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5-Bit Friday’s (#18): Snackable insights, frameworks, and ideas from the best in tech
On: 12 Key learnings from YC, WTF happened with SVB, 10 Levels of Data Mastery, TikTok is the new search engine for Gen Z, and some Business Humor
Hi, I’m Jaryd. 👋 I write in-depth analyses on the growth of popular companies, including their early strategies, current tactics, and actionable business-building lessons we can learn from them.
Plus, every Friday I bring you summarized insights, frameworks, and ideas from best-in-class experts to help us become better builders.
Happy Friday, friends 🍻
We won’t be talking about any of that today (besides the SVB ordeal briefly). But, lots to cover, so let’s not waste anytime.
Here’s what we’ve got this week:
If you enjoy this post today and learn something new, I’d be super grateful if you shared it with a friend or two, and if you’re new here, consider subscribing :)
12 insights from Y Combinator that every founder needs to know
Earlier this week, YC was in the news for making changes to their later-stage investment strategy. This reminded me of older essay I published on Medium back in 2020 after my co-founder and I finished their legendary Startup School.
What’s Startup School?
But, luckily for you, if you don’t have 7 weeks I’ve summarized what we learnt into the 12 most useful/actionable lessons. 👇
1. Focus on a few, correct KPIs
You will build, optimize, and focus, on what you measure. Set just 3–4 KPIs that are meaningful reflections of your progress and relevant to your business model. Avoid distractions by leaving out any other vanity metrics.
If you want to increase customer sign ups, put that number clearly on the wall and have your team periodically track it. You will be delighted when this grows and disappointed when it doesn’t. Plus, you’ll start noticing which factors move it in either direction. The more numbers you’re tracking, the more room for distraction you create. Make this simple by having numbers that have a material impact on your business. For instance, revenue, profit, user retention, etc.
When choosing metrics, ensure they:
Represent delivery of real value
Capture recurring value
Have a usable feedback mechanism
You should have just one Northern Star Metric (NSM). YC says that for most businesses, this is revenue.
Set your primary metric by questioning which number is most important to your business. For some companies that sell physical products, this figure will likely be revenue, for others selling ad space it may be active users. Then, decide on two or three secondary metrics. In the early stages, you don’t need a fancy dashboard, you can put these into a shared Google Sheet with your team, set weekly goals for these numbers, and track your progress.
2. Launch it already
The faster you launch, the faster you will be able to learn if you’re building the right thing. The longer you build without identifying this, the more you risk wasting your time. Launching allows you to speak to actual users and validate this assumption.
According to Paul Graham, founder of YC, “The reason to launch fast is not so much that it’s critical to get your product to market early, but that you haven’t really started working on it till you’ve launched. Launching teaches you what you should have been building.”
As a founder, one of the biggest things to consider is your opportunity cost — the loss of potential gain from other alternatives when one alternative is chosen. You want to be working on the right product as fast as possible. Before launching, you have no idea if your hours are going into the right thing. The main value of launching quickly is the opportunity to speak and engage with users.
Kay Manalac, a YC partner, encourages founders to change the way they think about launching. She asserts that it’s not one moment, it’s the second a product or feature is ready to be shipped. This could even be as small as a silent launch. An example of this type of launch could be as simple as putting a landing page up that collects email addresses to test if target users are responding to your company’s value proposition.
Your idea will constantly be changing. This is the second half of launching fast — iterate and keep shipping. It’s a big mistake to treat a startup as merely a matter of implementing your brilliant initial idea.
If you have an idea right now that you’re considering working on, validate it as fast as possible with a silent launch. You can do this for under $15 and in less than 2 hours.
Come up with a name
Buy the domain from GoDaddy
Come up with a short company description for your target audience (Not an investor pitch, here’s the difference according to Michael Siebel, CEO at YC)
Create a landing page (try using a product called Ship by ProductHunt)
Make sure you have a contact widget, and a clear call-to-action
Share this with your intended target audience through friends, social media, LinkedIn, or any other way you can think of. The idea is to test, iterate, and get feedback from users.
3. Speak to lots of users
You’re building your product to solve a problem for a set of customers. If you don’t speak to them regularly, you will be misaligned with their shifting needs and might be building something they don’t need or want — this is a waste of finite resources (time and money).
By speaking to customers, you achieve a few key things.
You understand them better
You understand how they currently solve the problem (i.e. how valuable your product is)
You understand how/when/if they use your product
You build loyalty and maintain a direct connection with them
If you’re in the idea phase of your startup, reach out to people you envision using what you plan to build and take them for a coffee. When asking questions, make sure to:
Talk specifics, not hypotheticals
Listen to them, and talk less
Here are 5 examples of questions you can ask:
What’s the hardest part about doing [that problematic thing you’re solving]? (helps identify the most crucial thing to solve)
Tell me about the last time you encountered that problem (reveals frequency and degree of the problem)
Why was that hard? (shows how you can solve it)
What, if anything, have you done to solve this problem? (shows what competitors they use, or if they choose apathy instead)
What don’t you love about existing solutions? (insight as to how you create competitive advantages)
4. Craft your story
As the founder, you’re the head of vision and storytelling. At the early stages of your startup, a good, concise, pitch narrative will excite and compel people to get behind you and your idea more than just numbers.
Investors see plenty of great growth curves and revenue figures. And unless you’re Mark Zuckerberg pitching Facebook, the odds are that won’t make you stand out.
A story and vision for the future is what makes people remember you and bring them to conviction.
When crafting your story, YC push this key insight: People respond better to solutions than problems. This is due to problem fatigue, a phenomenon where people get so acclimated to hearing about the problem it no longer interests them as much.
Solutions, on the other hand, invite people to be a part of what you’re selling, it motivates and excites — it creates hope. It’s an invitation to work together!
Your story needs to highlight the problem and make it relatable to who you are talking to, but emphasize the undeniable future that is going to exist because of what you are making.
5. Test your hypotheses quickly
Building a business is like running a science experiment. You need to treat it as such by following the scientific method. As with any experiment, you are trying to prove something as either true or false. With a startup, you need to test and validate your hypotheses (assumptions) as fast and reliably as possible.
According to “The Lean Startup”, by Eric Ries, there are two vital assumptions to any startup that you need to be validating.
The Value Hypotheses:
The product/service we are building adds value to our customers.
If you’re not testing this, you have no idea if you are either solving a problem worth solving or building the right solution to it.
The Growth Hypotheses
This is a test of how new customers will discover your product or service.
Your growth hypothesis needs to explain your business’s strategy for obtaining and retaining customers so it can eventually transform those customers into a sustainable source of cash flow.
A startup is differentiated from a SMBs based on the premise that it can scale. As a founder, you need to be experimenting with how you will acquire customers, and validating things like:
Are my expected growth channels viable? (am I investing in the go-to-market strategy)
Is my CAC viable? (am I going to run out of money or not get new customers)
Is my product sticky? (Do I have good retention rates)
A startup is contaminated with risk and uncertainty. Your job as a founder is to de-risk the investment, not only for yourself, but for your team and future investors too. It is crucial to understand and validate both your value and growth hypotheses before moving ahead with execution (and risking burning through cash and time).
6. Ask for help
One of the best lessons I learned from my uncle (and co-founder), is that the smartest man in the room is the one that can learn from anybody.
It doesn’t matter where you are in your journey starting a company, no one is too good to ask for help, and anyone can benefit with some coashing/mentoring/advice. There are huge communities of founders and entrepreneurs out there who are more than willing to help wherever they can. After all, they’ve been where you are and value being able to share their experience and know-how.
Ask friends, family, colleagues, or broader communities, such as sub Reddits, for help reviewing your landing page, helping with your pitch, or introducing you to some investors or potential customers. Just ask, and I guarantee someone will help out for free.
7. Do things that don’t scale
The science of business is doing things that scale, but the art of it is doing things that don’t.
In the early days of Airbnb, Brian Chesky and his co-founders personally went around New York City to take photos of their hosts’ locations in order to provide travelers with a better booking experience. This was not scalable and they certainly don’t do that today. A similar story lies with Uber. In their upstart days, Uber manually matched drivers to passengers using just basic phone GPS, Excel sheets, and humanly sent SMSs! No fancy algorithms at all.
The benefit of doing these unscalable tactics, besides creating founder-user connections, is that it helped them validate that this was worthwhile doing without investing in expensive technology to do this at scale.
All your experiments in the early stages do not need to be scalable. Scalable solutions take more time and resources to build and implement — two commodities you likely don’t have.
One thing that Paul Graham emphasizes is that you should focus on having exceptional customer support. He says, “Go out of your way to make people happy. They’ll be overwhelmed; you’ll see. In the earliest stages of a startup, it pays to offer customer service on a level that wouldn’t scale, because it’s a way of learning about your users”
Think about something you are planning on automating in order for it to serve many users. The truth is, you probably don’t have all those users yet and can suffice with cheaper, more Guerrilla tactics before building something more robust.
Don’t be afraid to get your hands dirty, you’ll learn a ton by doing something inefficiently.
8. Know how you will make money
You need to have a simple revenue model that explains how you get cash into your bank account in exchange for the value you are giving users. Remaining free until you have millions of users and ad revenue to pay your bills is not a luxury you have or an answer that will likely get you any investment.
Cash is king. You need it to pay your team, bills, and hopefully sooner rather than later, yourself.
9. Price your product correctly
When pricing your product, you need to consider three variables: price, cost, and value. And the price is not what’s important, it’s understanding your value.
Kevin Hale, a YC partner, led a fantastic lesson on startup pricing. The biggest takeaway is best illustrated by this diagram.
Photo From Kevin Hale’s Lecture Slides
This shows that you are making your profit between the price you are charging for your product and the cost to produce it. The greater your profit margin, the greater your incentive is to keep selling it, and the more you can further your operations. Value is how useful your product is perceived by your customers or how much people want it. For instance, if you’re selling a SaaS product for $100 per month, but it enables your customers to make $1,000 per month, your value is $900. The more value you create for your customer, the more you can charge.
You can be selling your Enterprise product for $10,000,000 a month if you know it yields $15,000,0000 in value to the customer. Value can justify any price.
Another thing startups need to be cautious of is not underestimating your costs. Be continuously testing and optimizing your prices to find the best conversion rates.
If you’re looking to raise institutional money, you’ll most likely be justifying a $1B valuation at some point. Here’s the billion-dollar valuation formula to consider when pricing.
$Price x #Customers = $100M revenue per year
10. Become a master of coin
A startup needs to be cheap and efficient. The goal is to reach a point where you’ve validated your idea, and made something that people want, use, and pay you for. Most startups fail before making it to this point of product-market-fit, and the most common reason for failure is running out of money.
You need to be extremely frugal with your spending and vigilant of all the money coming in and going out. This is known as your burn (rate of going through cash in the bank), and your runway (how long until you have no more money). Your runway is how much time you have to build something people want enough so that your money-in is greater than money-out.
By being cheap, you run lean and will be spending on only those things that contribute meaningful value.
You need to be radically truthful with yourself as to where you stand and embrace reality. Cut unnecessary expenses and give yourself the best chance at reaching PMF, as well as reaching default alive status
11. Prioritize your time, and make you time
Time is scarce. If you don’t have a tactical way to use it, it will use you. As a founder, you need to focus on tasks that have the most impact in your startup but also be sure you allocate time for your personal hobbies and self-care.
For instance, are you making time for:
All of the above are important and you need to make sure you are making time for the things that matter beyond your startup. If the only thing consuming your time is work, then you will face burnout (an issue faced by 50% of founders) and risk resenting your choices. Your startup certainly requires a great deal of your time, but your health and well-being are certainly more important. You need to be making time for those other pillars.
Real vs fake progress
It’s easy to get caught up doing tasks that are quicker to get through yet don’t actually move the needle for your business. These make you feel like you’re making progress because you’re physically moving through your task-list, but this is just delivering points to your ego.
You want to be focusing on more complex tasks that deliver real value to your users.
This requires task prioritization, where you look at two components.
The impact of the task on your monthly/weekly goals (rank as high, medium, low)
The of the task (rank as high, medium, low) complexity
Focus on the high/easy and high/medium tasks first as they deliver the most value. Make your way through your priorities this way until you’re doing the low/low tasks.
A popular principle related to this is the Pareto Principle, which suggests that 20 percent of your activities will account for 80 percent of your results.
Nothing kills startups like distractions. The worst types of distractions are those that pay money: day jobs, consulting, or profitable side-projects.
If you want your startup to succeed, it needs all of your workable hours. If you have other calls coming in or tasks that can pay you immediately, you will be interrupting your time and progress toward building something that probably has more long-term potential. The moment you can afford to be full-time and leave any other job is the moment you should.
According to Elon Musk, the biggest productivity hack for task prioritization is using a calendar instead of a to-do list. The reason behind this is it forces you to be more focused and accountable with the use of your use of time. Each week, take a couple of minutes to allocate time for yourself (i.e gym), schedule a few calls with friends and family, and then schedule time slots for tasks on your list.
12. Start with a good co-founder
The success of a startup is always a function of its founders. Everything about your startup can be changed easily, except for your co-founders. Choosing who to partner with is the single biggest decision you will make.
As a founder, you are embarking on a very long and hard road. This is not something you want to do alone. There’s a myriad of reasons why you should want, and need, a co-founder. Here are three:
Someone next to you when the going gets tough (and good!)
Someone to complement your skills and experience
Diversity in leadership and opinions
Don’t worry about giving away equity to a co-founder. If you are in the early stages, your company is worth nothing anyway. Plus, by bringing on a co-founder, you drastically increase the chances of success, thus making your equity worth something.
If you’re non-technical, it’s wise to bring on someone who can write code for you. Choose someone you know and trust.
Assess your strengths and weaknesses, and evaluate what skills you want your co-founder to bring to the team. Don’t just pick a roommate because he’s your friend, you need to be able to clearly define your roles based on skills and experience.
Becoming a founder is hard and will truly push you to your limits. The peaks are high and the troughs are low, but the experience you will gain along the way is irreplaceable. Even if your startup fails, you’ve invested in your biggest asset — yourself.
Learning is the key, and the best way to learn through your journey is to continuously ask hard questions and practice vigorous feedback loops.
The biggest takeaway from Startup School that I’ve seen in practice is the value of understanding your users. The reason your startup needs to exist is to create wealth.
As PG says:
“The dimension of wealth you have most control over is how much you improve users’ lives; and the hardest part of that is knowing what to make for them. Once you know what to make, it’s mere effort to make it, and most decent hackers are capable of that”
Starting your own venture isn’t easy, and there will be times where things all seem stacked against you, like nothing is working and it’s all a mistake. Believe me, no ride just goes up. Also, as hard as it may be, getting comfortable with the fact that this idea might not be “the one” is important — because your first one probably isn’t. As long as you are constantly honest with yourself, you’re asking hard questions and seeking objective truths — you will be fine.
Remember, you can always pivot.
If you’re interested in joining YC’s free online program, covering a lot more, check it out here
And circling back to what caused YC to change their investment strategy…it likely has something to do with the collapse of Silicon Valley Bank (SVB). 👇
Why was there a run on Silicon Valley Bank? And how will this affect startups and the financial system?
As always, Noah Smith from Noahpinion brings the heat when it comes to reporting on economics. And where better to direct it this week than over a series of posts about the collapse of the massive bank supporting the U.S tech industry.
So…what happened to SVB, and why should you care?
There’s a lot of reporting on this, so here’s a very simplified run down of events:
Lot’s of startups and tech companies deposited their money in SVB (as with all banks, assuming they can always draw it out)
SVB then borrowed that money short, to lend it out to others long. This is how all banks make money — on the interest rate spread they get with your money.
But, because of inflation, higher interest rates (an action of the Fed top lower inflation) decreased the value of a lot of their assets (fixed-rate bonds/loans), putting them underwater — and SVB in a very risky position if people wanted their money back.
Then, last Thursday, they did. Lots of people [ran to the bank] to get their money back
Why? At the time, 93% of all customers’ deposits were not FDIC insured . And then people started getting spooked about SVB’s insolvency. They had (1) recently witnessed the collapse of crypto bank, Silvergate, (2) just saw SVB selling stock to raise money, and then (3) heard Peter Thiel advising his firm’s portfolio of companies to pull out their cash from SVB.
Suddenly a critical mass of people were withdrawing in panic. This set off a self-fulfilling flywheel, namely: “I need to get my money out first before everybody else screws me!”
But, fears were founded. SVB didn’t have enough money to pay them all.
So, they collapsed.
The FDIC, the government agency responsible for preventing and cleaning up bank failures, took the bank into receivership.
Shortly after, the government promised everyone with money in SVB they’d get 100% of it back. And we’re extremely lucky there were — it could have been catastrophic across the financial system if they weren’t.
Noah offers an additional, more nuanced, thought on the reason behind the run, specifically why it was tech that was affected:
For normal banks in normal conditions, depositors withdraw their money from banks at pretty much random times. This means that statistically, net withdrawals in any given month or year are not likely to become big enough to cause problems. But since many of SVB’s depositors were tech startups, it was possible that their withdrawals were highly correlated even before the run began.
The obvious reason for a big wave of startup cash withdrawals would be the collapse in venture funding that has happened as a result of the recent tech bust:Venture funding hits 9 year low: - VC firms raised $20.6bn Q4, a 65% drop from the year-earlier quarter and the lowest Q4 amount since 2013 - LPs invested in 226 VC funds in Q4 2022 compared to 620 funds in Q4 2021
With VC funding having dried up, many startups had to survive by using their “runway” — burning through cash to pay their employees and other expenses while they waited for the market to recover. But this meant a lot of startups were all withdrawing a bunch of cash from SVB, while new VC rounds were failing to give SVB new deposits.
To meet these simultaneous demands for cash from startups using up their runway, SVB had to sell assets. Of course it sold its most liquid assets first, leaving it with a pile of assets that was much less liquid. That made it more vulnerable to a bank run. In addition, those sales of assets might have been the ones that spooked some depositors into thinking SVB was actually insolvent, which helped trigger the actual run.
In other words, SVB was just another casualty of the tech bust, and it went bust in the way that banks traditionally go bust.
What will be the effect on startups and tech?
The longer-term effect of SVB’s collapse on the broader tech sector is likely to be negative, but not catastrophic. This episode and the general disruption and uncertainty it causes will add to the general air of pessimism that has prevailed since early 2022. SVB also provided a lot of other financial services to companies, and it will be annoying and dispiriting to have to find new providers. And SVB was itself an important tech investor, so its demise will exacerbate the overall startup funding crunch. In a way, this is just one more shoe dropping in the slow deflation of the Second Tech Boom. (On the bright side, more pessimism probably means higher returns for those who are both willing and able to invest while others are shunning the sector.)
— Noah Smith, Why was there a run on Silicon Valley Bank?
And from another angle…this crash (and assistance from the gov) may lead to Uncle Sam to start viewing the VC/startup sector as a source of systemic risk. This could reduce the high degree of autonomy startup-land has been operating in for years. As Noah says, “a long and mutually beneficial relationship is in danger of breaking down.”
For more on how government regulation on VCs and startups may change, dig into Noah’s latest post here. He’s a phenomenal writer, and I highly recommend following him.
10 Levels of Data Mastery for Product Managers. Most Get Stuck at Level 4.
Data competency is one of the most important hard skills anyone building and growing a product can have. Don’t take my word for it though:
Without big data analytics, companies are blind and deaf, wandering out onto the web like deer on a freeway.
— Geoffrey Moore, author of “Crossing The Chasm: Marketing and Selling Disruptive Products to Mainstream Customers”
So, thinking about data competency through the lens of a product manager (although it applies to founders and operators too), Aatir Abdul Rauf recently shared this graphic and his accompanying thoughts on LI. 👇
👉 LEVEL 1: Identifying metrics
The PM knows what metrics need to be tracked to measure product or feature success. Ex: conversions, retention rate etc.
🔸 Common mistakes: listing out too many metrics than needed, including vanity metrics.
👉 LEVEL 2: Tracking data
The PM then works with ops to track the data consistently using the best medium possible.
🔸Common mistakes: Favoring goals tracked in Analytics over data available with more accuracy in the database.
👉 LEVEL 3: Treating data
The PM understands & offsets the biases & skews in the data before commencing analysis.
🔸Ex: relying on averages with datasets containing several outliers.
👉 LEVEL 4: Reporting data
The PM periodically summarizes & shares the numbers with the team & leadership to create alignment.
<-- Most PMs stop here -->
👉 LEVEL 5: Contextualizing data
The PM helps the reader understand what the significance or weight of the data is through supporting information.
🔸 "Context" comes in different forms but is often expressed via:
(a) Rate of change: how the metrics has changed over time
(b) Benchmarks: how data fares against industry standards or comparable products.
(c) Ratios: what the numbers mean in relation to other metrics. Ex: "1 out of 4 users who watch a demo purchase an item."
👉 LEVEL 6: Visualization
The PM understands how to surface data visually such that it instantly drives a point home & influences the reader.
🔸Common mistakes: trying to choose "pretty" visualizations rather than "fit" ones. Ex: choosing a pie chart to depict a breakup of a data point with > 30 values.
👉 LEVEL 7: Insights
The PM synthesizes "past" data with other evidence parameters (e.g. customer feedback) & aptly communicates & documents what this means for the product.
🔸Ex: stating a cogent argument why a step in the onboarding process needs to be revamped.
👉 LEVEL 8: Foresights
The PM catches on a trend to predict "future" behavior & uses it to formulate a strategy to capitalize on it.
🔸Ex: an ecommerce PM notices a promising rise in no-result search patterns for a particular niche & proactively plans to build that category up.
👉 LEVEL 9: Translation
The PM is able to translate the insights & foresights into an action plan that leverages the data appropriately.
🔸Common mistakes: attempting to build something that may optimize one metric but compromise another. Ex: shortening a sign up process but giving up on user profile richness.
👉Level X: Optimize
The PM is able to gain maximum mileage on a metric through a series of meaningful experiments. They consolidate this learning but most importantly, recognize when it's time to move onto other priorities.
🔸Common mistakes: attempting to over-optimize a metric when the upside doesn't justify the effort.
— via LinkedIn
That’s a great framework to think about leveling up how you use data, with concrete takeaways. ⛏️
For my like this, checkout Aatir’s newsletter.
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For Gen Z, TikTok is the new search engine
For recommendation-based searches, 40% of Gen Z’s first turn to TikTok or Instagram before performing a traditional Google Search.
More and more young people are using TikTok’s powerful algorithm — which personalizes the videos shown to them based on their interactions with content — to find information uncannily catered to their tastes. That tailoring is coupled with a sense that real people on the app are synthesizing and delivering information, rather than faceless websites.
On TikTok, “you see how the person actually felt about where they ate,” said Nailah Roberts, 25, who uses the app to look for restaurants in Los Angeles, where she lives. A long-winded written review of a restaurant can’t capture its ambience, food and drinks like a bite-size clip can, she said.
This behavior shift makes a ton of sense. Gen Z spend a lot of time on TikTok, and doing a search there is often far more interactive and engaging than typing in a query on Google. Instead of being met with a bunch of text and links, you get cool videos which you can then “verify” through comments — introducing different social proof and credibility dynamics.
[For more on the UX of TikTok as a search engine, check this out]
For nearly two decades, Google has dominated consumer search behavior. So, this shift in behavior is indicative of a much larger change happening across the internet, especially in search. As Kalley goes onto say in the same Times piece: “While Google remains the world’s dominant search engine, people are turning to Amazon to search for products, Instagram to stay updated on trends and Snapchat’s Snap Maps to find local businesses. As the digital world continues growing, the universe of ways to find information in it is expanding.”
Ok, what does all this mean?
Well, search is an extremely popular distribution channel for a ton of businesses. And Gen Z are an increasingly important demographic to be reaching.
So, while SEO is still important, TTO (my newly coined work for TikTok Optimization) will be becoming more of a thing. Brands need to get more embedded within the TikTok-verse; from specific content for the TikTok algorithm on their own accounts, to partnering with creators.
Jumping onto the Gen Z TikTok search engine requires more than creating content according to the latest trends. To do so successfully requires finding points of alignment between your brand’s personality, your marketing goals, and TikTok’s unique character.
As Digital Strategy Director Ginevra Adamoli emphasizes, "brands need to start working alongside search teams to create content on TikTok. You need to take a close look at what societal events are happening daily and hourly and within digital channels that could convert into viral content. A TikTok strategy that works requires to shift to an agile digital approach, all driven by real-time consumer data."
Saying “go and do more stuff on TikTok!” is not exactly a Nobel-quality insight — but knowing how and where the younger generation of moving their search habits is definitely interesting stuff.
And to send you into the weekend with a laugh and smile on your face…I bring you two new (very short) bits of business humor by Sanjeev.
How to say “let’s end this meeting” without saying “let’s end this meeting”
And one more…The Different types of “sharing my screen”…so true 🤣
Hats off to “The Legend”…
I hope you enjoyed those as much as I did.
Either way, have a lovely weekend, and I’ll see you on Wednesday for the next deep dive.
And as always, if you enjoyed today’s post — I’d love it if you gave it a share.
Until next time.
— Jaryd ✌️