• A prospect tweets about their experience evaluating Argyle.  Or a blogger mentions Argyle in a post.
• A competitor swoops into the conversation saying "Hey - you should check out our product!".

I don't have a problem with this whatsoever.  Social is an amazing competitve equalizer.  There are no protected markets - most customers are highly visible and often talking about their business problems and buying process.  At any given time, it is pretty easy to track down someone that is evaluating one of our competitors or one of our customers talking about Argyle.

However, stuff like this crosses the line:
 

(Sendible is a tangential competitor to Argyle based in the UK.)

As the CEO at Argyle, I have unique insight into the claim that "lots of users" are leaving Argyle for Sendible.  Turns out that this claim is false. 

We are building *very* aggressive customer acquisition machine at Argyle.  We win business with great products that solve meaningful problems and a transparent, consultative, and affable sales team.  While we're happy to highlight differences between Argyle and other offerings, we never disparage or flat-out lie about our competitors.

We're overly transparent because it is good business and the right thing to do.  And because the market is always watching.

--
I first visited Downtown Durham to take a tour of the American Tobacco Campus, which was still very much a work in progress at the time.  It was 2005 I think.  There was an 8 foot barbed wire fence around the property and there were trees growing inside of the buildings.  I was a Sales Associate at Bronto Software, which had 7 or 8 employees at the time.  Bronto moved to the American Tobacco several months after my tour of the campus yet-to-be and my love affair with Downtown Durham was born.

In December 2009, when my business partner Adam Covati and I pinched our respective noses and decided to take the plunge with Argyle, we knew that we wanted to move into a Durham office as quickly as possible.  After several months working anonymously in our respective home offices, we developed enough traction and raised enough money to move into a tiny office in the Snow Building at 331 W. Main St, right above Beyu Caffe.

I knew that we made the right decision the day we moved in.  Adam and I were struggling to move a couch (that we bought from UNC surplus for $20) into our building and Jud Bowman, the Founder and CEO at Appia and Durham start-up veteran, happened to walk by and hold the door for us.  We were bumping into guys like us on the street before we had even moved into our office.

Fast forward to today - Argyle has 21 employees and has carved out its own niche in Durham on Rigsbee Avenue, right around the corner from Rue Cler.  The city is our 22nd employee.  It helps us recruit, it keeps us entertained, and it inspires us to keep looking forward.

Durham is a momentum story - the culinary, artistic, and (of course!) start-up scenes have grown by leaps and bounds over the past several years.  There is a palpable sense of forward movement in Downtown Durham that makes it a great place to launch and grow a start-up.  I'm excited to see Triangle Start-Up Factory accelerate more good things in the Bull City.

So I thought I would jot down some notes for posterity.

In short - different jobs require different skills that require different incentives. Selling and coding are incredibly different tasks and thus shouldn't be comped the same.

For our purpose at Argyle, sales reps execute a process over and over. Unit-based incentives work incredibly well for these tasks.  The best sales people are coin operated - if you create a properly aligned commission plan, they'll do exactly the things that earn them the most money...which are hopefully the things that create value for the company.

Software developers solve complex problems over time.  Unit incentives are demotivating when tied to these tasks.  Check out this great talk from Dan Pink about the surprising impact that incentives can have on motivation.

A commission-less sales comp plan doesn't take away any of the realties of the sales role.  There is still a quota and intense pressure to hit it.  Just without the upside for performance beyond quota.

When done well, sales commission compensation rocks.  I loved getting it as a sales rep.  And I LOVE paying it as a CEO.  I'll write another post about how we've evolved our commission plan over time at Argyle.

2007 Edition
2008 Edition
2009 Edition
2010 Edition

Interestingly, all of the following links point to Spotify whereas the previous editions pointed to YouTube, Amazon, iTunes, and elsewhere.  Spotify definitely changed the way I jammed in 2011.

Other than Big Boi (AKA Sir Lucious Left Foot AKA Daddy Fat Sacks AKA Chico Dusty) in January, I can't remember going to a single concert in 2011.  You see!  This is what happens!  This is what happens when you run a start-up and have a kid!

How Far We've Come - Dawes

Such a fun, bouncy tune!  A friend recommended Dawes to me and I listened to the record non-stop for several weeks.

Who? - The Sheepdogs

This would be a fun song to cover.  Very cool harmonies and a hard-hitting bridge.  Evidently the Sheepdogs are kind of a big deal.

Less of Me - Glen Campbell

I read an article about Glen Campbell's struggle with Alzheimer's and the record that he released - "Ghost on the Canvas" - as a goodbye note of sorts.  So I decided that I would like Glen Campbell.  And it didn't take very long. This song is particularly special because I like to sing it to Thomas.

Piggy Jig - Kindermusick

Speaking of Thomas - I have a kid now.  Which means I have to listen to songs like this.  Piggy Jig is actually pretty cool.  Could be a lot worse...and I suspect that it will be sooner rather than later.

Black Tongue - Mastodon

I have a kid, but I still like to kick @ss.

Whole Love - Wilco

At this point, Wilco is like a worn-out pair of shoes that fit familiarly and perfectly every time.  I thought "The Whole Love" was a strong effort.

Fanfare for the Common Man - Copland

I remember blasting this jam in January when we would close a deal at Argyle HQ #1, 331 W Main St, Suite 403, Durham.  We weren't closing many customers earlier this year, so it was always a big deal when we got one!  Luckily, we're closing much more business these days.  And we have way too many employees to distract with deafening Copland.

Judas - Gaga

Not ashamed that I love this song, even though many Argylers made fun of me for listening to it so frequently after it released.

Delineating between churn and froth makes it easier to more accurately pinpoint and address the reasons behind lost customers.  Churn represents customers that cancel their subscription 3 months (or more) after signing up.  Froth represents customers that cancel their subscription within 3 months of signing up.  These are simple definitions, there are many other ways to define the metrics.

A high churn rate more likely indicates a product problem.  Churned customers bought into the value prop and stuck around, but didn't get long term value from your product.  This might suggest that certain features might be lacking or that the scope of your product is too broad.

A high froth rate more likely indicates a marketing problem or, to a lesser extent, an on-boarding problem.  Your marketing programs might be generating leads outside of your sweet spot.  Or your sales team may not be properly qualifying opportunities.  Or your services programs might be under-resourced such that new customers don't get the proper resources/training to ensure that they properly use your product from the outset. 

Both metrics are important and inform different strategic decisions for SaaS companies.  Identifying the characteristics of churny and frothy customers and pro-actively addressing the issues will pay off in the long term.

And I just skimmed this blog post via Hacker News - I'm turning 30 and I've produced no amazing art.

And I've had a few conversations with a friend that is wrestling with long-term career decisions.

Which got me in a reflective mood.

I'm still MILES away from the entrepreneurial finish line, but I've learned enough and have spent time with enough successful entrepreneurs to recognize that the recipe for big success is a mysterious cocktail of risk, focus, and time.  It takes all three ingredients...with a few incredibly rare exceptions to the rule.  And you're not gauranteed anything even if all of the ingredients are present.

The 30 year old that hasn't produced amazing art hasn't put in the time, nor has he focused his efforts.  My friend that is wrestling with the direction of her career is confused by risk - she is looking for the "certain" path to big money and a great life, which obviously doesn't exist.  Both stand to see enormous entpreneurial success in their careers, but only after they come to terms with the recipe.

It has taken Adam and me 2 years, incredible focus, and multiple leaps of faith to get Argyle this far.  And we still have light years to go.

1.)  Just as I do with all new hires - I spent a couple hours with the new folks sharing the history behind Argyle and our mission/purpose/values.  I'm a big believer in mapping the day-to-day to the bigger picture as much as possible, so I like to make sure that new team members get a very clear picture of who we are and what we believe at Argyle.

2.)  The reps earn small wins every day based on their performance and level of activity.  The first rep to complete an assessment call earned a $50 AMZN gift card.  The first rep to complete 5 assessment calls earns a $50 AMZN gift card.  And so on.  Our Dir of Sales Vimal Patel is great at using games and/or small incentives to encourage the right behavior.

3.)  The reps level-up based on performance.  We have a few lead sprinklers that assign leads to sales associates.  Reps earn access to the "better" sprinklers based on their performance.   Reps start out cold calling and dumpster diving in Salesforce.  They will eventually (hopefully!) earn their way to the most desirable sprinkler, which allocates the "I'd like a demo of Argyle, please!" leads.  These leads close more quickly and more frequently, so the they have a very strong incentive to work up the food chain as quickly as possible.  This idea came from Tristan, our Dir of Ops. 

I bought fresh collard greens from Elder Bond and his mother Lela on my way home from work. I asked if I could take a picture. Mr. Bond said yes and asked me if I would put the picture on the Internet for him. So here it is!

Happy Thanksgiving!

I've been to San Francisco multiple times, but this was my first visit as the CEO of a start-up.  (If you're new to this blog - my company Argyle Social is based in Durham, NC.)  It was an eye-opening experience.  Turns out that a lot of what they say about the Valley is true.

1.)  Everyone very genuinely wanted to help us out.  We met with 8 companies - some big companies that you may have heard of like Twitter and some smaller companies that you will probably hear of soon.  Every conversation was incredibly transparent and collaborative, even though Adam and I were complete strangers for the most part.  A case in point of start-ups (and former start-ups made big) helping each other out.

2.)  Everybody knows everybody.  The UserVoice guy went to a beer night at Klout.  The Klout guy's brother is the API guy at Twitter.  The business development guy at Twitter went to UNC.  (You get the idea.)  No different than any other start-up community...except that the Valley connections are with the most important companies in the world.  Adam and I made great connections on this trip and I'm confident that these great connections will yield even more connections.

3.)  Start-ups are everywhere.  Adam got the great idea to start using Foursquare on the trip...and he convinced me to join the effort.  It was amazing - and, frankly, frustrating - to do a Foursquare check in at Klout and find that GitHub, EventBrite, EngineYard, a laundry list of other interesting companies are within a 100 yard radius.  There are a handful of start-ups in Durham, NC that I consider peers.  There are a handful of start-ups in every building south of Market in San Francisco.  And we didn't even venture out to Mountain View, Palo Alto, etc.

I'll be making trips like this (at least) once a quarter going forward and I strongly recommend it to any other CEO of a web start-up.  It is useful to get away from the office so that you can think, helpful to build relationships outside of your geography, and energizing to get plugged in to the epicenter of the business.  

Book a few meaningful anchor meetings that actually warrant the trip and then work your network to fill up the rest of your time with spec meetings.  

The event was a lot of fun and we met quite a few interesting candidates that I suspect we'll phone screen over the next couple weeks.  We also met an endless stream of unemployed people - some recently, some more-than-recently - that had spent their careers at big companies like IBM, Cisco, etc.  

Many young professionals and graduating students look to these big companies as the "safe" place to work.  You can get experience, you can move up the ranks, and so on.  

There are certainly reasons to work for big companies, but I believe that this "safety" is a fallacy in large part because one has very little control of their own destiny at very large organizations.  A fluctuation in the share price or a decision from on high or a mistake four times removed from one's role might end up in cancelled projects, missed promotions, or worse.  The unemployed big company people I met at the event seemed perfectly capable, just unfortunate.

Sure - start-ups are risky...and risky beyond comprehension in the very early stages.  But one's scope of influence is much larger and the distance between input and output is practically zero.  Plus, one can actually eliminate risk at a start-up.  Most of my day-to-day actions at Argyle are focused on making our business more predictable, repeatable, and scalable.

To bring this full circle, imagine the irony when one of the larger companies that participated in the Big Top event "pitched" the audience by showing a video that featured its employees gushing about their job security and peace of mind.  I couldn't help but laugh to myself just a little...