Guillaume Moubeche

So activation for us, it's basically like that one metric that you try to find in your software that's going to tell you whether or not people see the value of what you've built. So for us, activation rate was how many people who signed up actually launched a sales prospecting campaign. And that number was like really crap at first. It was like something like 10%.

So activation for us, it's basically like that one metric that you try to find in your software that's going to tell you whether or not people see the value of what you've built. So for us, activation rate was how many people who signed up actually launched a sales prospecting campaign. And that number was like really crap at first. It was like something like 10%.

So activation for us, it's basically like that one metric that you try to find in your software that's going to tell you whether or not people see the value of what you've built. So for us, activation rate was how many people who signed up actually launched a sales prospecting campaign. And that number was like really crap at first. It was like something like 10%.

So I tried to interview people, but it was super hard because once people are unhappy with your product in self service, obviously they don't want to talk to you. So I was like, okay, trying to search. And eventually I was like, we need to redesign entirely the product. So we decided to redesign from scratch the entire flow to creating like campaign.

So I tried to interview people, but it was super hard because once people are unhappy with your product in self service, obviously they don't want to talk to you. So I was like, okay, trying to search. And eventually I was like, we need to redesign entirely the product. So we decided to redesign from scratch the entire flow to creating like campaign.

So I tried to interview people, but it was super hard because once people are unhappy with your product in self service, obviously they don't want to talk to you. So I was like, okay, trying to search. And eventually I was like, we need to redesign entirely the product. So we decided to redesign from scratch the entire flow to creating like campaign.

I remember pushing the new project like in production, like it was a Friday night and I woke up Saturday and on the community we had, there were like so many people like swearing at us, like the support, it was insane, the amount of messages and And people hated it. They hated the new interface. A lot of stuff were missing, etc. So it was crazy. We had the highest churn.

I remember pushing the new project like in production, like it was a Friday night and I woke up Saturday and on the community we had, there were like so many people like swearing at us, like the support, it was insane, the amount of messages and And people hated it. They hated the new interface. A lot of stuff were missing, etc. So it was crazy. We had the highest churn.

I remember pushing the new project like in production, like it was a Friday night and I woke up Saturday and on the community we had, there were like so many people like swearing at us, like the support, it was insane, the amount of messages and And people hated it. They hated the new interface. A lot of stuff were missing, etc. So it was crazy. We had the highest churn.

Yeah, I think the churn that month was close to like 50%. So that was like huge. We fixed, you know, like a lot of the bugs and a lot of the things we try to improve. But when I looked... one month after that, because I still believed at the time that it was the right solution. I still believe that the one who churned didn't use the product as it was meant to be.

Yeah, I think the churn that month was close to like 50%. So that was like huge. We fixed, you know, like a lot of the bugs and a lot of the things we try to improve. But when I looked... one month after that, because I still believed at the time that it was the right solution. I still believe that the one who churned didn't use the product as it was meant to be.

Yeah, I think the churn that month was close to like 50%. So that was like huge. We fixed, you know, like a lot of the bugs and a lot of the things we try to improve. But when I looked... one month after that, because I still believed at the time that it was the right solution. I still believe that the one who churned didn't use the product as it was meant to be.

And they were using it for different use cases. So at that time, it's quite harsh because a lot of people, they were talking to me on the chat and then they say, I want to speak to a manager. And I was like, I'm the CEO. But they believe the company was much bigger than we were. And it was just crazy how people would react.

And they were using it for different use cases. So at that time, it's quite harsh because a lot of people, they were talking to me on the chat and then they say, I want to speak to a manager. And I was like, I'm the CEO. But they believe the company was much bigger than we were. And it was just crazy how people would react.

And they were using it for different use cases. So at that time, it's quite harsh because a lot of people, they were talking to me on the chat and then they say, I want to speak to a manager. And I was like, I'm the CEO. But they believe the company was much bigger than we were. And it was just crazy how people would react.

But a month and a half later, when I look back at the activation with the new product and the new design and the new UX story, we were actually from 10%, we went to close to like 45% and increased that month. Basically like the month where we had 50% churn, I think we were basically like no growth at all because the acquisition kind of like... brought it back to zero.

But a month and a half later, when I look back at the activation with the new product and the new design and the new UX story, we were actually from 10%, we went to close to like 45% and increased that month. Basically like the month where we had 50% churn, I think we were basically like no growth at all because the acquisition kind of like... brought it back to zero.

But a month and a half later, when I look back at the activation with the new product and the new design and the new UX story, we were actually from 10%, we went to close to like 45% and increased that month. Basically like the month where we had 50% churn, I think we were basically like no growth at all because the acquisition kind of like... brought it back to zero.

And the months afterwards, we were at a growth rate of 40% or something like that. What did you change to take Activation from 10% to 40%? Initially, the way it was built, you had to create different templates. You had to create a list. You had to create a lot of different things in different areas. And once you had created everything, then you had to combine everything into a campaign.

And the months afterwards, we were at a growth rate of 40% or something like that. What did you change to take Activation from 10% to 40%? Initially, the way it was built, you had to create different templates. You had to create a list. You had to create a lot of different things in different areas. And once you had created everything, then you had to combine everything into a campaign.