Turing Distinguished Leader Series: With Partner David Zhang, TVC


How to Scale Unicorns With Partner David Zhang, TVC

The theme of this episode is learn how to scale unicorns. Joining us for this episode is our associate David Zhang, Partner at TCV ((Technology Crossover Ventures). He focuses on investments in fintech, the web, and software program.

Jonathan Siddharth 

I’m excited to welcome David Zhang from TCV. We’ll have a enjoyable dialog over the subsequent 40-45 minutes. Welcome, David.

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And earlier than we get began, might you share slightly about TCV and what bought you into enterprise investing?

David Zhang

I’m a associate at TCV, which we based in 1996. We’re a crossover fund. We’ve been doing this for nearly 30 years. 

So, consider the everyday two founders with a pitch e book in a storage. That’s not what we do. Instead, that’s the kind of pre-series-A funding the place firms or founders have visions of the place they suppose there are underserved market wants, and so they’re developing with one thing tremendous excited to attempt to resolve that. 

That’s not what we do. We are available after a product has landed and located product market match and has some escape velocity. So we’d put money into any standard collection B’s by means of public choices. 

And, I believe to return to your query, Jonathan, on how I bought to enterprise, I broadly stumbled upon it, if you’ll. I’ve been in and round expertise for over ten years. I based a startup years in the past, and that’s how I began getting a style of it. The startup didn’t work out, however I discovered methods to be round it, whether or not it was on the gross sales facet in Goldman for a couple of years. And then, I additionally invested in tech firms as a public markets investor for a number of years earlier than. 

Jonathan Siddharth

Sounds nice. What’s your opinion on what’s occurring in public markets and the ripple impact on personal markets? How does that translate into recommendation that you just give to your startups? I’m positive lots of your startups are comparatively giant firms within the unicorn stage and past. What steering to your portfolio firms?

David Zhang

Yeah, it’s undoubtedly an fascinating time. It’s fascinating for a bunch of causes. 

I believe everybody’s just like the sky is falling. So many individuals suppose it’s doomsday and what’s tremendous fascinating about it’s that narrative has utterly turned when you simply rewind the clock. A 12 months in the past, it was the exact opposite, proper? Things had been by no means rosier. We had been on the tip of a bull market, and it was just like the celebration wasn’t going to cease, proper? It was like there was no finish in sight. 

And now it’s like, gosh, the sky is falling, and it’s the other narrative. There’s a variety of concern available in the market. So the broader situation is that two issues must be parsed individually. 

One is the investor sentiment, which is what I simply described. 

The different is that investor sentiment is altering as a result of there look like potential elementary cracks within the economic system. We haven’t seen any systemic collapses or huge pockets of the economic system get solely decimated, however there are definitely worries about these issues occurring. And a giant a part of that tendencies and indicators portend potential calamity, proper? So inflation is all the time one the place it’s not enjoyable. There could be all types of various knock-on results from it. So that’s the massive one, clearly, with the geopolitical tensions, not simply Russia and Ukraine. But broader geopolitical and financial instability.

I’m making an attempt to be optimistic. There are a variety of worries, however it doesn’t really feel just like the economic system has collapsed. 

If the market hits a extreme downturn, how lengthy will it final? And what occurs in that situation? There is a bunch of standard knowledge on the market, and one among them that’s tremendous fashionable is to be sure to have three years of money runway, proper? 

Sequoia despatched out this deck. I’m positive you guys have most likely seen it too. Anything that goes round simply will get circulated like wildfire. It’s nearly just like the enterprise neighborhood is sort of like an influencer bubble. 

In my humble view, there’s a hazard in offering a one-size suits all sort of recommendation. I believe each firm’s portfolio is completely different, in order that they’re all completely different sizes, completely different levels, completely different geographies, completely different money positions, and completely different market management positions. 

I’ll say the one factor we inform all our portfolio firms is to get match and lean in. So the “get fit” a part of it’s no matter your circumstances are right this moment, lean inwards slightly bit, do some introspection, and work out which a part of the home requires some cleansing up.

Good CEOs will look inside and say: “Hey, maybe we’ve been hiring a little bit too much during the sugar rush phase of the pandemic, and what does that mean for performance management? Have we become soft? Can we squeeze out more from folks that we’ve hired, and are there things that maybe we have completely neglected? Can now use the opportunity to right-size it or improve it?”

Indeed, when you don’t have sufficient money, I might nearly say it is best to all the time have three years of money runway. So that is turning into the primary piece of recommendation on the road. And it’s sort of foolish as a result of that was all the time alleged to be the case, so when you don’t have that, you higher get it now, that’s for positive. 

And then you understand, the lean partially is that when you’re a market chief, for instance, and your home is so as, and issues are going properly, how do you employ this chance to separate your self from the pack? Chaos typically creates among the finest alternatives, so we are inclined to again class leaders. And so, as a part of our DNA, we are saying if you’re in an honest spot now, that is the time. Others are going to be probably struggling. So how do you employ this opportunity to sort of actually break free?

Jonathan Siddharth 

Yeah, that was tremendous insightful. I just like the get match and lean in. I really feel the identical manner, and at the least for me, from Turing’s perspective, we had been in a Blitzscaling part, the place in Reed Hoffman’s phrases, the place you prioritize pace over effectivity in moments of uncertainty. And now, I believe there’s a shift that we’re seeing the place everybody prioritizes environment friendly development and scaling much more than earlier than. So things like contribution margin, burn multiples, GTM effectivity, and ROI of various advertising groups change into extra essential.

Do you are feeling the identical manner and suppose the deal with effectivity of development is extra essential than simply pure top-line development? So first, we had been way more kind of with a excessive development fee, and we didn’t even care about how we bought the income after we bought it. And now we’re way more cautious about income high quality revenues. Would you say that? 

David Zhang

Yeah! I like the candor there, Jon, and it’s very true. I believe you characterize it tremendous properly. So there’s a product facet and a enterprise facet. 

The fantastic thing about software program, usually, is that you’ve got this idea of MVP. Building a enterprise round software program has all the time been completely different. When you’re constructing a enterprise round one thing, you’re monetizing one thing. You’re going out to amass prospects. You are creating one thing round it. 

We’ve all the time considered that. And this is likely one of the pillars we speak about internally, but additionally to our founders. All the businesses we put money into have an analogous worth alignment, and we name this high quality of development. So this has all the time been our most important focus space, whether or not in 2022, 2021, or 2001. 

But with high quality of development, the centering query has all the time been, how do you develop as rapidly as attainable with out sacrificing underlying unit economics? So having simply development isn’t sufficient. You have to have as prime quality as attainable. 

So I’ll give an instance. We led the funding in a brand new financial institution, their Series F, in 2019.

Now they’re a public firm, and so they’re an incredible instance of high-quality development. So they’ve about 60 million prospects now, and so they have a view of the online current worth of every buyer once they’re onboarding them and their fashions to point out it. So they’ve quantifiable threat profiles and in the end map them to lifetime worth, proper? 

And this stuff are dynamic as they see real-time indicators from how prospects behave once they’re paying again payments. You know, once they’re loading up the cellphone and stuff like that. The overwhelming majority of their buyer acquisition is phrase of mouth. So they purchase prospects with little or no pocket expense. 

When you place these two issues collectively, you get high-quality prospects, excessive LTV, and acquisition at tremendous low prices. So that’s an instance of the standard of development by not simply blind development. They are additionally rising at a loopy pace on these dimensions, however the high quality underlying additionally it is actually excessive. 

Jonathan Siddharth

Yeah, yeah. That’s nice, David. How do you measure the standard of development? Do you’ve got different effectivity metrics that you just take a look at while you consider companies to test the standard of development and the standard of the revenues? 

David Zhang

Customers are available, and so they go away, or they keep. If they love one thing, they usually keep. And you understand, a value goes out with an acquisition, so whether or not it’s hiring a salesman, commissions, or paying Google. Sometimes you don’t pay them in any respect. They name them phrase of mouth. So all these are other ways to amass prospects. And these prospects should deliver some sort of worth to you, proper? 

So when you break it right down to these three elements, the primary is how are you buying a buyer? That’s primary.

And then the quantity two query is, are they staying? Because when you’re buying prospects, however they’re leaving at a quick tempo, then you’ve got a leaky bucket. So is that this a one-time acquisition or a multiple-time acquisition to get the individual to that door?

And then lastly, it’s doing the mathematics on the worth. Whether it’s $3 or $3,000 could make sense relying on what that individual finally pays you again.

The standard LTV CAC is usually used for subscription-type companies the place issues are typically extra of a recurrent nature. The numbers don’t all the time inform the entire story when you dig deeper. But stuff like retention is tremendous essential. So how sticky are your prospects, and may you break that right down to buyer retention? You can break that down into the inverse of that churn. You can break that right down to income retention as a result of several types of fashions, whether or not subscription, usage-based, or transactional, may have completely different retention metrics. 

And then you’ve got LTV that may be measured by realizing if buyer sticks for 2 years, three years, or 5 years, and through that point, how did they develop with you? And what’s the related financial worth that comes with that? 

And that’s the fourth piece is extra qualitative than quantitative, is the way you’re monetizing. Do you suppose a technique is extra sustainable than the others? So your manner of monetizing your online business does issue into high quality. So the standard of development has implications on the income stream’s sustainability.

Jonathan Siddharth 

That is smart, David. And in board conferences that you’ve got right this moment, are there any subjects you see developing for dialogue that maybe didn’t come up one or two quarters again?

What is your major recommendation to firms that also should adapt to what might come? I might love to listen to your recommendation for firms of those sorts.

David Zhang 

Here’s the primary one. I believe many firms are actually beginning to do situation planning. So they’re like: “Hey, if the economy goes to different shades of red, are we well positioned to survive?”

And then the subsequent query is: “Are we properly positioned to thrive? Are we properly positioned to emerge even higher? So relying on the place you’re on this stage of that dialogue, or that preparedness, if you’ll, it usually marches by means of that sequence.

The second one is speaking concerning the high quality of development once more. We’ve all the time centered round that, however what’s altering this time? We had been very positive earlier than. So, let’s make doubly positive this time. So, guarantee your high quality of development is tremendous strong.  Doing this lets you be assured about your path with out being distracted: “Hey, is this working? Or is it going to come back to bite me later?”

And then the third is the workforce. And so a variety of it’s efficiency administration. You have to know all of the folks I’ve employed or the folks I’m about to rent, whether or not up and down the stack, folks within the engineering workforce, folks on the C-suite administration workforce, and what we count on from them. So slender the main target to make sure we all know what we’re making an attempt to play for.

And in instances like this, there are alternatives as a result of many firms are on this development. Later stage, public firms are right-sizing their groups, so there are a lot of alternatives on the market. So simply preserve an eye fixed out; relying in your development stage, it might be moderately engaging. So it’s essential to not lose expertise.

Jonathan Siddharth

Cool, David. And, when you consider an organization’s journey as a kind of there may be that 0-1 part, i.e., discovering product-market match stage. And then you’ve got that early traction the place you’ve employed your early workforce, and also you’re in that one to 10 million income sort run. And then there may be the ten million plus scaling stage at which many post-unicorn firms are seemingly at.

In your thoughts, what’s completely different in the best way firms have to function in that post-unicorn stage? 

David Zhang

Yeah, that’s an incredible query. I like the way you’re very clear concerning the centering metrics in your thoughts with revenues, which mirror scale. 

You know, a variety of instances, what we hear is: “Hey, what does the company do is $5 billion of equity value is $10 billion.” That’s a valuation quantity and pricing quantity. There are billion-dollar startups which have a later stage of maturity than the $10 billion firm, proper? Like that occurs. 

And in order that’s precisely how we see it. We consider it way more when it comes to what number of staff does the corporate have? What’s the income scale? 

So I consider it as an organization’s lifecycle, and some qualitative levels are essential. We have a number of firms in our portfolio. But completely different firms fall into completely different levels.

The first one is the pre-product-market match which we don’t do. 

Then the post-product-market match is what we mentioned as rising and naturally hyper-growth. And then, each product that enterprise matures in some unspecified time in the future. So, in that hyper-growth part, we don’t take into consideration [these things], however going from collection B to collection E wants much more. I’ll provide you with examples.

Amazon right this moment continues to be unlocking completely different S curves, small ones or huge ones alongside the best way. So from once they based the corporate three a long time in the past, there are nonetheless arguably some components of the enterprise in hyper-growth, and a few are usually not. 

And so, the purpose is, we frequently speak about second X or new S curves for each product that matures in parallel with the core enterprise or core product or enterprise that’s in hyper-growth. 

And so, Amazon with AWS is probably the most prolific instance. They began with the core service provider enterprise, and immediately, they’ve a shopper enterprise; the place did that come from?

The firm continues to be innovating and unlocking new curves. They’re nonetheless in hyper-growth if you’ll. And then, lastly, when all the expansion spurts and S curves decelerate and die down, the corporate matures. 

And at this level, the corporate has reached its full potential. So if it’s an incredible firm, it’ll develop slower however at a really wholesome compounding fee. And they are going to hopefully produce or prioritize revenue margins if the economics work. So that’s how we see the expansion part. The development part is probably the most thrilling in your complete lifecycle of an organization due to the explosion of innovation and development. And that’s the place I spend all my time at TCV. That is our specialty. And we’ve been doing that for 3 a long time.

Our recommendation to our founders is that they’re underpinned by a couple of pillars we mentioned. So the standard of development is primary. That’s one thing that we have now been centering round without end.

The workforce is tremendous essential. Ten out of ten instances, the trail from a promising startup to attaining greatness as an organization will depend on whether or not or not a co-founder can encompass themself with what we’d prefer to name a world-class workforce. 

The workforce isn’t just an effort of 1 tremendous soldier however just like the impression of a military. It’s a talent. And so, within the development part as a co-founder, you begin spending a disproportionate quantity of your power on workforce high quality. It is crucial to acknowledge that the workforce and the bench you construct round you’re tremendous essential, however most individuals don’t understand that engaged on their means to draw expertise is important. So even when you acknowledge it, it doesn’t imply you are able to do it proper.

And then the third one is protecting your eye on the S curves. I’m going to explain a couple of conflicting statements in there. But you’ll respect why it’s sort of fascinating.

This topic pertains to among the stuff we mentioned early on S curves and examples. It’s a really robust steadiness as a result of, on the one hand, as a co-founder, 200 % of your focus must be on the core product and mission.

Suppose you dropped the ball in that – sport over. But when you’re doing it proper, these new alternatives and views will typically l emerge with the natural evolution. And they are often huge ass curves that mark inflection factors and even be needle shifting. So how do you deal with scaling your core product and enterprise to its full potential whereas not being distracted by new shiny objects? 

It’s very completely different for each firm in each class. So many issues are path-dependent. But typically, it comes right down to this delicate steadiness between visionary and execution. And the very, easiest CEOs have this distinctive mixture of each qualities of imaginative and prescient and execution. Such CEOs can orchestrate a workforce round them to attain each concurrently. So when you’re good at one, how do you ensure that the opposite will get accomplished, whether or not or not it’s you that’s driving it, or you’ve got an incredible workforce that’s driving? 

Jonathan Siddharth 

That was tremendous fascinating, David. It’s considerably paradoxical and one thing I take into consideration quite a bit. How do you’re employed on maximizing the fullest potential of the present enterprise and never skipping a beat whereas searching for that subsequent S curve? 

I’m reminded of Apple in a way. In the early days, the iPod to iPhone transition. It was robust, proper? I imply, even after the iPhone, you would argue that the iPad and Apple Watch had been sort of good, however not so good as the earlier one. And it’s a balancing act to kind of preserve optimizing the present machine to its fullest hilt and go whereas constantly operating a background course of for the subsequent step operate shift. 

What are the commonest pitfalls you see firms make in that post-product-market match scaling stage? 

David Zhang 

The primary hazard is shedding sight of the product and your prospects. And so, what you bought right here within the first place gained’t get you to the subsequent stage. And that’s the theme that we’ve been centered on this complete podcast, however on the identical time, there are particular primitives you possibly can by no means let go of.

There are some truisms. And one among them is your product. 

Most of the businesses that we put money into are product-driven firms. They are sometimes the market chief not due to market positioning, however they’re the market chief as a result of they’ve the most effective product available in the market. Their product is best, quicker, and cheaper. And a variety of instances, there are technological underpinnings. That’s the key sauce.

When I say shedding sight of issues, I imply the tradition and the elements for product innovation and velocity. Those issues tend to portend success. And folks typically say: “My product is flying off the shelf. I never had to focus on building a sales team. Now I’m going to amass A killer sales force with a CRO of XYZ background. And we’ll go out and ensure we’re getting our stuff out through the channels.” But in all of this, you overlook about your product, proper? The core product itself must preserve innovating. 

You should contemplate how your organization and prospects are evolving with the market. How many instances has your organization, your product catalyzed behavioral change? Customers are by no means happy. They will develop their expectations, so can you retain up with that tempo of delivering a magical consumer expertise? 

And that’s the key, proper? If you focus an excessive amount of on different stuff, you will get the most effective gross sales workforce and effectivity metrics on this planet. But when you overlook about making your product a lot better than anybody else, and if the innovation slows down, it’ll meet up with you over time.

Jonathan Siddharth

That’s glorious recommendation. Sometimes while you get too giant, you take a look at many spreadsheets, dashboards, and metrics. And there’s a threat that you could be lose contact with the product, the roadmap, and your prospects, proper? 

This is one thing I take into consideration quite a bit, and one of many issues I like doing is I ship emails to all our prospects who join the primary two weeks of the product, and I simply have a dialog with them about how their first how their expertise with Turing has been.

And I discover I’m blown away by how detailed their responses are. People ship me these lengthy emails about what they wish to see within the product. 

And I’ve by no means written an electronic mail to an organization CEO saying: “Hey, can you build this, can you do that?” But it’s unimaginable how responsive prospects are when you simply ask. So we take this as an important enter supply when contemplating what we put in our product roadmap. What will we construct subsequent? 

And a few of our prospects say: “I’d love to hop on a Zoom and share more thoughts in more detail.” I’m blown away as a result of these are C-suite-type of us who’re administrators of engineering or heads of engineering who wish to rent engineers.

David Zhang

You know exactly the spirit of what I’m saying! Right. So a variety of firms monitor NPS or CSAT. Those are the 2 scores to know how prospects are feeling. So, if there’s any drop in satisfaction or different destructive tendencies, that’s a warning signal. 

So you simply bought to ensure they’re tremendous pleased. The onerous half is attending to the minds of their minds and understanding their expertise, the way it’s evolving, and the way there could be pockets of underserved wants which might be rising already exists you can resolve. If you don’t resolve that right this moment, otherwise you don’t produce that surplus worth, that turns into a misplaced alternative. And if that grows over time, prospects will need extra. That’s simply how the journey is. 

Jonathan Siddharth

Yeah, that’s proper. And David, I’ve one remaining query. And then I’m going to ask Kat from our Chief of Staff workforce to ask a query. My final query is, execution is crucial on this product-market market match and scaling part. So having cadence is essential. I appreciated this phrase, “Step by step, ferociously.” And additionally somebody who stated his objective was to construct an operationally fearsome firm.

Board conferences are a wonderful manner to make sure the corporate execution marches to a really tight beat. How do you prefer to run board conferences? What is your TCB POV on board conferences for firms in that essential post-product-market match scaling stage? What subjects do you have a tendency to debate for optimum impression? 

David Zhang 

That’s an incredible query. What we deal with is having a deal with on the heart beat on the way you’re monitoring execution. So execution is commonly an output of technique in addition to focus. 

You’re not going to achieve the whole lot you do, proper? So, the very first thing we all the time attempt to do, whether or not it’s board members, traders, and even simply mates, is to advise how that once they’re about to start out one thing, they need to additionally strive to consider what success seems to be like. The finest manner to do that is to maintain issues so simple as attainable and never complicate them. But, as well as, it’s essential to have the self-discipline to mirror on that on a regular basis. 

So I’ve launched a product for six months and even three months. The simple reply can be: “Okay, things seem to be going well. Let’s give it another year.” The good executors will say: “Yeah, we have now sufficient knowledge factors from 6 months. If we don’t have sufficient knowledge factors, let’s discover them and be essential of why we succeeded. And how does that have an effect on the unique Northstar? Whether it’s their KPIs or broad strokes qualitative outcomes. Whether it’s a cease or a do extra. And having that very disciplined but additionally frequent suggestions loop is essential.

Jonathan Siddharth

That’s nice perception, David. We suppose the identical manner. So, the primary query we ask is: “What does success look like?” Sometimes you’ve got a strategy to estimate it. Sometimes you don’t. So, it’s all the time good to have that benchmark baseline to know if we’ve succeeded or failed. 

I’m now going to ask Kat from our Chief of Staff workforce to ask you a query.

Kat Hu 

Hello, David. So you’ve touched on inflection factors prior to now. You talked about it a bit right here when it comes to S curves. Could you share extra about how you consider inflection factors for firms within the scaling part?

David Zhang

Yeah. So when you consider an organization as a residing, respiratory creature, that’s how I like to explain firms. So, many instances the metaphor for inflection factors would most likely be these crossroads in an individual’s life, which precedes the change in alternatives, proper? 

So, for instance, bodily development spurts, new jobs, shifting nations, and cities. So like these huge moments. That’s the metaphor for inflection factors for a corporation. I’ll provide you with two examples to deliver this to life. 

I like utilizing particular firms in our portfolio for some time now. So the primary one is Netflix. Suppose you hint the historical past of Netflix, which we’ve invested in since 1999 and are nonetheless one of many largest shareholders. Netflix was initially a DVD mail-to-home enterprise. I don’t bear in mind the final time I noticed a DVD, however that’s how they began. And then, in 2011, they introduced this plan to separate as mail and streaming providers. And they required prospects to pay for 2 subscriptions in the event that they wished each DVDs and streaming, hoping that individuals would transfer to streaming.

That was a strategic choice. Looking again on this, it will have additionally allowed Netflix to speculate extra closely in content material wanted to drive the subscription enterprise. At least that was the pondering. But prospects weren’t pleased. The churn fee elevated, after which the inventory plummeted by 70 %. That’s an fascinating inflection level within the firm’s life. At least at TCV, we thought: “Hey, streaming is a potential form factor inflection that will fundamentally alter consumer behavior.”

That’s very clear right this moment. It wasn’t obvious at that time. That was our probability to speculate. So we added $200 million of recent capital to Netflix and its imaginative and prescient to double down on streaming. And in order that’s one instance of inflection.

I’ll go to the financial institution which we talked about earlier than. They began with a bank card product. Their second product was this firm banking account with financial savings and checking. When we invested in it, this product had simply launched. So we spend a variety of time understanding the product. We thought, gosh, it is a tremendous vital improvement. We felt that though it’s not being monetized right this moment, it had the potential to be the middle of gravity of workflow. 

We believed this factor would be capable to unlock a multi-product distribution and actually strengthen the enterprise mode. So, we checked out this product and stated: “This is an inflection point for the company. It will go to multi-product because of this, or it has that potential.”

People thought at the moment had been like: “Gosh. $10 billion.” But that was the value we had been paying as a result of we understood this inflection level.

Kat Hu

Both had been fascinating examples. Do you’ve got any books, podcasts, or weblog posts that you just suggest to CEOs interested by development of their startup?

David Zhang

Yeah, too many. Some of those are victims of recency bias. Frank Slootman’s Amp It Up is a wonderful e book. It’s not simply not development, however it’s additionally management. There is an audio podcast referred to as ‘Invest Like the Best.’ I believe many individuals comply with, at the least in my echo chambers. 

There are blogs that I learn. So Stratechery by Ben Thompson is fairly good. Pedro Franceschi, the co-founder of Brex, has a Medium weblog, the place he writes concerning the firm and its merchandise alongside together with his journey with psychological well being. He additionally shares profound ideas on how folks scale. 

And yeah, there’s most likely a listing of fifty others, and I can share that with you by way of electronic mail.

Jonathan Siddharth

Thank you, David. I loved this dialog. 

Watch the complete interview.

Jonathan Siddharth

Jonathan is the CEO and Co-Founder of Turing.com. Turing is an automatic platform that lets firms “push a button” to rent and handle distant builders. Turing makes use of knowledge science to routinely supply, vet, match, and handle distant builders from all around the world.
Turing has 160K builders on the platform from nearly each nation on this planet. Turing’s mission is to assist each remote-first tech firm construct boundaryless groups.
Turing is backed by Foundation Capital, Adam D’Angelo who was Facebook’s first CTO & CEO of Quora, Gokul Rajaram, Cyan Banister, Jeff Morris, and executives from Google and Facebook. The Information, Entrepreneur, and different main publications have profiled Turing.
Before beginning Turing, Jonathan was an Entrepreneur in Residence at Foundation Capital. Following the profitable sale of his first AI firm, Rover, that he co-founded whereas nonetheless at Stanford. In his spare time, Jonathan likes serving to early-stage entrepreneurs construct and scale firms.
You can discover him Jonathan @jonsidd on Twitter and [email protected] His LinkedIn is https://www.linkedin.com/in/jonsid/


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