The Angel, The Horse, The Hardware


Coming out of darkness, I’m reaching for my shades. Those first morning rays are blinding. Walking towards the railing, I’m hearing two distinct rhythms. Hoofbeats. There’s the easy cantor coming from the training area, that’s gradually getting drowned out by a full gallop. Thundering. Louder, and louder as I get closer to the track. Hoofbeats. My heartbeat. What a rush. Dawn. The track. The daily unexpected.

I witnessed it, heard and absorbed each note. A brutal symphony.  An execution. Was actually more of a choreography as Flight Valkyrie wasn’t pouring over this audience. Yet it was silence searing my brain. Time stopped. Space frozen. Sensationless. No undoing this decision. Senseless.

It was draining. Sad really. The shot still ringing, now barely audible. It was like all I could see that moment was a bluish plumage slowing wafting from the barrel. Instantly no heartbeat. Legs rubberized. Strength and grace, power and beauty is hitting the ground like a pallet of bricks falling from a truck. Half his face covered in mud. Eye’s nostrils and mouth coated with that damp clay like muck clinging to the last moisture of life. Life seemingly drains in slo-motion. Peckinpah like.

Before the bullet crushes through his skull forever short circuiting the future, those eyes, they give me a long lasting look. Deep dark Guinness like, eyes of depth seemingly as big as LP’s glare right through me. He had no idea. Because behind his wish of pastures and playfulness would be nothingness. You’d think with a city full self driving cars, a grid powered by the sun, and diabetes being cured, we’d have come further. A bullet between the eyes. Still fucking savages.

So much potential. But breaking that bone, breaking it like that, no collision no contact no race, one hoof out of rhythm, off the pace… snap! That sickening snap. In a split second it was reverberating in my ears. Watching through my binoculars from the other side of the track. It was like seeing the whole scene unfold in super slo-motion. Seeing him careen out of control, crashing into the turf, and sending poor Alejandro from the saddle to another area code… it was all I could do to keep from puking.

7016763947_0e2893b1fd_oThat snap, that fucking snap tears through me. Just like tearing through the sound barrier, that snap moves like a missile. It’s a missile that blows up a racing career never before it gets to the gate. In a nano-blink it’s done. His last training run. His last lap before his first race.

Thoroughbreds die everyday. At least that’s what I tell myself. Our small team just matter-of-factly put the end to his life. Cold and efficient in execution. It’s the only way the run a business. But I still catch myself thinking that we’ll never get that rush of winning by a nose. A boiling stinking nondescript vat, not the winner’s circle waits for him. Hell, even taking up the rear he’d still get a bucket of oats and bath.

Youth wasted. But I catch myself at that ledge of self-pity. Luck is a continuum, not a one time stroke. Look at his papers, look at his blood-line, look at his breeder, look at the amazing price we bought him for. Each hoof beat dripped of luck. Somehow the best before date was missing. Shit. Shit. Shit!

Fuck it. Sucks, but there’s always another horse, another business, and other flesh to bet on. I don’t want to see a 1000 pounds of investment and potential hauled away anytime soon.  Who am I kidding? There’s another tow truck just around the corner. I just don’t know which corner.

Just like the track, investing in tech startups finds me watching carcasses get hauled away too. Time to head off to my other office, and my other life. No Angel label. It’s not me, just how some choose to see me. While getting the ring kissed seems good for the ego, I’m still kind of just pissing my money away. Worse, I can’t even shoot them when they break down. Fucking shame at times. Especially when you start seeing their real qualities (actually lack of) once they cash that cheque.

Still, my job is better than so many other options. Who’ll shoot me when I break a leg climbing the corporate ladder. Actually some weasel would probably shoot me, and then break it while climbing over my corpse, while on his path to the corner office and underground parking spot.

He’s late. My coffee’s empty. Two strikes. How not to win over your potential lead check. I like the kid, but he’s always got an excuse. If he pulls out “the dog ate my USB with today’s deck”, I’ll be pulling out. Simple. Besides, after the morning track debacle, youthful potential doesn’t have me all that excited.

His last gaze still sears through my minds-eye. He was doing what he loved, going flat out doing what he knew best. Full tilt. Fatal misstep, but no excuses. Of course he never signed up for a shot at the crown. Sure as shit didn’t sign up to get shot. Period. For him, unrealized potential was the trainer being short an apple or two after a good morning cantor.

No point in getting sentimental, the horse is gone. This morning is gone. No point in waiting for another wantapreneur. Talk, talk, talk, pitch, pitch, pitch. Look the part. It’s like being something rather than actually doing something. I’m packing up my stuff , and letting out this big sigh of exasperation.

Guess it wasn’t as under my breath as I’d thought.

“Excuse me. Hope my timing isn’t completely off, is it okay asking if you’re…” Another occasional downside of being known, it’s being known and managing these random encounters. It’s not like I was rushed, I was just pissy and cut the person off. “Yes, I’m that guy. What do you want?”

I stepped back. Had to collect myself. Who’s this? She’s a little more mature than most people who choose to spend time working here. Even with a little more grey hair than me. Not trying to cover that earned wisdom? I’m sure I’ve seen her quietly grinding away here before. Never loud, never holding court, never slinging bull shit. When I did notice her in a meeting, while jovial she’s reserved, mannered and on-point. Seemed like someone hell bent on getting shit done.

“I’m sorry, but it’s like someone pissed in my Cornflakes this morning. Let’s start over. Cool cane by the way.” Shaking her hand, she firmly introduces herself as Joan, and says she’s curious to learn more about a couple of my portfolio companies. More so, she’s curious how a material sciences guy finds working with reality twisting tech toys aligns with solving big real world problems. She points out the obvious disconnect in my life.

Interesting gal. No fear. Asks tough fucking questions too. Ones I’ve been asking myself. It’s not like we’ve got a talent pool in this town that’s at the tip of the tech spear. Sometimes you hope they’ve got the runway and the savvy to shift course quickly and insightfully. amor-church-cupid-4339

Not every exit has to be massive. Getting behind the few people who’ve done it two or three times over the last 15-16 years is preferable. People with the money lined up after them. The right people, doing the right tech, at the right time are hard to find. Still, you listen to so many pitches at times it’s mind numbing. It’s like Charlie Brown’s teacher droning on… “wawawawawa”, and hearing that it’s a robotic AI for this or encryption program for that.

The overnight success myth still permeates. In fact, as I look up from the new cup of coffee Joan puts in front of me it’s Mr. No Show now turning into Mr. Stupid Late. I look at my cuff, no text, no email, no missed call. Just a few specks of horse blood, Damn! Gross how’d I miss that.

Rolling up my sleeve I hear from across the room, “sorry dude, I couldn’t get a sitter for my girls dog. She’s expensive and has serious anxiety issues.” Which one I think, the girl or the dog? With this guy, has to be both.

Before he can barge in, back pack, foamy and massively tall beverage, doggy kennel, and one of those obnoxious, yappy, well groomed and bejewelled toy dogs, I hold up my hand, and say nothing. The look I fire his way should be enough for him to get the message. Stop, do not pass go, you’re not getting a check. In fact, just fuck off.

Not this guy. Sees persistence as one of his strong qualities. He’s yapping. The dog’s yapping. If I hear “sorry dude” one more time. So irritating. So obnoxious. This is what it feels like to have an aneurism.

Deep, deep breath. I lift my ass off the chair, look down with my eyes burning right through him. He had to feel it, the way he started squirming. He and the dog both shut up. In that moment of peace, I simply said “we’re not meeting now; we’re not meeting tomorrow; in fact we’re not meeting… ever. We’re done. Why would I get behind a Tinder for dogs app, when you’re here with that mutt?  If it doesn’t work for you in spite of all those KPI’s you brag about, it sure as shit doesn’t work for me.”

No big scene, just a really long face. The dog took care of the tail between the legs moment. Off he skulked. What was I thinking? Him. An app. I don’t even like fucking dogs. Am I slipping? Not even lunch. I’m 0 for 2, with a headache and indigestion. I pause, imagining the voice bubble popping up; “So Joan, what do you think of me now?”

“I’m so sorry Joan. Still some time to chat?”

I’d gotten this far, she’d grabbed my attention. Might as well see where the conversation goes.

“May I grab you a fresh one? and could you please excuse me for a couple of minutes.”

She smiled and nodded yes.Startup Stock Photos

Relieved, I went for relief. The bathroom refuge. Empty bladder. Cold water on the face. Clear head. Composed, and ready for Joan’s story. A bit of adult conversation would be good. It’s been lacking lately.

Her iSkin lay flat on the table. Left hand caressing the coffee cup, and looking over what seemingly looked like complex chemistry formulas, Joan looked up. I locked into the depth of her dark eyes, while she was slowly cracking one of those grins that said, “I get it.” This day just exponentially improved.

Rolling up her device, she wrapped it around her wrist, noted the time and gestured it into sleep mode. Leaning back with the steaming cup approaching her lips, she asked my thoughts on what’s next for multiferroic nano-composite films. She catches me by surprise again. Questions I’m not use to getting, and answers I’m not used to coming with lately.

Anyhow, at least I could suggest that type of nano-composite film had done a great job of helping displace smart phones, watches, and eyewear. It’s been liberating, and I suggested that I liked the way she wears her new device. Saying I usually like mine on the cuff too.

“What’s your story Joan? All this time hanging out in the same space but this is the first we talk.”

“The timing is right. Idle chatter. Small talk. Wasting time doesn’t work for me. So why put that crap on someone else.”

Now she’s got my attention. Leaning in. Focused. “I get the sense you’re not pitching me a VR porn game or AR version of some popular casino game. You do know that you’re in a material sciences wasteland.”

Silence. As I’m reaching for my coffee she says two reasons. She’s a healthcare tourist. Not only has it been a 16 months wait to see one the the worlds best orthopaedic surgeons, but he’s also willing to let her be the first test subject.

This is where reason number two comes in, and where the conversation moves from social and curious to business.

“I want you to be my lead investor.”

Joan’s so calm, cool and unwavering.

“This place might be the back water of material sciences, but you’re here. And you’re no fucking amateur. You’re biggest win might be fifteen years behind you, but you’ll want to drop all that pithy shit clogging up your portfolio. How about financing the way our bones and bodies will heal themselves tomorrow?”

“I’ve been chin deep in generative design, nanoparticles and synthetic biology for the last 20 years. I know you’ll get what I’m doing, because you were in early. You figured out a killer use case and delivered a commercially viable product. What you did yesterday, still matter todays.”

Interesting that she noted how sometimes the lifestyle we choose dictates some of the business we can do. I live here for the place, scenery, activities, pace and climate, not world class R&D labs and talent. But it also means that I’m not at the top of my game. Maybe too many hobbies?

“I’ve been around too many researchers, too many academics, too many people who couldn’t get something to market even if it meant saving us from a zombie apocalypse. Peer reviewed journal citations matter more than creating a meaningful product and a valuable business.” Joan’s racing away from that world view.

She asked how it was for me coming back from knee replacement surgery? I caught my jaw going slack. Slack for just a moment. The way she asked the question with that genuine sense of care and empathy hit a chord. What really resonated was the fact she knew I’d had it done. She’d done some digging. Talk about making the fucking massive first impression.

I didn’t even know what she’s selling me, but I feel a very faint itch coming from my check book.

The story started connecting as Joan went on, “having my left hip replaced five years ago, I really didn’t take it seriously. While I paid for my lack of discipline with a horrible recovery, it actually was the catalyst the pushed me out of the Ivory Tower lab and into developing Nanosteozine.” WW92378

Simple idea, but a bitch to deliver. Joan goes on. The body often isn’t fond of new materials; big-Pharma and the medical device industry isn’t fond is new materials that aren’t theirs; doctors often aren’t fond of new materials; regulators often just don’t like anything new period. Fast paced this space isn’t. Many shit piles to step in, lot’s of big feet ready to step on you. Squish the living shit out of you.

She’s not telling me anything new. All really big reasons I’m out of that game. It’s exhausting. Yes all startups are hard. But what’s in front of her is really fucking hard. At least she’s not totally delusional. Good that’s she’s coming at the problem having lived it. Living with pain is a hidden motivator very few can tap into. Fighting through pain. Differentiator.

Most of us know fear. But real, excruciating physical pain, chronic agony. That’s the real test of character. No excuses. Get into it. Being in the game everyday. It will wear you out.

I’d lost track of time. I’m still listening, but my stomach reminds me it’s time to eat. Wonder if Joan wants to join me?

After agreeing there’s time for lunch, we also agree to move the conversation from superficial to something substantive. Her hip, my knee we know the pre-op to post-op trajectory is long (up to 18 months) arduous, painful, and needs more self-discipline than ever imagined. She was honest saying she failed at getting herself in optimum shape the first time around, No core strength, no stamina (both physical and mental), there was no strengthening of the muscles around the hip. Pre-op pain made for an easy excuse. It got easier to do less and less especially when the actual surgically date got closer and closer.

Connecting with Joan’s motivation was easy after she said, “my physiotherapist got to the point of telling me it was a waste of her time and mine if I wasn’t going to at least do the basic stretching exercises. I can’t help you if you can’t help yourself. You’ll regret it after surgery. At the door she said, don’t bother coming back. Ever.”

It’s a few weeks of hell after surgery. I’ll never forget just how much time and space were twisted. It was a cocktail of drugs. There’s drugs for pain, nausea, constipation, and sleep. There’s an array of bags hanging from the IV. It’s like a spindly Christmas tree hooked up to my left arm. Lit up by the patient controlled drug dispenser delivering a hit of joy every 8-10 minutes when you hit that button. The magic button always at hand. Reality of the moment was whatever I conjured up. Whatever I dreamed to be true. It was. 8116093796_e6b4072f6b_z

Every few hours someone comes around with a mini dixie-cup full of pills. For two days visitors were nice, but they we a lot like alien encounters too. Too much probing, and not enough quiet observing. For two days I was floating around a very, very disconnected place. Out of touch with the gravity of what they’ve done you. Out of touch with gravity itself.

Pain meds only masked feeling bad or having bad feelings. You go from joint pain to feeling no pain in that joint, but it then turns into massive fucking pain all around the joint. Everything that made sense, seemed normal and straightforward flies out the window the minute the anesthesia starts wearing off.

Everything’s straight fucked up the moment you thaw out. Breathing, thinking, hearing, seeing, feeling, pissing, shitting, walking. It’s all fucked up. Some for hours, some for days, and some for a few weeks. Fucked up. It’s like describing running your startup to someone who’s never done it. They’ll never get it.

The plan is to be taking the healing process to warp speed. Joan wasn’t wasting her time on trying to come to market with a 10x solution. Healing bones at a speed of downloading 100 hi-def movies in under a second. Ridiculous rehab results. I’d get behind that. Still, I needed way more.

She’d done an amazing job prototyping the product. With the state of 3D printing biologicals, tissues, and materials she walked through the IP, the process and being able to trial Nanosteozine on “real” human tissue instead of real humans. Talk about blowing up the arthritic pace of clinical testing.

“So what next?”

She glances at her wrist, and says “my next appointment. Meet at your office tomorrow at 9:00am? You’ll have a term sheet ready?” Shakes my hand.

Holy shit. Self-assured. Understatement of the day. Pausing to check my calendar, I notice out of the corner of my eye she’s collapsing her cane and tucking it away in her bag.

“Sure. 9:00am works. I’ll share a term sheet with you before end of business today.”

She’s out of the chair, and heading to the doors. The bright light’s pouring in and obscures her into only an outline, one of striking elegance. What the fuck, no limp! All I could notice was a swagger. She had this swagger like a Kentucky Derby winner.

I piped up after her, “by the way, great job and when’s your surgery?”

She turned, her head glancing over her shoulder just enough that I could just make out her grin and just make out her lips slowly form the word, “yesterday”. That word, it’s sound ripped through the air, and through my skull like this mornings bullet. I shuttered. The William Tell Overture strained in the background. Imagined the horse. That senseless moment. Eyes swelled. The tears ran.



Taking Social Further: Exclusive Conversation With Hootsuite CEO Ryan Holmes


June 2009 doesn’t seem that long ago. Still etched in memory is seeing that life size owl mascot for the first time working a room full of Vancouver startup folks. I thought 140  characters of micro-blogging was a bastardization of the English language, so why does the world need a dashboard for it.

In this case eating humble pie didn’t taste so bad. Turns out that early Summer night, the early stage startup Hootsuite walked away with the “Peoples Choice” award. My tune about Twitter also changed less than 6 months later as a co-founder of the visualization application Mentionmapp. Seemed like Twitter and Hootsuite might turn out to be something afterall.

Since closing a $165 million Series B financing the past 14 months has seen Hootsuite on a tear. With last weeks news of having raised $60 million in new private equity and debt funding their total outside financing is $250 million. Add in the most recent acquisitions of startups BrightKit and Zeetl, founder and CEO Ryan Holmes is guiding the company towards realizing his long time commitment to building a Vancouver company that’s making a big impact on the local ecosystem, and beyond. Plus he’s been unwavering in about creating a $1 billion (plus) Canadian tech company.


With a rare stop over these days in Vancouver, and even rarer 20 minute window of time in his schedule, I was fortunate to share an exclusive conversation with Holmes.

“It’s been a great week, and great month and really good year. We’re excited to share that the company has doubled revenue, doubled valuation, over 10 million users, including 744 of the Fortune 1000 as clients,” he highlighted. With their existing investors joining this latest round, and a new Boston based investor (he didn’t comment on the Wall Street Journal reporting it being Fidelity Investments, nor the IPO rumours) Holmes thinks “it also validates their excitement for the business.”

The acquisitions are all about “building out the social suite.” Holmes sees the Hootsuite platform akin to what “Microsoft Office or Google Apps does for office productivity. We’re creating a suite of tools to help our clients manage social.”

Being on this aggressive fundraising journey, and experiencing the subsequent rocket like growth trajectory I asked him how tight he’s keeping the seat belt buckled.  “It’s been a real blessing to be able to participate in the huge evolution of the social business. It’s fantastic to be creating a great Canadian tech company and story.” He touched on his excitement for attracting some of this country’s best and brightest here working with the team and the product. Just as importantly according to Holmes is “seeing people have experiences that will last throughout their careers.”

As well, he talked about the notion of creating the ‘MapleSyrup Mafia’ saying “some of the folks from Hootsuite may go out and create their own product, or maybe even be acquired by us or others. Hopefully they’ll go on to create other Hootsuites throughout the country and really help build an even more vibrant tech community.”

Asked if he sees a societal relevance of social beyond being simply the marketers best friend, Holmes replied with an unequivocal “absolutely. It’s so relevant, I think that conversation thankfully for the most part has died. As we’ve seen Twitter and Facebook IPO for instance, I have little doubt that social media is here to stay.”


Channeling my inner Marshall McLuhan, I pressed that beyond the medium being the message can social media be a medium of mobilization? “I think we’ve already seen this, with it being a spark of revolutions and contributing to the toppling of governments,” he said. “We’ve seen how much it can transform society. It’s not just a marketing tool, it’s a way we’re reorganizing and communicating societally. It’s a channel everybody’s paying attention to.”

Holmes added that “with both governments and protesters using our platform, we have an interesting and unique perspective to see how people communicate. get messages out, and bring dialogue to leadership and democracy around the world.”

Looking into the crystal ball, I asked him what he’s seeing in the future for social media. He mentioned how social commerce and social advertising two interesting trends. Furthermore he suggested, “just like search has become a blend of organic and paid, I think we’re going to see the same trend with social. There will be a blend of paid social, and organic social.” Holmes pointed out the Hootsuite is currently powering 5 million organic messages a day.

With offices open in London (UK), Singapore, and now looking at one in Latin America, and expanding Vancouver operations, Hootsuite continues to soar. On the strength of that overstuffed owl mascots tiny wings, Holmes and his team have carried themselves well beyond what many people probably imagined this past five plus years.

A Big Nerd Talking Data. Meet DataHero’s Chris Neumann


There’s no escaping the fact that data is a hot topic and big business. However, so much of the buzz about data is usually prefaced with the word “Big” these days. Somehow, the conversation has moved from the fact there’s this huge proliferation of data and the fact there’s potential gold attached to mining it, to the size matters story.

There’s also no escaping it: Chris Neumann, founder of Vancouver’s DataHero is a really big nerd. With almost a ten year lens on the business, Neumann can talk about data in the sense of size really not mattering.

His data lineage goes back to being employee number one with AsterData (acquired by Teradata in 2011 for $263 million)  and saying “I’d argue that Aster Data had the single strongest overall teamever in the data world.  To-date, Aster Data alum have raised over $300 million for companies they subsequently founded, including Nutanix, Instart Logic, ThoughtSpot, and ClearStory Data. That network has remained extremely tight, with many of us helping each other out over the years in a wide variety of ways as we navigated our post-Aster Data endeavours.”

dashboardLooking back on his experience he said, “in 2005, we knew that volumes of data were growing and were on the verge of exploding.  The problem was, databases couldn’t handle such large volumes of data, and the larger data warehouse software that existed was designed for relatively basic workloads (figuring out simple metrics, aggregates, etc.).  Companies large and small were starting to hit up against the limits of existing products and were forced to choose between complex analytics on insufficient amounts of data or insufficient analytics on larger volumes of data.”

It isn’t only big companies generating large volumes of data. Even small internet companies are generating significant amounts of data. The business challenge is making sense of it. So much of today’s focus is on “Big Data,” and figuring out how to keep pace with the increasing amounts of centralized data being generated by a relatively small number of companies.

“What almost no one is talking about is the fact that at the same time centralized data is increasing in volume, enterprise data overall is becoming decentralized as services move to the cloud,” said Neumann. “This has the potential to be an even more significant shift in how enterprise data is managed.”

“My experiences at Aster Data had a significant impact on how DataHero has evolved from its earliest days,” he added. Seeing firsthand the increasing demand for answers to data questions from people outside of the traditional data organizations, and how those departments were quickly becoming a major bottleneck to enterprise efficiency has led him to get past the size conversation. “Those experiences helped me to appreciate how important access to data is to business users and how much need there is for tools to empower users of all technical levels to be able to work with data.”

Entirely new groups of people are working with data. Until now, you had to be a data analyst, a statistician, or a data scientist to be able to get insights from data. Neumann’s all about the democratization of data, and that anyone who has access to data and wants to ask questions of that data should be able to without having to rely on someone else for help.

He shared that “the biggest challenge in building a product designed to empower everyone in an organization is walking the tightrope of having all of the features people need to answer their data questions, while keeping it easy to use and accessible to the largest possible group of users. Data products have historically been designed for technical users, so we’re really focused on the capabilities we’re trying to bring to business users.”

DataHero meetup

This democratizing access to data is about pulling, processing, and analyzing it from SaaS services, cloud storage drives, online spreadsheets, or even files on a laptop.  Neumann said DataHero has expanded its partnerships to include:

  • Pardot
  • Highrise
  • Zendesk
  • Zuora
  • Recurly
  • Mixpanel
  • Keen IO

For marketing, sales, customer service, and software development professionals, there’s less and less friction to working with data today than ever before. It’s about redefining our relationship to the speed of business. Having data in context it’s now more possible for insightful and impactful decisions to be made. and proving ultimately that the size really doesn’t matter.

Top photo by BusinessNewsDaily

Story originally featured in BetaKit

A River of Data Flows Through Vancouver’s Aquatic Informatics


Having the “up to my neck” in it feeling is common place for many CEOs. For Aquatic Informatics‘ CEO Ed Quilty, his story starts with water being up to his hips (literally).

Originally a river ecologist as he put it, “not a software guy, not a business guy, but a guy wearing rubber boots, working in rivers, scrapping slime off rocks and collecting bugs and water samples.” Since then he’s led Aquatic Informatics for the past 11 years, growing it to the point where thousands of scientists and over 400 agencies in 28 countries are using the software.

The software is addressing critical water data management and analysis challenges for the environmental monitoring industry. They work with a variety of customers including federal, state/provincial or local government departments, hydropower operators, mining companies, academic groups and consulting organizations, who collect, manage and process large volumes of water quality or quantity data. Located in Vancouver, they’ve also been recently named as a BC company that’s “Ready to Rocket.”


Quilty traces the genesis of the company back to the early 90’s while on a UVic co-op work term for the BC Ministry of the Environment. “They had this cutting edge sensor for continuous water quality measurement. This was a big leap forward from putting samples in a bottle, and shipping them off to a lab for analysis. The lab could tell you the amount of nutrients, organics, or heavy metals. This was only a small snapshot, and the odds of missing some major event were always significant. With this sensor technology we were getting information every minute or fifteen minutes. It was a big change in the industry. We went from never having enough data to being overwhelmed with data ”

With a Forest Renewal BC project, he saw the value of sensing technology and data collection, that focused on water quality inventory. He was seeing the impact of the forestry industry on water.

With an overwhelming volume of the data, Quilty realized that using spreadsheets wasn’t cutting it. “That’s when we starting working on scripts to automate the data processing. It was trying to figure out how we’d manage all this data that really got things started. I was a biologist used to dealing with 30 or 40 samples a year, not per hour.”

They built a very lightweight version of the initial application, one good enough to sell into his professional network in BC. The real break came when they caught the attention of the US Geological Survey.


At that time it wouldn’t scale to meet the needs of the largest water monitoring agency in the world, but they were invited to respond to a RFP calling to model the water flow of water in rivers. Quilty said “we bid, not thinking we’d win it, but to get the exposure and learning experience. Much to our surprise we won the $500,000 contract. We had six months to build it, and were only going to get paid at the end if we successfully delivered. Our chief scientist knocked it out of the park.”

In 2006 all of the USGS hydrologists and flow specialists across the US were introduced to Aquarius.

The AI application allows for the conversion of water level to water flow. This information is important in terms of water allocations for irrigation, dam operations, for drinking water, industry, and for fisheries. “You have all of these competing interests, farmers, fisherman, environmentalists, cities, fighting over water particularly in places like the Colorado River, other arid regions, and then you have issues around flooding,” Quilty told BetaKit. “It’s kind of like Goldilocks trying to right just the right balance.”

Think about the considerations of dam operators, where an inch of water can mean millions of dollars. “They’re constantly trying to do optimization of their reservoirs,” Quilty said. “They want to keep them as high as they can, but they have legal obligations to release water to people below, like fishermen and farmers. At the same time they’re trying to balance Mother Nature, throwing different scenarios at them like flood or drought conditions.”

Without data, without good science and quality information, good policy decisions can’t be made. For AI, it’s about breaking down the information silos. They’re focused on facilitating better communication and creating more efficient networks. Quilty said that “often you see organizations collecting information from the same watersheds and not knowing it. You end up with dense networks in some areas, and very sparse in others.

The value of sharing this data easily is at the core of good environmental management. And without the data there’s no chance of managing our resources well. The opportunity to have a positive global impact is massive: imagine helping prevent resource abuses, like giant lakes and aquifers being drained, as highlighted in this New York Times article about Iran’s Lake Urmia.

Quilty isn’t reserved in sharing the company big hairy audacious goal, “it’s about hosting and managing all of the planets environmental data. We’ll be bringing discrete water quality and groundwater information into the system, and moving into atmospheric, ocean, and soil data too.  It’s critical to be getting the right data from the right places, at the right time. I think about all of these sensors like EKG’s measuring the heartbeat of the whole planet, and we want to be part of optimizing it.”

This story originally appeared in BetaKit

Kiip’s Brian Wong is Always Looking on the Bright Side of Life

250px-Brian_WongVancouver’s tech “child prodigy” and Kiip (Founder & CEO) Brian Wong swung through town on his way to SXSW, when Startup Grind Vancouver hosted him for a fireside chat.

Wong isn’t one needing much of an introduction. He has the distinction of graduating from high school at 14, and then graduating from UBC’s Sauder School of Business at 18.

Since founding Kiip in 2010, he and the company have received no shortage of attention. It goes with securing over $15 million in venture funding and making numerous lists like Forbes 30 under 30. He also lent commentary to Frontlines recent documentary “Generation Like”.

Even without free beer and snacks he would have packed the house. True to form, Wong was high energy, entertaining, brutally honest and shared some great startup up stories and lessons. Actually, he shared more than just business insights. There’s the unique and very little known fact behind his onetime childhood visit to Albuquerque, NM, as he shared that “I was in a boys choir. Before my voice changed, I sounded like an angel.”

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Talking about his days as the “lowliest business development associate possible” at Digg, he highlighted living an example of the org chart from hell. “The reporting structure was most bizarre. I

eported to a dude, who reported to a dude, who reported to a dude, and the dude at the top with those three people below him each had only one person reporting to them.” Don’t do this kids.

The Digg experience lasted five months. The layoff meant losing his H1B Visa, and having to fly back to Vancouver.  “It was in May, and I told my Mom what happened. She told me it was the worst Mothers Day present she’d ever got. Every Mother’s Day since I try making it up to her with some kind of nice surprise.”

It proved to be a minor setback, as he grabbed a business tourist visa figuring he’d easily hook up with a new company in that six month window. Wong turned conversations about working for others, into validation for starting Kiip. He said, “after telling Scott Kveton the founder of Urban Airship in Portland my idea, his job offer turned into an introduction to True Ventures.

The genesis for Kiip came from Wong observing people’s mobile game play and “trying to recognize when people are happy, and reward them. But reward them serendipitously.” He credit’s reading the book “Predictably Rational” with building his business around the idea that there’s value in “surprising and delighting people.”

In terms of winning those first customers, Wong noted how important it is to pick your initial investors wisely. “They can help you with a lot of nepotism, and finding relationships where they can just help seed the business. Having investors who were part of the Popchips, and Vitamin Water teams helped with them becoming our first customers. It also helped with bringing other big brands on board.”

He’s also a big believer in always telling people what you’re doing all the time. “It’s awesome, and not about having a big ego, over-sharing, or boasting. It’s about sharing your stream of activity and consciousness so that people will know how to help you. You need to figure out how to generate serendipity in your life. You never know who will help you. You’ll never get any help if you’re not constantly communicating what you’re doing.”

In terms of succeeding as a startup outside of “The Valley” Wong was adamant saying, “the world’s a different place today. There’s Kickstarter, Indiegogo, Angel List, and so many organizations like Startup Grind, and the likes of Y Combinator and TechStars there to help you. You can start something anywhere. There’s a thing called a plane. If you really want to find your customers you’ll find them. Using location as an excuse is lame”

There’s no shortage of evidence that points to Wong knowing the value of PR. “Those people who shit-talk PR don’t understand it’s a tactical tool. It’s great for validation, customer acquisition, for information. Why send someone a slide-deck, when you can send them an article that tells them your story?”

I asked Wong what’s nobody talking about today, that they’ll be talking about in a year from now.

He’s most excited about  “looking at data from connected devices. It’s not creating a brand version of something for FitBit. That’s useless. I think one of the biggest opportunities will be looking at moments that come from those devices. We create a currency that’s universally applicable beyond just apps. I envision an internet connected scale saying you’ve lost five pounds, and then having Special K reward you for that moment.”

The youthful exuberance combined with serious business experience left some of the audience needing to catch their breath. It’s evident that no matter what’s thrown at him, Wong’s someone who’s always looking on the bright side of life. Entrepreneurship isn’t easy so it’s worth keeping the life of Brian in mind.

You Might as Well Be Drunk!


Imagine the most important pitch you’ve ever given. Now imagine doing it drunk.

If you’ve just put in five, six or seven consecutive sleep deprived days of work, that’s what you’re basically doing. Working insane hours and claiming you’re a hard-charging, successful entrepreneur is folly. At some point poor sleep habits lead to fatigue, which in turn significantly diminishes your performance. You might as well be drunk.

There’s solid science behind debunking the entrepreneur that never rests will be successful myth. Vancouver’s Fatigue Science recently shared some insightful data worth keeping in mind. CEO Sean Kerklaan looks at sleep this way saying , “I don’t care about how many hours I’ve slept. It’s not about giving me metadata around how I’ve been performing. It’s no different than inputting how many steps taken or calories consumed, and then doing nothing with the data that’s life improving. It’s about understanding how I can do better for tomorrow. It’s understanding how my 4, 6, or 8 hours of sleep yesterday is going to affect me today on the job, and tomorrow on the job.”


Kerklaan shared the results from having charted the schedules of two CEO’s. They show that both CEO’s are working about 255 hours over the course of a 21 day schedule. CEO1 isn’t getting much sleep and is spending 37 percent of the time in a fatigue-impaired state (below the 70 percent effectiveness threshold). CEO2 is getting more sleep, and spending 0 percent of his work time fatigue impaired.

Fatigue Science is founded using US military technology. Kerklaan’s team has acquired a fatigue model developed in 1996. It was programmed into an actigraph known as the Sleep, Activity, Fatigue, and Task Effectiveness (SAFTE) Model. This has been applied it in the creation of a Fatigue Avoidance Scheduling Tool. Originally this software focused on optimizing the operational management of aviation ground and flight crews. This journal article “Fatigue Models for Applied Research in Warfighting” details the science behind the technology.

This science is all about optimizing performance. They are working with clients including professional sports teams like the Vancouver Canucks, the Dallas Mavericks (NBA), Seattle Sounders (MLS), and a soon to be announced NFL team. The correlation between performance and the bottom line is obvious for both the franchise and the athletes. Entrepreneurs need to be giving themselves the star sleep treatment too.


Getting a consistent eight hours of sleep in isn’t always going to happen. Kerklaan is living the startup life, and shares “look at the 24 hours in a day. No one is suggesting as a CEO that you don’t have to work a crazy amount of hours, because you do. There’s always that pervasive sense of having way too much to do and you’ll never get it all done. If you start by prioritizing the need for at least seven to eight hours of sleep a night it still leaves you 16 hours a day to be on your phone, dealing with people, designing your product, wading through email, or prepping for the next pitch. You’ve got 112 hours to work each week. That’s a lot of work time. By prioritizing sleep, you’ll be more effective on the job.”

Work hard, play hard, and incorporate good sleep hygiene into your daily schedule. Here’s a few valuable things to consider:

  • Have a consistent bedtime and an awakening time. Your body will be conditioned to falling asleep at a certain time, but only if this is relatively fixed.

  • Avoid alcohol four to six hours before bedtime.

  • Avoid caffeine four to six hours before bedtime

  • Avoid heavy, spicy, or sugary foods four to six hours before bedtime. These can affect your ability to stay asleep.

  • Use comfortable bedding. Uncomfortable bedding can prevent good sleep.

  • Find a comfortable temperature setting for sleeping and keep the room well ventilated. If your bedroom is too cold or too hot, it can keep you awake. A cool (not cold) bedroom is often the most conducive to sleep.

  • Block out all distracting noise, and eliminate as much light as possible.

  • Don’t have a television in your bedroom.

  • Reserve the bed for sleep and sex. Don’t use the bed as an office, workroom or recreation room.

  • Let your body “know” that the bed is associated with sleeping.

(Source: Sleep Hygiene | University of Maryland Medical Centerhttp://umm.edu/programs/sleep/patients/sleep-hygiene#ixzz2qglEh7R0)

Looking ahead, Kerklaan’s vision for Fatigue Science isn’t as a consumer-based wearable device. Optimizing people’s performance for the boardroom to the locker room is good for business. But at the heart of this company is the core value of knowing how critical worker and workplace safety is in key sectors like the resource industry, transportation and manufacturing. For him  “It’s moving beyond our watch, it’s about embedding the algorithm and creating a ubiquitous platform that’s device agnostic. It works with scheduling software, smartphones, other wearable devices and even connectable fabrics one day. It’s starting with asking the question how does sleep affect your safety, and your overall performance, and how we help you get better.”

Here is some bonus reading about the “business” of sleep: From the Harvard Business Review “Sleep Deficit: The Performance Killer.”

From the New Yorker, “Up All Night: The Science of Sleepiness.”

This story originally appeared in BetaKit

Accelerator Learnings and Lessons


They come in different flavors, and they’ve been around for a while too. Accelerators and incubators are nothing really new or novel, but, like most good businesses, the ones with great leadership, vision, mentorship, and connections can make a big difference in the lives of many entrepreneurs.

When Vancouver’s GrowLab put out the call for its first cohort in the Summer of 2011, over 350 teams answered. As important it was for those first five startups to join, it also marked a moment when the Vancouver startup ecosystem started to take on a new life.

In March 2012 Mike Edwards assumed the role of executive director. On November 1, 2013 he officially passed the title (and leadership torch) to Jonathan Bixby.

Under Edward’s watch a lot has changed at GrowLab. While not the only “game in town”, it’s fair calling it a key startup hub in Vancouver. We recently had a conversation with Edwards and Bixby about entrepreneurship and the startup life.


One can’t label Edwards as a member of the Vancouver “tech establishment”, but the trajectory he’s been on might leave a few people breathless. “Three years ago I rolled back into Vancouver and set myself up in a coffee shop, saying to my wife that it would be hard to break in,” Edwards told BetaKit. “Did that for three month, spending two days a week working out of the coffee shop trying to navigate the scene, and figure out how best to break in. Yet two and a half years later we have 12,500 square feet of office space, with 175 people working here, over $20 million raised, and have created more than a 100 new jobs. Being able to add value to the Vancouver, BC, and Canada is incredibly exciting.”

Acknowledging his time is “sliced pretty slim”, Edwards is pleased about bringing Jonathan Bixby on board as the new Executive Director. Bixby has two successful exits under his belt, including most recently co-founding and leading Strangeloop Networks to exit, while maintaining the title of “Best Employer in British Columbia” for five consecutive years. Edwards said the fact that “Jonathan has the benefit of having built companies, built teams, having an established international network, and is already mentoring a number successful Canadian companies in Canada, means he’s coming at this from a much higher and stable place than from what I was coming from.”

They both see the entrepreneurial landscape shifting in a more positive direction, citing the value of some key assets we have in Canada. For instance, the federal government has put $400 million towards the Federal Venture Capital Action Program, then further investing in the whole cycle by allocating $100 million towards early stage tech (GrowLab is a beneficiary). Additionally there’s the important partnership role played by the Business Development Bank of Canada (BDC), and the federal government also committing another $60 million to the IRAP-CAIP funding program, which could help the likes of Launch Academy, BCTIA, BCIC or WaveFront. Bixby and Edwards said “there’s a community that wants to support growth and talent.”

To that Edwards answered, what can we do better? By suggesting “everyday we can dream bigger. We don’t need to ask anything of anyone else, we need to ask ourselves, how we can do this better, how can we do this faster, how can we leverage these great assets availed to us, because there’s more than enough”

From Bixby’s personal perspective, “once you have a safe place to start something, it’s not as difficult to reach to the next level. This location (GrowLab & Launch Academy) is an example of such a place. Vancouver’s starting way further ahead now than when I launched my first startup. You can look back at a couple of big successes like CREO or MDA, but there was a huge gap after that. Now we’re seeing the gap filled by companies like Hootsuite, Vision Critical, Build Direct. There’s the potential for going public or raising bigger rounds of financing, and it’s setting an example to younger entrepreneurs that this can be done in Vancouver. Seeing success at the top of the market will help pull everyone up.”

“We’re trying to foster the attitude and belief that “hey, it’s okay to be an entrepreneur,” said Bixby. He adds “it’s fulfilling, it can sometimes be lucrative, and you only live once… so we’re trying to create a sense that it’s something to aspire to instead of being fearful of.” The theme of the conversation played back to the importance of creating an environment where it feels safe to try, to test, to fail, and possibly even rinse and repeat a few times.

Given the investments being made, it’s fair asking if someone’s a born entrepreneur or whether entrepreneurship can be taught. Edwards was unequivocal. “Absolutely we can teach it,” he said. “At the core it’s about execution. It’s about putting a team together, executing against bigger and bigger goals, it’s an iterative process, that can be taught, can be analyzed, can be studied, can be ripped apart, and has a metric analysis to it. If you can execute everyday (ascribe to Kaizen) constant improvement you will build a successful company.”

We agreed that it’s also time to reconfigure our view of the entrepreneur life. It’s time to quit reading the headlines, and to quit buying into the myth of glory, overnight success and riches. While encouraging the pursuit, Bixby also has the scars to prove that entrepreneurship “is hard, bloody work; it’s sacrifice.”

GrowLab will grow. More importantly, the current and future cohorts will keep benefiting from a healthy dose of realism too.

This story first appeared in BetaKit

Mobify’s Igor Faletski: “We Need to Prepare Ourselves for a Mobile-first and Mobile-only Future”

igor_faletski-1050x700Mobile is massive and it’s getting more so everyday. Yet for all of the phones, the tablets, and what I pay my wireless carrier, the mobile web still largely sucks. Everyday I either search for something or click a social web link, and wonder why I even bother. By now I’ve quit counting my sarcastic mutterings, “nice mobile optimization, you totally fail user experience 101.”

Being curious about the future of the mobile web and other things, I recently had a conversation withMobify’s CEO and co-founder Igor Faletski. Rumours around the Vancouver startup community suggested he’d know a thing or two. Turns out the rumours are true. The young guy who moved to Canada with his family from Vladivostok, and co-founded the company with SFU classmates John Boxall (CTO) and Peter McLachlan (Chief Architect) in 2007, has a lot to share.

Flashback to the state of the art for cell phones in 2007: there’s not really a connection between the phone and software apps as we know them today. Faletski shares that “starting the business kind of just happened to us. While in Prague studying, drinking beer and reading Kafka, we saw phones with colour screens and being marketed as a platform.”

The real ah-ha moment was realizing “if I can play a game and make a game, why can’t I write an app that would be useful for my productivity, and my work… this is coming, this is going to be big, we need to do something about it,” thought Faletski. “We saw that mobile and software was going to change the world, but didn’t know how. We decided to take on the challenge of doing something for the phone, rather than the desktop.”

We might still call it a phone, but the time we spend surfing, gaming, sharing pictures, or socializing exceeds the minutes we spend talking. The way Faletski sees it is “how we use our devices isn’t about the phone, it’s about apps, and remember the browser is an app too. The way websites present themselves to users will drastically change. Websites will soon, more and more feel like native apps do…instant, personalized.” His mission is making this come true.


“We’re bridging the gap with new technology, allowing developers to build faster web sites, optimizing them for all screens, and making the web more user friendly, responsive, and an overall better user experience.”

The world moving to a ubiquitous computing experience, and the notion of a screen hierarchy is giving way to the experience of getting my information or entertainment anytime, anywhere, on any device. To Faletski, “people are now expecting companies to deliver the instant experience… answering questions or delivering information ‘now’  It’s about dealing with customer service through the website or answering questions via Twitter, and interacting with businesses anywhere and anytime via the mobile device and social web. This is a huge shift for how we live our lives versus just a technology change.”

He admits the iPad wave both caught them by surprise, and is now driving a whole new conversation.

The market has sped up so quickly. He also sees North America being fragmented in terms of accessing information by using the phone, tablet and laptop, whereas countries like China and Brazil are more phone-centric. Faletski says “these developing countries will be adopting more tablets as a work enabled device to compliment the phone, which will further impact the evolution of the web. There’s no question we need to prepare ourselves for a mobile-first and mobile-only future.”

When we talked content, Faletski had little doubt that aggregation of content is here to stay, courtesy of Facebook, Flipboard, PaperLi and the like. He thinks “aggregation won’t challenge the idea that the web is an open and ‘free to play’ experience with no gatekeepers.” He quoted Jeff Bezos, saying “even the kindest gatekeepers restrict innovation.” He said app stores are slowing down innovation: “the web is beautiful because it’s open and anyone can join it and make it better. To us the opportunity of helping people build the web is a bigger opportunity than aggregating content in one spot.”

The Mobify team currently stands at 70 people, and Faletski is looking toward starting 2014 in a new head office, and growing the team to north of 100. They have an office in London (UK), and a partner team in Tokyo, and he says business is “all about learning how to serve our global clients, and global team members.”

Having grown Mobify without external investment, Faletski shares one of his most important  challenges involves “maintaining the culture as we grow. Culture evolves over time, but values stay  more or less the same. I’m really cognizant of the fact that while we focus on our vision, revenues and growth it’s important not losing the culture we’ve built, and making sure that every year we’re a better company to work for.”

Knowing Faletski has entrepreneurship hard wired into his DNA, as is evident from his TEDxSFU talk in September, I closed our conversation asking him to give out advice for the three person startup toiling away in some coffee shop. Without hesitation he simply says “get to the first dollar quickly, regardless of the plans to bootstrap or raise funding… things you create need to be useful to people, and money is a great metric to validate the usefulness of your product.

This was originally published in BetaKit

These Apes are Creating and Innovating


Metrics like headcount and revenue can only go so far in terms of defining a startup. For some startups, its the culture that defines its success.

With a team of sixty and growing, and with hit mobile games such a Kingdoms of War, Party in My Dorm, and The Meego, labelling Vancouver’s A Thinking Ape as a “startup” is almost a stretch.

For co-founders Kenshi Arasaki, Eric Diep, and Wilkins Chung, it’s the hacker culture that defines the business. They’re never far removed from their Y Combinator roots.

We recently discussed the challenges of running a business that’s largely driven by creating a new hit with every release. From an outsider’s perspective, it seems like being in the constant state of startup mode with every new game would be the norm. Is there a sense of perpetual uncertainty?

It turned out my hypothesis was wrong.

Since launching their first game as a three man team, Chung’s view is one of “making things more efficient internally (such as making the data more efficient) and methodology.” They’re not focusing purely on game design or creating artful masterpieces. For Chung it’s about “accomplishing more with less.” Diep added that “the scale in terms of bodies has made a difference. Much of our learning has been organizational learning”

From Arasaki’s perspective, “we’re getting better at optimizing processes.”

“Improving our execution, is allowing us take on projects of a bigger scope, and to make bigger bets. We’re seeing the process internally flat out getting faster, and faster,” he said.

When talking about creativity Arasaki admitted that “ideation can’t be looked at through the pragmatic engineering lens. We’re always asking ourselves how to continue to create games people will love”

Diep said their “biggest focus in building a culture of craftsmanship leaders jobs is to instill and reinforce that culture.” Arasaki added “ideas that come from the top that while useful can also be fragile, and it doesn’t scale as well.” He also acknowledged how the team is working at pushing more of the ideation down to the trenches. “You can’t force creativity, but you can nurture it.”

The team has built a strong reputation locally by inviting the community to participate in great hackathons. In fact, they probably organized the biggest all-women hackathon Vancouver has ever seen. It’s been through this experience that they’ve brought the hackathon onboard as part of the internal creation and innovation process.

Diep sees “internal hackathons helping reinforce the culture of building stuff… a sign of a great maker is someone who always has ideas, and is always thinking about things to build. It’s not about forcing to people to build something company specific, it’s really a creative exercise and in a way a welcome break for everyone’s primary and secondary tasks.” (In fact, a small team has been spun off to work on a specific project as the result of a recent hackathon).

They admit not having a set process for filtering through ideas. There’s a spirit of self recruiting creativity, with the litmus test being whether anyone’s ideas pass the peer test. The culture of ownership is paramount with this team, and as Chung pointed out, “leaders help make sure teams with new ideas are focused on the right metrics.”

In terms of things to look forward to, there’s new games in the pipeline. More interestingly, Chung shared how they are “looking at tools and supports services beyond just games. We’re considering what can be created around the games, and potentially distributed into new markets.” In some ways it didn’t strike me as shocking when Diep said “it’s a little known fact that we didn’t specifically hire any game engineers, so it will be no surprise to them if they build something amazing that’s not a game.”

It was fun asking them to gaze in the crystal ball and talk about technology in general. They’re stoked about the growing potential impact tablets will continue having, and wearable devices with a specific shout out to Oculus Rift. We wrapped up our ‘future talk’, collectively admitting to being in awe of Elon Musk’s recent video sharing his take on the future of design.

These are really smart guys, as exemplified by Arasaki recently being chosen to attend the Gaming Insiders 30, which brings together the gaming industry’s leaders to exchange ideas.) More importantly they represent hard work and humility with the genuine commitment to helping the Vancouver technology ecosystem grow and prosper.

It’s interesting how all three talk about the positive impact they felt in terms of living in a community of shared ideas, mentoring and advice during their time in Y Combinator, and working in the Bay area. This is the attitude they are fostering. As Diep put it, “we want to help put Vancouver more on the map. We want to figure out how to turn Vancouver into a destination for talent and resources.”

This was originally published in BetaKit

Why is the Last Cookie in the Jar So Tempting?

SoID-1002549me debates end in a draw. There’s no right answer, and there’s no definitive winner. Is entrepreneurship a function of nature or nurture? This topic has become a popular debate these days, and in all fairness, it’s a draw. There’s no right answer. For those individuals who pursue the entrepreneurial journey, there will always be success stories and tales of failure. The ‘naturally gifted’ probably win or lose just as often as the most studious. Having a high failure tolerance is likely a key differentiator. Ultimately the best outcome, win or lose, is the actual learning experience.

Vancouver’s Launch Academy is the quintessential learning experience. Since it’s founding as a non-profit in April 2012, it’s grown into a 9,000 square foot Gastown hub of startup energy. Approximately 70 companies and over 120 entrepreneurs are choosing to take advantage of the mentoring, networking, and learning opportunities provided. Being an early stage startup is all about embracing uncertainty, because success sure isn’t guaranteed.

Every startup is facing the same huge challenge of building a great, engaging and sellable product. Launch Academy understands how important the science of user engagement is. On the eve of the Grow Conference, Launch Academy brought in Nir Eyal, author of  “Hooked”, for a 3-hour presentation.

Prior to making the trip to Vancouver, I interviewed Eyal and he graciously shared valuable insights. Even with a couple successful exits to his name, it turns out he’s not asked very often to share his viewpoints on the speaking and workshop circuit. Eyal responded by stating that he “loves it” and that there’s the “feeling of a sense of relief when finding the answers to so many previous head banging experiences… It’s special seeing the light bulbs going on with every talk I give, and that it reminds me of my own revelations from working through every product challenge from my own startups.”

The Hooked workshop really focuses on understanding how to build products more efficiently. Eyal “wants to make the build, measure, learn loop more efficient. I want to help businesses Increase the odds of building the right things sooner… there are things we can observe about the customer by asking them what they want, but there are so many things we can’t observe. To understand the unseen we need to turn to psychology. We need to look inside the mind of the customer, and understand the things they may not be able to tell us.”

Eyal is an avid reader and points out that “while they’ve been around about 20 years, it’s only been fairly recently that we’re seeing behavior engineering and consumer psychology to be making serious inroads within the business community.” Ask yourself why do people pay more for last cookie in the jar? What’s the role of cognitive bias? Eval asks these types of questions everyday and sees that “we are now coming to a better realization of why these things work, and how to effectively implement such techniques ideally for good.”

It was interesting asking him to gaze into the future and share his thoughts about what we might be happening a year from now. Specifically noting that answers are one thing, but it’s being able to ask the right questions that often make the difference. So Nir left me pondering these questions; how can we connect healthy behaviour with a reward in real time? What will we see in terms of rapid or instant feedback in relation to the growing and quantified self movement of wearable technologies?

For a guy who’s all about behaviour, it’s a fitting end to a thoughtful conversation. If you’re looking for lessons about user engagement Nir Eyal is well worth following (@nireyal).

This story was originally published in BetaKit