Chapter 1: What inspired Arjun and Tito to create Teambridge?
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Chapter 2: How did Arjun and Tito's backgrounds shape their entrepreneurial journey?
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Chapter 3: What challenges did they face while building their MVP for Teambridge?
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Chapter 4: How did customer feedback influence the evolution of Teambridge's product?
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We on Silicon Valley have somewhat forgotten the majority of the demographic, the blue collar hourly worker. Uber, on the other hand, again, we were privileged that we were focused on the driver experience. I don't think a lot of people realize Uber's most important product is actually the driver app.
We jumped into this world thinking, hey, scheduling is the crux of the day-to-day. We actually were wandering the streets of Emeryville and San Francisco trying to talk to any company that would talk to us. So a lot of these companies, they couldn't attract a worker to fill that shift, which meant that they were losing revenue. They weren't able to deliver orders.
They weren't able to deliver a great quality experience.
Chapter 5: What role does AI play in enhancing workforce management?
My name's Tito. My name's Arjun. And we're the co-founders of TeamBridge.
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Chapter 6: How do Arjun and Tito define success for their team and product?
Yes, we've been fighting it as we grow. Total waste of time. The stories you don't read in the headlines. It's not an easy thing to achieve, mind you. Took it off the shelf and dusted it off and tried it again. To ride the ups and downs of the startup life. You need to really want it. It's not just about technology. All this and more on Codestory. I'm your host, Noah Lapart.
And today, how Arjun Vora and Tito Goldstein are building AI for the people that keep the world running, enabling the management of the workforce. Arjun Vora was born and raised in Mumbai. He grew up in a family that wasn't financially stable, which drove him to come to the States for new opportunities. He came for school, landing in Ann Arbor, Michigan, and immediately loved the environment.
Post-school, he worked for MicroStrategy and Salesforce, eventually landing at Uber, where he met Tito.
Chapter 7: What are the key lessons learned from Teambridge's scaling journey?
Outside of tech, he's married to his girlfriend from ninth grade with two kids. Tito Goldstein was introduced to technology when he was eight years old, building simple games in QBasic. Since then, he has been tinkering and creating things. He graduated from USC and continued tinkering in web design and building projects around the messaging world.
Eventually, he came to Uber and met Arjun on day one. But outside of tech, he enjoys projects where he finds something scary and then digs in to become a true expert. While Tito and Arjun were at Uber, they quickly understood that the reason people drove for the company was not the pay, but the flexibility and self-service aspect of the platform.
With this, they started to wonder, why can't we give this to everyone else? This is the creation story of TeamBridge.
60% of the world's workforce is hourly. And when we were at Uber, we spent a lot of time interviewing drivers, trying to find out why they chose to drive for Uber.
Most of them said, I know I'm making less money than that more consistently scheduled, that higher paying job that I was working before, whether that was retail, whether that was nursing, whether that was a car dealership in Brazil, but they still chose to drive for Uber.
And they and a lot of it came down to the mobile app that they had in their pocket, the self-service aspect of it, the speed at which a technology company operates compared to their more traditional employers. And we thought, hey, how do we give that to everyone else? And we started that with a scheduling product.
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Chapter 8: What advice do Arjun and Tito have for aspiring entrepreneurs?
We started thinking like, hey, this is the crux of the day to day management. We started learning more and more when we started selling to these admins and these companies that had to attract a very supply constrained market.
These 4 million people weren't signing up to be taxi drivers, right, at Uber. They were signing up for flexibility. They were signing up to have more control and agency in their purses, in their pockets, in their own hands. If you look at Silicon Valley, and I think Tito and me were very privileged to have worked there, and I'll tell you why.
When you look at Silicon Valley, like most of the companies, you know, was it Salesforce before that? And you can see all the others. They're working hard to improve the life of what you call the desk worker, right? The white collar workforces, you know, what a lot of folks call them. They're the privileged folks, right?
We in Silicon Valley have somewhat forgotten the majority of the demographic, the blue collar hourly worker. Uber, on the other hand, again, we were privileged that we were focused on the driver experience. I don't think a lot of people realize Uber's most important product is actually the driver app.
If you think about it, Noah, if you're a rider and you're requesting an Uber, you put in a destination, you select what type of Uber you want, and then you put your phone in your purse or pocket, right? You've spent about 15, 20 seconds there. The driver, on the other hand, is spending four, six, eight hours a day.
And that is the technology that Tito and me wanted to build for any other business that has an hourly workforce but doesn't have four or five thousand engineers. You're empowering them, you're giving them that flexibility and that agency. That's how TeamBridge came to be.
Let's dive into what you would consider the MVP for TeamBridge then, that first version of the product and platform that you built. How long did it take to build and what sort of tools were you using to bring it to life?
We jumped into this world thinking, hey, scheduling is the crux of the day-to-day. We actually were wandering the streets of Emeryville and San Francisco, trying to talk to any company that would talk to us.
So walking into cafes, walking into restaurants, movie theaters, trying to understand the pain points of the actual end, like the employee themselves, because especially pre and post COVID, a lot of these companies were, they had the demand, but they didn't have the supply. They couldn't attract a worker immediately. to fill that shift, which meant that they were losing revenue.
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