Superhuman

“Most of our users actually end up getting through their email about twice as fast as in comparison to Gmail.”

“When you're past the 40% threshold and that number is sustaining, even as you're adding more users, the metric isn't going down. That's when you want to push Pedal to metal. That's when you want to grow as fast as you can.”

“So it's a really cool question because it turns out that the people who love your products the most actually end up describing themselves in the answer to that question, but using their own words. And so not only does it tell you who loves your products, it al…”

“So, you know, no team, no prototype, no traction, just a concept, and one slide of PowerPoint to raise that money.”

“My suggestion to the investment community, especially the investment community that advises early stage teams, would be to stop pushing for premature growth, especially premature growth at a product market fit. I think as an industry, we all already know that …”

“And so for us, just by segmenting our product market fit score jumps by 10% from 22% to 32%.”

“We were never starved of resources. We always raised a round ahead of traction, so we had our seed when you should normally have nothing, we had our A when you should normally have your seed, and so on.”

“So what we do at the start of every quarter is we give ourselves a 50% R&D budget for doubling down on the very disappointed users, the things that people love. And 50% R&D budget, addressing what holds users back, converting those somewhat disappointed users …”

“I think it's scalable, yes, for sure. I can see us getting to anywhere between 10 and twenty million dollars of ARR on this basis.”

“I have found for superhuman, and we've been executing it this way, that it is actually, if you can pull it off, much, much, much more efficient to not do that and to let the market come to you. So to be always sufficiently well capitalized ahead of your needs …”

“15 or 20% for the early superhuman days, our number was actually 22%, very disappointed, with a whopping 52% of people somewhat disappointed without the product.”

“And I think it's going to be a sea change. We're going to have this whole generation of products that hyper-invests in not only teaching users what to do next, but also how to do it.”

“In five years' time, we'll be a billion-dollar company, and I think we'll have multiple product lines.”

“Each onboarding specialist can do in the region of 35 to 45 calls per week, and if you do the math, then it turns out that you only need in the region of 60 to 70 onboarding specialists to get to that level of revenue.”

“In Superhuman, we had to build our own keyboard handler to ensure that we never lose keystrokes.”

“And number seven, and this is the hardest one of them all, balance high perceived skill with high perceived challenge, and this may counter-intuitively mean making your product harder to use.”

“Initially, we set out to show the next conversation in 100 milliseconds or less, because that's roughly the threshold at which point user interfaces feel instant. Well, we now have a new renderer that is three times as fast, and can do this in 32 milliseconds …”

“Super fans of all these products, you know, the cult members of these cults, will show up and overwhelmingly recommend their tool, and I know Superhuman, for instance, benefited a lot from that, and it looks lately like Rome Research is really benefiting from …”

“Companies like Slack and superhuman are not only really active on Twitter and things like that, but have highly engaged high quality customer service too. And that is a really unsung competitive advantage.”

“One of my favorite sustainable growth mechanisms that a lot of people think is unsustainable, and we mentioned Rahul, is the superhuman for onboarding, which is, in my mind, a total category creation play in how they've kind of mechanized onboarding in that wa…”

“Tiny does also invest in businesses, including the likes of Superhuman, SpaceX, Pitch, and Buffer, to name a few.”

“So if I have to create the next notion, the next superhuman, the next figma, My bet is that it certainly is going to look completely different because before I would reach for what I would call like software one point no solutions.”

“Then he raised pre raised a ten million dollar A round. He put it in a separate bank account and said, I'm not going to touch this thing. I'm literally just going to put it there. I don't want to see it. It's in a separate bank account. I'm only going to opera…”

“The staircase was beautiful, but you're watching Rahul walk down this beautiful staircase, and by the time he's walked to the bottom, kind of, you've moved on. And so then, in this, like, attention economy, you really need to make it short and snappy.”

“We are in a company that is similar to superhuman that will be at More than their revenue in nine months for what it took them eight years to go to.”

“I actually think that this will lead to creativity and certainly like taste standing out more than ever, because I think you're going to have this like flattening where you are going to have a lot of things that just like, oh, you know, here we go. It's this, …”

“The idea that like you are a designer and therefore you stay in these lanes and you do these tasks and you don't do engineering work or you don't do product work just like doesn't make sense. Like it doesn't work that way.”

“Write specs for humans. I hope most people aren't writing specs for humans any longer.”

“You should use the thing that's going to code it to help you write it because it's going to end up creating a version of that output that is more compatible with what it understands to do the work.”

“I mean, I think fundamentally a great product leader is a great Storyteller. Someone that is able to understand what the customers actually need, what problem that actually needs to be solved and can form that into a story that is just well understood and well…”

“We're basically at the point where we're approaching about half.”

“So is the design phase going away? No, like you still have to do that sort of thinking. And there are many Different tools for doing that sort of thinking.”

“I think the idea that everyone can build is not a moment in time hype cycle.”

“In 24 months, I hope it's like 90%.”

“At the end of the day, it was very much a, you know, premium product, immediate paywall, and the core ICP is founders, right? And we also experienced this at Whisper, right? Like the early adopter tech founder is not an infinite audience. I think today it's an…”

“To be honest, in any of the three kind of core companies that I've been at so far, It hasn't worked yet, but maybe I'll get a chance to change that at Victor.”