it's so painful to do, to be honest, if you're not wired in that way. But I think that that's been one of the most impactful, important things, along with these other things that we've learned to create a good remote culture that allows for like, you know, you know, we have like a 90, 80, 90% satisfaction rate. And the average company is like 65% or something like that.
And I think that those are all things that add up to be able to build a great remote company. I mean, I would love to run a
a 1 000 person kind of remote company one day uh that fully operates you know uh autonomously um you know in more of a decentralized fashion and that's what i'm trying to move more and more towards as you know we think about our business well i run a 600 person in-person company so yeah that's definitely it would be uh what what to do for sure
Yeah, yeah. Well, I think even for that, I mean, honestly, I sent it to my co-founder.
Yeah, yeah. I posted it immediately.
And that was like wise words from the CEO. And it was like a special place for us. I mean, I think that, I mean, their business in particular, if you think about like, and he wrote it in a really good way. It was something along the lines of like, you know, easy tasks, like what used to be easy tasks or like brainless tasks now, what used to be hard tasks. That goes away. Hard is the new easy.
What used to be impossible. Is the new hard. Right. And that was really well said. But I think if you think about their business, what does that business thrive from? It's been literally stupid graphic design or not stupid, but make a logo. You know what I mean? Like, dude, you can do that with chat. You know what I mean?
So I think it doesn't impact my business as much as I would say theirs, because that's kind of their core thing. The way that we've been thinking about AI internally is like, we need, I've been really adamant about like every, all of our engineers should be using things like GitHub Copilot or whatever, because it basically makes like a,
you know, a 1x engineer, like a 1.4x engineer, or, and in some cases, if you're like a 3x engineer, it could potentially make you a 9x engineer. It just depends how well you know how to use it, how much you care about it. And so that's all about efficiency. The other component of it is how to basically make sure your business is smarter.
You know, we're starting to invest a lot more on that internally with our own tools and internal sets. And the way that we also think about like our broader core mission is around this concept around universal basic income. And it's not that we're uh, in favor of necessarily, um, the government paying for that.
It's like, you know, that's kind of like, what are tools that we can also provide to our consumers over time to allow them to earn additional income? Because now with AI, you could potentially create like, you know, royalty-free music, for example, that other people can listen to and you could earn streaming on or products or whatever.
And so how do we use this technology to enable earning and saving for our consumers in some capacity? That's how we're thinking about it into the future.
Who knows?
That's really interesting. It kind of reminds me actually of... There's a service, Masterclass. So Masterclass has like an AI that's like, you know, it's like part of their service now is like, hey, you get basically the Mark Cuban bot or the, you know, insert like professional Gordon Ramsay bot, whatever. And then now you kind of like get a fed from their brain, I guess.
I think it's like super interesting. Yeah.
I have kids tell me my cooking is shit. I don't need Gordon Ramsay bot to get me. Yeah.
Yeah. Well, I mean, they might get like, it might, it'll probably have to be also hate them to be honest in his case.
Yes. Haze my children.
Yeah. I mean, I think like, uh, we are, you know, we're scaling, we're growing. I mean, this early part of this model has really been, um, of those last two years really has been around kind of diversification of revenue and, you know, expanding our services and reach.
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