Making the world flat, one programmer at a time. Vivek Ravishankar, Co-founder at HackerRank. #PNHangout.

Vivek from HackerRankI am one of the founders of HackerRank, formally called InterviewStreet, where we are building a platform for programmers to hone their skills and companies to streamline their recruiting process. Currently we are a team of 66 split across Palo Alto and Bangalore and we have been signing up companies like FB, Amazon, VMWare, Bloomberg, etc. as our customers while simultaneously growing our developer community. We originally started off with a platform for mock interviews but we pivoted based on customer feedback and we kept iterating until we found a gap in technical recruiting which we discovered had a huge market but was struggling from a recruitment perspective which is why we chose to go ahead and tackle this domain.

CodepairTo aid in this recruitment process, we recently launched Codepair – a tool for real-time technical interviews. With this tool, you can view, edit and execute code in real-time in over 16 programming languages. When interviewing someone for a programming position there are a number of biases which both the recruiter and the candidate encounter. Factors such as the programming environment, spoken language, etc. can impact a recruiter’s decision when hiring someone. In fact, I remember my first interview where I wrote a syntax which the interviewer wasn’t familiar with. It was a new syntax and was correct but due to the lack of familiarity on the interviewer’s part we spent over 15 minutes debating over the validity of the program. Though I now understand why I didn’t get the job, that situation could have been avoided if I had a product that is so home to the environment of a programmer. Ultimately when you as an interviewer are taking a decision on whether to recruit a candidate or not, it is your bias right? You are processing a set of data internally to gauge if this person is going through to the next round or not and we want to make sure that we can eliminate as many of these biases as we can.

With Codepair, the primary bias that we are trying to eliminate is the environment that you put the candidate in. For example, you maybe interviewing candidates from outside your country and because of your accent they might miss out on a couple of words or they can miss out on certain catch phrases in your challenge or in your problem. So we built a problem statement based on this issue where you can actually view their code in real-time and you can walk through the different scenarios in the candidate’s code, i.e. for this particular scenario this maybe the output and for this particular input this maybe the output, etc. The idea of Codepair beyond the fact that it can be a pair programming, support on-video and video integrations and so on is the fact that we can eliminate all of those biases and give both the recruiter and candidate the best tool or product which is so close to what they would be use for programming in their normal day and objectively measure the ability of a programmer or candidate to come on board. We have a lot of features which might not be so obvious initially but when you start using it the experience just becomes so much better. For instance, a lot of people conduct phone interviews or attend phone interviews with their phone between their ear and shoulder and that’s not the most comfortable way. So we brought in the ability to call and have a video. So a lot of these features are implemented with great care which is why using Codepair for technical recruiting is an absolutely great experience.

Why you will lIn terms of customer acquisition, we at HackerRank are focused on building an amazing content team. We tried running ads in the past but through feedback from our customers, we realized that that wasn’t the way forward for us. I am really excited about the content team and I think that that will be a great way to increase our customer-base. With respect to enterprise customers we have a very strong sales team. We have a SDR team and so on and that has definitely increased the customers coming on to the platform but for the hacker side of things, things have been relatively organic

We have learnt through experience that data beats intuition and market averages because of which ours is a very data driven organization.  As a result, everyone in our team has a complete understanding, almost to the granular level, of how many new people we are able to attract to the site from different sources and what constitutes a success namely a user who keeps coming back to our site regularly and how do we make sure that everyone falls into this cohort. This is what I wake up to. This is what our product managers’ wake up to.  To process all our queries in a day while staying on top of our game, we rely on this very data. We care a lot about ensuring that the customers, whether it’s a programmer that’s hogging a challenge or an enterprise company which is trying to make and view reports, have access to features as quickly as possible as product is essentially a function of user experience and the speed at which you are able to help users get things done.

HackerRank has scaled rapidly, though not systematically and obviously there are a lot of things that are broken but we are constantly learning from our successes and failures.  Now is the time where we are scaling at such a rapid pace that things have to be in order for it to actually get the effect of the scaling. Moreover, technology is such a critical part of everyday life and it is only going to get more critical as the world moves on because every industry is being driven by technology. Consequently, it is critical that a company hires the right people by stream-lining their recruitment processes. This way we intend to act as the backbone of organizations by aiding them recruit better and smarter. We want to make the world flat completely based on meritocracy and this is the problem that we are tackling at HackerRank i.e. how do you make the world flat?

#PNHANGOUT is an ongoing series where we talk to Product Managers from various companies to understand what drives them, the products they work on and the role they play in defining the products success.

If you have any feedback or questions that you would like answered in this series feel free to email me at appy(dot)sg@gmail(dot)com. 

 

 

 

Interakt – an all-in-one customer engagement platform, Sudhanshu Aggarwal – Product Manager and Founder @ Fizzy Software, #PNHangout

Fizzy Software was founded in 2007 when I was doing my under-graduation in the US. Back then the Facebook platform had just come out and we saw that this could be an excellent opportunity to build some interesting apps on their platform and the first Facebook application that we built exploded well on the market resulting in us developing more Facebook and I-phone applications. We eventually sold most of those applications because those platforms were very new and we weren’t sure what this would end up resulting in. So we saw an opportunity and we cashed out our applications. I then decided to join Zynga as a Product Manager, where, for over a year, I worked on their internal gaming social network initiative which was developed to compete with Facebook. This turned out to be a great learning experience – lots of very smart people, lot of insights, focus on scale, speed and analytics, etc. However I chose to return to India in 2010 and resumed operations with Fizzy Software where I started a team in 2011 which focuses on design, analytics and feedback to build products and solutions for ideas that we came across.

Interakt.co

The idea for Interakt arose from a recurrent pain point that we observed while developing our products at Fizzy Software. Just to clarify, Interakt is an all-in-one customer engagement platform that brings lead capture, user data, email automation, live chat, web notifications and feedback under one dashboard. Over the previous years when we’ve built products, our goal was always to solve some problem. So we would find that one simple problem or pain point that we were facing and we would build solutions around that.

interaktAcross all these products that we built there was one underlying theme namely “customer engagement.” No matter what product we built, whether it was a B2B product or a B2C product there was always an angle of customer engagement involved i.e. how do you capture customer information, how do you understand what are they up to, how have they used the product, etc. Typically you would engage with your users by maybe sending a marketing email, automated email, informational email or transactional email. They might also have a query so you would want to respond to their support queries, get their feedback or engage in live chat. So there are currently a lot of different methods that websites and mobile apps use to engage their customers. Once we had built a number of products we saw this as one of the main underlying issues that we had to deal with every time we built a product. That is when we started diving deeper into what other solutions were out there and we learnt that we could build a solution which was probably better and more comprehensive and delivered the right value because of which we decided to build Interakt as a central customer engagement platform to allow you to capture, engage and entertain users.

Picking and Choosing

Currently, in terms of customer acquisition for Interakt, we are doing a number of things as I think it is too early to predict what is going to be the biggest customer acquisition driver in the future for us but content writing is a very big thing for us. We are also now trying to formulate a social media strategy where we use Twitter, Quora and other tools to generate more leads and reach out to more people and get their feedback from there. Other than that we are constantly parsing and collecting information about start-ups from blogs and other sources and putting that in our database and reaching out to them. Another big segment for us is our integration partners. We’ve integrated with Shopify, Prestashop, bigcommerce and we are going to be going after their customers and will hopefully win some partnerships and cross promotions with those platforms where we sell it to their customers. People are already used to SaaS based platforms and they understand the value of having everything in an integrated solution. So just like Shopify handles all the inventory management, sales, payment transactions for e-commerce stores, etc. hopefully Interakt could be the place where you manage your customer engagement, supporting your customers, sending them more personalised offers, etc.

At Fizzy software, we have a diverse portfolio of products. So when building a product, we first ask ourselves if we are building this as a viable business or are we building this just because we see a problem and we are really passionate about it. This is something that has helped us determine things going forward. Consequently, we have built products like EmailList.io, LaunchGator, etc. where the idea was we wanted a simple solution where it just did something for us where other solutions didn’t satisfy our need, irrespective of generating revenue from the product. In these cases we built these products almost as hackathons and just opened up these products other people. We sometimes even open source the code if we think it can be beneficial to others to see how we’ve done things. In the extreme cases where we do come up with ideas where we think these are really models or opportunities that could be big, then that is when the decision is to see if this a B2B product or a B2C product and based on that the revenue model decision or the business model decision comes in. We have clearly defined that any B2B product will be a SaaS based play and with respect to any B2C product we want to stay away from advertising. This is an internal decision that if we are doing a B2C product it should be something where there is an alternate source of revenue rather than just advertising dollars because in order to make a lot of money on advertising dollars you need millions and millions of hits on a daily basis.

While building our products, what has been important for us is being clear about the objective. What I have noticed through various discussions that I have had with regards to a MVP is that people have over thought the scaling aspect of things. For example, when I have 100,000 users or 500,000 users I should be able to do this which, in reality, is technically not part of your MVP. The whole idea of your MVP is just to put something out there and figure out your product market fit because getting to a 100,000 users is a very big challenge and it takes probably lakhs of rupees or a brilliant product or some other product features in there which will allow you to grow that rapidly. Dropbox had its own referral system. Evernote just had a great product to capitalise on. So a lot of people focus on scaling which is one thing that we’ve never thought of. Whenever we are building something we prefer to just plug-in basic features that work for that moment and if we have to re-do it once the product goes live, that’s fine. So scaling is definitely one thing we pushed back at.

Product Roadmaps are driven by customer feedback

The core philosophy has been about being able to build that basic MVP in addition to having transparency across the board. We want to make sure that whenever someone is building something they have a clear vision in mind and that everyone in the team is aware of what the other person is doing. Before we build anything however, we require thorough research into the competition and what tools are available in the market in order to enhance and build our product at least on par with what is out there today. I think doing enough market research and gathering enough feedback from people that is basically what should be your first step before you decide to build anything because unless you have Steve Job’s capability of just envisioning something and coming up with a break-through product on your own, most people rely on customer feedback and there is really nothing better than that. So just getting out there and talking to people and figuring out what their response is in order to shape your product’s future is important. A lot of times we’ve been guilty of not doing that. We just went with our gut instinct when we thought that the idea would make a cool product but then we’ve realised, from a big picture perspective, that customer input and feedback from all the stake holders is ultimately what should be driving your product roadmap.

#PNHANGOUT is an ongoing series where we talk to Product Managers from various companies to understand what drives them, the products they work on and the role they play in defining the products success.

If you have any feedback or questions that you would like answered in this series feel free to email me at appy(dot)sg@gmail(dot)com.