We all want to be proud of our work.
We do not want to feel like this, everytime you try to build something.
This is the critical challenge of the early stage CEOs, product teams and business managers.
We have helped many clients and here is one of them.
Revenue 0€ - €600k ARR in 8 months. Development efficiency score at 12.6
Done: Product architecture, process, development and chatbots
One of our clients, Panda Training, had no development resources or process at all. They had in the past spend hundreds of thousands in development that got no results.
One solution is to track development with two metrics: Development Costs & Product or Feature Revenue
We've helped Panda Training to reach trailing 12-months score rating, and current revenue rate showing how new development had impact. And provided them a scalable development resourcing.
Who is this for? For CEOs.
We all want to be proud of our work. You and your colleaques want to be proud of the product, design and code released. We want people to observe and be amazed by the discipline, and the orderliness, and the care of the way we work. We want other people to share that pride with us, because it entails trust!
You want to build trust?
As a CEO and a business manager, if your colleques, employees and customers are proud of the way you work, then they trust you. If you are struggling when a problem is difficult, or because a deadline was unreasonable, they trust you when they see the discipline in your work.
You want to see results?
Perhaps you've been told to quickly build an MVP, be fast, hustle, be lean. In reality that is not what the developers are looking for, when they need clarity and discipline. The speed comes from your discipline of clear communication and priority to do the right things.
Let's say you want to prioritise quick access to market and then grow to some number of users. If you do not have discipline in validation, that growth is meaningless unless you have the product foundation solid. Tech debt will kill the maintainability of your code and you are not able to adapt when new market needs are discovered.
Now you may rightfully question my motives. After all, this page has an offer for a platform to run such process. Even though this is not the only part for the business success, I argue it is a critical so that the other efforts are not wasted. You will actually come to learn how collaborative product management will actually enhance every aspect of your business.
If you trying to...
- grow you business faster
- build trust
- have discipline in the craftmanship
- understand where the product stands
- communicate the development needs to your development team
- maintain accountability
- know who is working on what
- keep everything organised and documented
then this is for you!
Read about our Core Concept
You can only have a hunch, a feeling, a belief on what to do. Also known as "Your Vision". If the only way to tell if you’ve completely missed the mark is to ask other people and wait for them to tell you, then you’re likely too far lost from the start. If you make products, you better have a sense of where you’re heading without having to ask for directions.
There’s really only one real way to get as close to certain as possible. That’s to build the actual thing and make it actually available for anyone to try, use, and buy. Real usage on real things on real days during the course of real work is the only way to validate anything. And even then, it’s barely validation since there are so many other variables at play. Timing, marketing, pricing, messaging, etc.
The only way to go fast, is to go well.
In this chaotic world of testing and validation, you need the discipline in the communication to be able to build trust and efficiency.
Here is the truth:
1. You can achieve 400% higher revenue and tech-debt free solution if you do the right things with imperfect information by following a discipline.
2. Unfortunately, in many cases product leadership waste time & money, because they have a tendency towards feature development without experimentation and most architect level knowledge is available only to enterprises
3. We are the best people dedicated to solving this problem for CEOs and business managers at SMBs.
We've been there!
We have had the same challenges you have. We've been a startup developer, CTO, founded and failed, companies. We've been developers for more than 10 years, recently at Amazon inc. We've done startups and we've done global corporations.
- We have 30+ years of tech development and leadership
- 10 years in startup product leadership
- CTO roles in a few startups
- Architecture and engineering in Elisa plc and Amazon inc.
- AI business development at Intel & Nvidia
We know product and development inside out
Steps to results
If you want to see if something works, make it. The whole thing. The simplest version of the whole thing – that’s what version 1.0 is supposed to be. But make that, put it out there, and learn. If you want answers, you have to ask the question, and the question is: Market, what do you think of this completed version 1.0 of our product?
Step 1: Organise roadmap to cycles with two data streams
The old way involves defining product development with broad and ad-hoc requirements. It also included no real roadmapping except large backlog that was occasionally prioritised. It could also involve time-estimate as roadmap that needed certain outcome.
However, this results in often missed delivery due to under resourced development, development of not needed tasks, and in general heavy resistance for the usability of the work. In general this is poor, often negative, return on capital and efforts.
Build roadmap with focus on general opportunity area to improve, like "customer service opportunity", "core engine" etc.. Build tasks with two data streams of learning from marketing resonance, and technical limitations. Define tasks from the opportunity and build the roadmap timeline based on the time estimates within that opportunity.
Build roadmap automatically. Improve output quality. Find resonance faster. Cut down the update length to days or weeks.
Doing both marketing efforts and developer efforts (two data streams) with the same cycle focus, leads to better scope of needed development.
The business stream: You can’t validate something that doesn’t exist.
Does this thing work?
Whatever you do, make sure you can offer something that works and delivers value to paying customer or engaged user. Nobody gets excited about an idea, but on the execution of the idea. MVP means it does a few thing, but it does those to the perfection. Perfection means you have to nail the process, flow and error handling and those have to work everytime.
Can you sell it?
So you have a product mvp. Critical here is to know selling point that scales. Anything can be sold, but can you make profit of it with the perfection delivery? You have to understand if the product will sell, a lot, and at what price point?
Variables: cost, margins, price (cost+margin), value
Can you reduce cost to get better price, with lowering value?
Can you increase value without increasing cost and price?
Is there a market for it?
Understand your market, people you solve the pain for, and positioning. Do enough people experience enough pain from the problem? Is your solution effective for enough of those people to reduce enough of that pain?
What is the catalyst for the thing?
Build your vision with 3 stories. What you do today, what you do in 3-5 years, how you change the world in the long run?
If you work with data, it is what you do with the data. If it is a technology framework, how is it both universal and game-changing? So to be able to change the world you need a catalyst! Right now there is a huge catalyst happening with mainstream remote work and video communication. There are others as well.
The tech stream: You need to build the thing.
1. We will not ship shit!
Focus on defining focus, and then perfect that focus. The smaller the better. Your customers are expecting fully working product, that delivers what you messaging promised. When you buy a car, you do not want to beta test it, you want every single thing work flawlessly and perfectly.
2. We are always in stable state
Agile means you cut your sprint size to small. Best teams iterate cycle is 1-2 weeks only, you write unit tests in the mornings and you make them pass in the afternoon. This means that you might not have all the features, but that is the point of agile. Way more critical is to be ready to deploy, this means test, documentation and cycle tasks are ready.
3. Expect stable productivity
This means that the bigger the product is, the slower you are not. You and the team should be stable productivity, and the world is expecting that more features you add should always take about the same time. How slow can you get? Answer is "super slow", let me tell you.
4. Inexpensive Adaptability
The cost of the changes should be proportional to the scope. When you want changes, the changes should not break and require changes to everything. Soft and ware means literally "easily changeable product". If your architecture is so rigid it is expensive to change you basically have reinvented hardware.
5. Continuous Improvement
Code should be getting better in time, not worst. Human being should improve things in time, but most of the time our code rots in time. Usually the reason is bad product and development management. You do this by clean tests and QA process that does not find problems.
Step 2: Opportunity-specific on-demand modules
Self write or hire senior developer to manage.
Expensive with senior hires, non refined tasks, low resonance with devs, complex development process, unability to offshore development
Opportunity specific modules, that contain needed in/out for the work to be done. No context needed.
Document architecture automatically. Unlimited scalability with inhouse and offshoring. Faster development flow. More profit, and faster to pivot.
Opportunity based modules leads to architecture that is faster to integrate and cheaper maintain.
Step 3: Resource development tasks with scalable on-demand offshoring
Invest into the people. Hire senior developer with high salary or junior developers with low salary. Organise talent admins to intergrate hires and include lots of efforts in building development culture that is drawing in good enough talent. Also hire lead architects (CTO) and lead designers to manage development quality and possible offshoring of work.
In the best case you get to a rockstar team that executes at high level with 600% ROI on average. In a nominal case you get about your investment into product development back. You basically gamble and invest into team culture development, and keep it all together until one team member leaves and you need to again make sure the culture does not change.
Invest into the development management process, code architecture and hire people organising the process of high quality offshoring and slow build up of right talent inhouse.
Unlimited scalability, rigid process that enables easy change of the development talent. Output system is understandable and cheap to maintain. You will cut down the workhours needed to code and maintain the system. Metrics focus on business output and not on code development.
Opportunity components enable unlimited scale, that will lead to ability to build product better the human beings. Using development without developers.
Again, who is this for?
Underneath the hood, what is Sprinthack? What is it really? Is it product consulting? Is it training program? Is it product management? Is it engineering consulting?
At the end of the day, the problem we solve is ebitda. Your earnings. We build a pipeline for you to build a product that builds profits.
We are for Entrepreneurs and CEOs who have an opportunity discovered, but are struggling to find a good way to run their product engine.
You usually have responsibilities of a Product Manager, and need help on building an efficient development strategy and tactics.
You might already have a product, but are stuffling to get engagement to the product. You are not meetings business targets. You think that hiring more developers will solve your problems.
Some of our clients
Increased coaching capacity by 75%. Development efficiency score at 12.6
Done: Product architecture, process, development and chatbots
"Panda Training got great interest through hackathons at the end of 2019, won a few of them with a service that was driven 100% manually by the employees-coaches. At this point we started to look for CTO type of a person or service.
We've been super happy. We get 2x ROI in 30 days, and currently are at 10x ROI. Early in the product-market-fit search, we really need to go from product feedback into an execution plan of how are we going to get this delivered to the customer today, this week, this month? Focus has to be in the speed of the experiments and execution. With Sprinthack we’ve done that and focused all in-house to sales & operations."
- Dima Syrotkin, CEO & co-founder
Sprinthack bootstrapped from the scratch.
Organising the whole company and product to support scalable Human - AI platform. Development efficiency score at 2.6
Our own product build from nothing while remotely wondering how to organise product team due to Covid-19
Human-AI platform for bench scientists to run experiments
Build up the AI team and algoritm development
Team is super focused on solving problems for lab bench scientists with data analysis that usually takes 700 hours down to 4 hours. Already won multiple hackatons.
20% increase in profit margin. Development efficiency score was 3.4
Improved server architecture to be able to optimised small monthly recurring revenue margins
CloudBounce is an industry leading automated music mastering platform. Product goal was to optimize server infrastructure and save on server costs. Second product goal was to build “AI” into the product, but we eventually recommended to defer from the mechanism as it was not really validated.
"1000 developers in your pocket"
Get rid of the stress on what and how to develop a service. You will have confidence to do product decisions in real-time and have a process that is adapting to team changes.
You will have a development funnel that helps you to communicate and understand the mechanism needed to product a desired output.
You will generate roughly 3x more entreprise value from the developers. In the range of $500.000 per average 3-5 person dev team
Remote Product Management
Remote service to build a growth plan, specifications and user stories. Remove your uncertainties with Impact mapping and organise the whole development engine
On-Demand Architecture Management
Efficient tasks always include a design and solution architecture maps. This include Unit Case analysis, Technical architectures and Component testing
Hybrid Develoment Management
There is no real reason to hire full-time devs. Get automated resourcing.
Act Quickly: Each Sprinthack Architect will only take up to 15 simultanious customers
These features sourced from the market will cost you about €21.000 / mo
Sprinhack starts only at €1900/month and within a 12 months is worth €348.000* in value.
You'll decide the starting date.
An average the above features would cost €250.000 annually. Hiring the Senior Software and Design Architects to organise everything will cost you more than €200.000 a year.
Remember, we offer these features with 1/10th of a full-time hire costs. An average you will get €348.000 value out of the process annually.