SaaS Interviews with CEOs, Startups, Founders
Jack Dorsey's Last Boss Tells True Story in Episode 191 with Tony Stubblebine
06 Mar 2016
Chapter 1: What is the main topic discussed in this episode?
This is The Top, where I interview entrepreneurs who are number one or number two in their industry in terms of revenue or customer base. You'll learn how much revenue they're making, what their marketing funnel looks like, and how many customers they have.
Chapter 2: What is Tony Stubblebine's claim to fame?
I'm now at $20,000 per top. Five and six million. He is hell-bent on global domination.
Chapter 3: How did Coach.me achieve 1 million users?
We just broke our 100,000 unit sold mark. And I'm your host, Nathan Latka. Okay, Top Tribe, this week's winner of the 100 bucks is Dustin Goodwin. He's in the HR industry, specifically in the software as a service space, looking to increase his revenue.
Chapter 4: What revenue model does Coach.me use for coaching fees?
So congratulations, Dustin. For your guys' chance to win 100 bucks every Monday on the show to build your idea, simply subscribe to the podcast on iTunes now and then text the word Nathan to 33444.
Chapter 5: What are the projected revenues for Coach.me in upcoming years?
Again, text the word Nathan to 33444. All right, Top Tribe, coming up tomorrow morning, I've got Catherine and Alan with me, and they're going to break down how to sell 10,000 best-sell journals. And they have a surprise.
Chapter 6: How does Coach.me differentiate itself in the coaching industry?
Top Tribe, good morning to you. Our guest today is Tony Stubblebine.
Chapter 7: What insights does Tony have about Jack Dorsey's work ethic?
Tony co-founded Coach.me, which was formerly Lyft, on the idea that positive reinforcement and community support could be deployed universally to help people achieve their goals. Prior to Coach.me, he was the founder and CEO of Crowdvine Event Social Networks, which built simple, powerful social software to help people connect and meet.
Chapter 8: How does the lifetime value of clients impact Coach.me's business model?
He was part of the Wasabi launch team, director of engineering at Odeo.com, and engineering lead for O'Reilly Media. He's the author of Regular Expression Pocket Reference via O'Reilly. Tony, are you ready to take us to the top? All right, let's go to the top. I'm ready. Nice. I'm excited. So first off, real quick, why does Odeo ring a bell? Isn't that what Twitter came out of? It is.
I was the head of engineering at Odeo, probably Jack Dorsey's last boss. That's probably my management claim to fame. And I'm Twitter employee number six. Twitter user number six. But I only worked there during the Odeo days, not after Twitter got spun out into its own company.
So I won't go deep into this, but since you had a firsthand kind of view, which book that articulates or movie that articulates kind of the Twitter founding story is most accurate?
You know, for the book Catching Twitter, I'm the only person at Odeo who refused to be interviewed for that book. And basically I did it so that I could write my own book one day. Okay. Because I'm the only person who can credibly say, no, everything in the book is wrong. You didn't talk to me. I know what actually happened, and I'm ready to tell all.
So you'd say there is not a good story out there right now that captures it accurately.
You know, the thing about hatching Twitter, which is the most complete, is that two things that people should know. The article form, which was really about kind of stirring up controversy, I think it appeared in The New Yorker, was total bullshit. The book itself is basically true. The story rang true. Almost all of the facts that I knew about were wrong in some minor way as I read the book.
But the actual story of it felt true. And to me, the Twitter story was kind of the story of salvation. It was a product that came out of a company where it's sort of behind You know, the team was behind the whole way through. And it wasn't that the co-founders were feuding or that there was any sort of scandal.
It was just they're constantly trying to upgrade the team in order to keep up with what Twitter ended up being, which, you know, obviously had nothing to do with where we started, which was podcasting.
Oh, Odeo was podcasting?
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