Gojek

“It was huge. It was like, 60% of acquisition once we released that.”

“There is a physical Conception of a driver in a jacket driving around the city who was marketing Gojek for us. And word of mouth actually was primarily driven by, I saw a driver on the street, so I knew Gojek was here. And that actually was a huge driver of al…”

“And we ended up renting a stadium to just hire like 60,000 drivers in a couple of weeks.”

“And we did find that when we told people this friend purchased from this merchant, you would be twice as likely to purchase from a brand new restaurant than users who did not have this feature.”

“So across Southeast Asia, we had about one hundred seventy million users.”

“Our first real growth experiment, we were actually still the data team at this time, was to connect a quick Python script to the Twilio API that we had access to. And we SMSed a bunch of drivers through a CSV that we uploaded that said like, Hey, you're accept…”

“I think I usually give teams like two to three weeks or frequency periods to see things flatten, but it better flatten around 60% for a free product. That's kind of, that's actually what we saw at Gojek early days. It was like, 60, 70% retention rates because …”

“There kind of needs to be a unifying concept. Across all of your services within the app for your users to be able to think about your product in a sensible way, you know, and, for us, the way that our customers thought about us was that was they thought about…”

“Looking for these opportunities where again, customers can kind of make that connection between, you know, the logo and the colors and the name with actually what the service is, I think is, is, are the opportunities that, that I would say people should look o…”

“And so we ended up making the decision of actually copying those features. So we actually saw all of these like third party fraudulent apps. And instead of like, you know, building a whole system to kind of prevent them from being built or preventing them from…”

“You know, I have no doubt that, you know, what we were building and what we are today is a technology company, but I do think that in the early days, you do have to be a lot more operations heavy. And then I think that, that lends to that scrappiness because t…”

“One relatively minor thing that I thought had a lot of impact with execution is being very clear that whoever is accountable for the result should also be the design, the decider. I found that a lot of literature out there says that product teams should be thi…”

“Today we have about 2.7 million drivers across Southeast Asia. We've completed about three billion orders last year.”

“In the early days, we actually had cash booths. So we actually had physical spaces with like a vault and a cash sitting in the vault where drivers can show up, you know, show that, oh, I'm, this is my driver ID. And this is the balance that I have with you, pl…”

“So when we first launched our car ride hailing services, I think I was the first actual driver on the app.”

“When we launched our app, you know, we grew more than a hundred percent month on month. For the first 1618 months. So we more than doubled every month for more than a year.”

“We actually hired private security. So we actually work with private security companies to help these situations, to help our drivers in those situations, you know, to help kind of like, you know, extract them out of these sticky situations. And so we actually…”

“It was Indonesia's largest IPO of all time, where we raised over a billion dollars at Something like 27, twenty eight billion dollars in terms of valuation.”

“All of the things that are really, really appealing, they will talk about, you know, lower customer acquisition costs, you know, higher attach rates to different products. Talk about, you know, higher, you know, retention across different services the ease of,…”

“All of our competitors at the time, when they first entered the motorcycle ride hailing space didn't brand their drivers because they came from a car centric view.”

“I do think that as, and this is probably most relevant for founders, less, less for executives, but, you know, I think for, as a founder, I do think it's really important to understand the work that needs to be done in order to see what excellence looks like. …”

“For the first six months after launching our app, you know, we had only raised about two million dollars and our regional competitor had already raised 250. So they had literally like more than a hundred times more capital than we have.”

“In terms of, you know, volume, I would say that we're up there with Uber globally and definitely larger than Lyft. I don't remember how many drivers are in the US, but it's definitely, we definitely have more drivers in the region than all of the, all of Ameri…”

“Some product managers, what they bring to the table is arguments, what they bring to the table are debates, what they bring to the table are pushbacks, while others Are able to channelize the questions, channelize the inputs, channelize the direction, and conv…”

“Finally, we have what's your operating model, which I feel is the most important thing which you have to have to focus if you are going from mid-senior to senior level. This is essentially about communication, collaboration, organizational skills, and communit…”

“There are three tenets that I define in working well as a product manager with others. Number one is raise difficult issues without being difficult to work with. Bring out important topics without drawing importance to yourself. And finally, you are in charge …”