Miro

“So with the visual collaboration, for example, We weren't ranking. We weren't categorized in visual collaboration on G two crowd. And we had to meet with them and explain what it was and talk to them about the differentiation of this category versus other cate…”

“We got our domain name changed to Miro.com. I think it was like, 48 hours before the event. Like all the material had been printed with the new URL. Like we had to just make a leap of faith.”

“You're not building a category until there is competition. Like it's not officially actually a category until there's more companies that do that. And that was like a big learning for me in this whole process of category creation is that it's actually okay whe…”

“I think at some point it's common for companies to do a rebrand, like once they go into scale mode before you have too many people and before you invest too much, obviously in building that brand. So I think the sooner the better, like rebrand before I even jo…”

“Visual collaboration was our way of kind of like putting a nice bow around this thing that could then be an enterprise product that solved a lot of different problems for a lot of different use cases and different types of users.”

“I think we kicked off the naming process in the end of October and we launched publicly at South by Southwest with a fully three-dimensional booth in March.”

“At that time. I think we're a million users, maybe like a couple million in revenue. So it was very early days.”

“Give or take about 1800 employees at Miro globally across all of the 12 hubs.”

“And specifically in terms of the number of product managers, we are over four or 50 PMs in the team.”

“Products either get better over a period of time or they get worse. Products never remain the same. And I think you can take that philosophy to a bunch of things in life, but I'm going to take the lens of products, which is my core philosophy is like every sin…”

“Our product organization is actually based in Europe and our go to market organization is is worldwide. And you know, so our, you know, product management team, our designers, our engineers are located across three different hubs in, in Europe.”

“So I would say about 20 to 40% of the available capacity at any given time is either getting allocated to architectural initiatives.”

“You have to be very deliberate around the points of intersection, and you have to make sure that you know, these organizations don't consider themselves as competition. Like, you know, it's one product, one company. It's just two, two channels of how we are se…”

“Every offsite that I do with my leadership team, usually there is a one to two hour session where it is feedback to Varun. And I actually do it openly. I will have about eight to 10 people in the room, and I will force people to be very honest, and I want to s…”

“And, you know, now, as you know, we have over fifty million people on the platform.”

“Early on, we were doing OKRs on a quarterly basis. And I would say more recently, we've actually evolved to six month KRs. And what we found was that You know, six months was the right cadence in terms of giving enough time for teams to basically push forward …”

“We have a product process that we follow, which starts with the P strad, which is a strategy, and then we go into P zero, which is you know, definition of the problem. Then we go into P one, which is definition of the solution. And then we go into P two, which…”

“Anytime we're trying to build a new experience, like one of the approach we want to take is like very quickly validate. That our original hypothesis you know, is that sound or not? And we are big fans of the design sprint framework, you know, so what Jake Knap…”

“You have two personas that you have to think about. Everyone who's on the product leadership team is, is a product leadership team member, and the fundamental thing that you have to do is drive accountability. So the number one thing that a product leader on t…”

“Velocity is more like the game of golf where you're just playing against yourself. Like, it's not like if Lenny and Varun are out of the golf course, like, it doesn't matter. Like, you know, I'm not competing against you. I'm just competing against myself beca…”

“When we think about the product org, like, we call our org, it's called AMPED, A-M-P-E-D... AMP stands for like analytics, marketing, product, engineering, and design. And everything that we do in the product org, when we say the product org, we actually don't…”

“We actually enable our entire field organization using TalkTracks. So what happens is that we have our entire roadmap published out as a Miro board for enablement purposes, so that that's an artifact that is approved to be shown to a customer and what you will…”

“Like when we ship stuff on a monthly basis, our design leadership team does a triage of everything that got shipped into, like, High quality or not high quality. It's just like a binary function, and we're doing that, and we're saying, hey, the reason why we b…”

“So I would say it's maybe a hybrid structure that we have but the sort of the foundation of the of the team setup is is around persona. So we have what we refer to as streams, you know, some companies refer to as domains, but essentially it's a set of individu…”

“Early on in the journey you know, some of the features were presented on a trial basis. You know, and then later on, like sort of the model was evolved from a trial basis time limited to a premium model that further sort of accelerated, you know, the growth fo…”

“Horizon one business, which is what we are, you know, the thing that's delivering food on the table. Generally, there's about a 70% allocation of resources that we have to overtake. Then there is horizon two, which is an adjacent thing, you know, with the next…”

“What you want to do is that you want to be the first one to hit the brick wall where you have this, where you have the learning faster than anyone else in the market so that you can decide, oh my God, the path that I was going was not the right path. I need to…”

“Our observation is that while those tools are great for the unique needs that they're solving, we haven't found, like, a, like a universal solution for road mapping, so there are some teams that use Miro, you know, for road mapping, and they would use the Kanb…”

“And so what we do is we have a rolling six month roadmap that gets updated every three months. And the first three months of that, that roadmap, we have an 80% precision level, which means that 80% of the things that we claim to be on the roadmap will get done…”

“The success of a company is a direct relation of what the competition allows you to do. I feel like not many people sort of talk about that, but in many cases in my professional career, and I've been at it for, you know, close to 24, 25 years, is that every si…”

“Mira did not hire their first salesperson until they were like five or seven million in ARR. They were literally closing the contracts through support team, and it was just fine.”

“So a couple of benchmarks for you all across Netlify, Miro or Amplitude, which are all of the companies I've worked at. It was 12 months plus of usage. That had to happen before sales contracts can be created on sustainable way. Now that's not an all encompass…”

“Nobody's gonna pay a 100,000 dollars to solve a team level, small problem that is solving. What is the enterprise level problem? It's increased innovation. It's increased productivity across the entire team, because now we have this new outlet in which we can …”

“Let's say at Miro, our head of growth product had a self-serve revenue target on her back. She drove it. She had revenue goal that she had to hit in product. And she shared marketing because I ran marketing in that company. We shared a pipeline goal creation.”

“And if you look at other hyper-growth companies, Airtable, Miro, both of those I know from the inside have had strategies where the salespeople really only engage after some threshold has been hit of number of users that have already been paying for the produc…”

“Whiteboards were the number one most uploaded asset in Jira forever because people all get together and they write their ideas on a whiteboard and then they need to like remember it and iterate on it.”

“Ok, so Canva is bigger than Figma and Miro and Webflow combined. Both in terms of valuation and in terms of revenue, you guys are generating 2.3 billion dollars in ARR per year, and you're profitable. You've been profitable for about seven years at this point.…”

“However, what I can say, it's on par with benchmarks of other B to B SaaS products that I've ever worked at. And I worked with Miro, Dropbox, SurveyMonkey, Netlify Amplitude and others.”