As an engineering team, we care deeply about how our customers and end users use our product. We focus on providing the right balance between ease of use and power-user oriented features. What this means is that engineers aren't building something just because their manager says so, but instead, everyone understands the use cases and how what they're working on brings value to the end users. By using the product and understanding our customer’s goals and behavior, we come to know the technology within this scope better than almost anyone else in the industry, and can therefore provide the best suggestions and strategies for how to solve problems.
23 Open Positions
At Seesaw, we serve multiple customers, which is what makes our product so exciting and challenging to build. While our end-users are students, teachers, and parents, we also serve school administrators and technologists who onboard Seesaw for their schools (enabling teachers to then implement and use the platform).
During your first month at Seesaw, you’ll go through our onboarding process which includes a visit to one of our schools. You’ll visit a real classroom and see how real teachers and students use Seesaw in real-time. Stepping into a classroom, you’ll immediately gain empathy for the teachers (who are passionate about engaging their students) and the students (who are curious about everything and can be easily distracted). You’ll be able to see students and teachers interacting with Seesaw firsthand, whether it’s a 2nd grade math lesson focused on long subtraction or a Kindergarten classroom practicing reading. It’s important that everyone at Seesaw be a user researcher and truly understand our customers inside and out.
To that end, every Monday we have a company-wide meeting where there’s the opportunity to share new learnings as well as progress on current projects across the company. For example, our product teams share updates on new product features and launches, and recently the Diversity, Equity, and Inclusion (DEI) committee presented extremely relevant information about the demographics of K-12 students in the US. We need to understand the population we’re serving in order to build the best product possible.
Going to various doctors offices and trying to get your medical records compiled in one place can feel like you’re in a never-ending DMV line. It’s a widespread problem that we can all relate to and one we’re dedicated to solving. PicnicHealth takes the burden off of patients to manage and communicate their health records by placing their data all in one place and making it easily searchable and shareable. While other competitors simply scan documents and give patients an archaic batch of PDFs (still placing the burden on the patient), we use our award winning human-in-the-loop ML technology to transform patient records into a complete, clean, searchable personal medical timeline. Because we are all patients, we know that’s what patients actually need.
The PicnicHealth team goes one step further: we give patients the opportunity to contribute to the leading research on their specific disease area. With full consent from our users (we are always transparent and protect our patients’ privacy) we can de-identify and share medical record data that is valuable to commercial and non-commercial research. We’ve established over a dozen partnerships with life sciences companies (pharma and biotech). For example, we partnered with Genentech to create FlywheelMS, a research study that aims to get a clearer picture of how and why multiple sclerosis (MS) impacts different people in different ways. Users sign up with PicnicHealth (we waive the fee for 5 years) and consent to sharing their anonymous data. Putting all of this info together for a diverse group of MS patients will allow researchers to see patterns that no one doctor can see on his or her own.
We are not only obsessed with building a solution that patients actually find useful, but also with doing right by our patients. Because we recognize that we are all patients, we make sure we are building a product that we would trust with our own medical records. We believe that by leading with our patient-centered values of transparency, data privacy, and full patient control, we will deepen the trust that patients have in PicnicHealth. We can’t imagine doing it any other way.
Owning a small business is one of the most common ways in which people in the United States realize socioeconomic mobility. By starting and growing a business, business owners can build better lives for themselves, their families, and the people in their communities. Unfortunately, it’s difficult for people with little to no credit history to get the capital they need. At Hatch, we level the playing field by offering lines of credit to small business owners who may not be able to get credit from more traditional sources, and it is our mission to serve them throughout their journey.
Our customers are small business owners and our goal is to build software and financial tools that support them. Everyone on our team has visibility into what our customers are saying about our product at all times. We regularly hold team syncs so that our product and support teams have a direct line of communication and continually gather and record feedback from our small business cardholders, which we then prioritize into our product roadmap. Finally, we regularly share customer stories in our internal comms channels – we’re always thinking about our customers!
Our users are involved in nearly every stage of product development. Every team at Amplitude has a dedicated group of customers who have agreed to provide feedback on the new products and features we’re building, and we speak to them at least once a week. We share design specs and user stories with our customers from the very beginning, and continue to get feedback throughout various iterations of an executed product. “Amplitude is the only company I’ve ever worked at where we know our customers by name and face.” (A direct quote from software engineer, Samantha Puth.)
We share unfiltered, real-time feedback from customers in our company-wide #customernotes Slack channel and also take every opportunity we can to work with customers in person. Twice a year, we invite and fly in various customers to [some destination] to spend time together face-to-face. Customers then sit on panels and share where they’d like to see Amplitude in 2, 5, 10 years and any pain points they’re currently facing. We also have customer panels at all of our hackathons and count on them to give out Customer Choice Awards. Lastly, we also host Partner Days where our customers come onsite to Amplitude’s office and sit with each of our pillars to ask questions in a roundtable.
The level to which we work with our customers is at an extreme, and we take it one step further because we ourselves are Amplitude users! (More on this below. 👇)
11 Open Positions
At STORD, we serve two main customers: Shippers (the companies who are storing and shipping products) and Warehouses (the providers storing the goods).
While our engineering team doesn’t interact with our shippers or warehouses on a daily basis, we build in a way that acknowledges the impact our work has on the growing small-business warehouse owner, as well as on some of the largest companies in the world. Our product team regularly has learning sessions with the engineering team to share new insights from our users. We regularly prototype ideas based on customer feedback and iterate quickly (one of our company values – Learn and Iterate) to create immediate value for our customers. We avoid simply building what we think they need, and instead regularly engage them in product feedback, reviews, and experiences.
We make sure there are regular touchpoints with customers to build customer empathy and put our work into industry context. As a member of the STORD team, you’ll have the opportunity to connect with our customers directly through warehouse tours and customer visits.
The GitHub for training data and machine learning teams
San Francisco, CA or Remote (Global)
Before starting Labelbox, Manu (our CEO) worked at Planet Labs where he led a team that spent millions of dollars trying to make sense of training data. We interviewed a dozen companies who were all struggling to build machine learning products and services, and realized how widespread these challenges were.
Today, our customers are as wide ranging as the applications of AI. Accurately and quickly labeling source data is paramount, regardless of the use case. One of our customers is building an AI model from satellite images of trees in order to prevent fires and save lives. Another is ingesting tens of thousands of radiology exams to produce cancer-spotting algorithms. Labelbox is used to further innovation in agriculture, medicine, insurance, and even dental fields.
Our customers are often small- to mid-sized businesses who have, unfortunately, already suffered loss at the hands of a hacker, something our leadership team have a lot of experience dealing with throughout our careers.
We (Sameer, Ed, John, and Jerry) came together at ActZero after spending many years working as security professionals. Throughout our careers, we’ve each been called upon at various levels to consult with companies, teams, and individuals (internally and externally) on how to lock down an operation, automate highly manual processes, scale for product launches, and detect threats before they happen, or (at worst) recover from an intrusion. The cost of the intrusion can put a business at severe risk, and we’ve seen entire companies fold, departments laid off, and consumers suffer because cyber security safeguards were not in place. And now, we’re building ActZero to help businesses defend against these intrusions.
At ActZero, we maintain a state-of-the-art Security Operations Center (SOC) on behalf of our customers. Like all SOCs in the industry, ActZero staffs a team of security analysts. These analysts are our greatest asset, but without automation these analysts don’t scale well across customers. For this reason, we believe that at its core, cyber security is a people problem. We will automate away many of the mundane tasks that a security analyst does on a daily basis. In doing so, we allow them to focus on the most valuable work: enriching themselves and their knowledge in order to more effectively stop threats before they impact the end-customer’s business.
Everything we do is focused on our two customers: businesses and end users. We sell to businesses of all sizes such as Coinbase, Venmo, and Dwolla. That means we have to adapt to the customers’ needs. For example, with Coinbase, we were the first to develop a debit card linked to a Bitcoin wallet. We built an SDK for them to provide full wallet services and corresponding cards. Now, every time someone swipes a card linked to their Coinbase account, whether at the grocery store or online, our platform authorizes the transaction. We also offer APIs so customers can build this experience into their own existing app. To that end, we can create similar white-label offerings for debit cards on other platforms such as Venmo, or wherever there’s an account balance or wallet.
When we first started, we operated more like a consultancy, building one-offs for each customer based on what they requested. In 2018, we transitioned into a product-focused company that delivers an asset-agnostic product which can be easily customized and tailored for each company and customer. We still maintain close relationships with our customers (both businesses and end users) to create the best possible experience.
Building a profitable business and doing right by your customers are not mutually exclusive. Our CEO, Tim, started the company with the belief that if he helped users make better financial decisions, revenue would follow. Our content team is the embodiment of that belief. Understanding that everyone who uses NerdWallet has a unique set of circumstances, their objective is to help the user make the best possible decision. Even if that decision doesn’t benefit NerdWallet’s bottom line. By guiding users to the best possible decision, we establish trust and build a long-term relationship with the consumer. This provides the foundation for our $200M+ profitable business and drives the understanding that the best personal finance solutions are inherently customer-first.
11 Open Positions
“The customer comes first” is our #1 guiding principle. Everyone at Alto is genuinely passionate about our mission to create the most patient-centric pharmacy in the world, whether that be improving a patient’s day or improving their life. There are 125,000 deaths every year due to patients not taking their medications properly – those are 125,000 avoidable deaths. The current system is broken and getting your prescription medication is difficult and confusing: prior authorizations, renewals, high copays for drugs not covered by your insurance, travel to the brick-and-mortar pharmacy, and long lines or closed pharmacies. Alto removes the pain points to create a process that is now simple, friendly, and fully transparent. Given the statistics and adherence rates, Alto has saved an estimated 45 lives and we’re determined to save thousands more. If any of this resonates with you, please let us know. We'd love to hear from you!
A simple messaging workspace with tools for managers and staff on the go
San Francisco, CA or Remote
Imagine your favorite Italian restaurant. Their communication is scattered through group text message chains, emails, and other single utility apps, making it frustrating for their employees to contact people and find information when they need it. Similar to Slack, we’ve become the nervous system of each business, but with one main difference: we’re focused on the deskless workforce and SMB-centric tools through mobile. Using Coast, the employees at your favorite Italian restaurant can now easily share checklists, swap shifts, and run payroll, all in one place.
We know small businesses well; we spent years immersing ourselves in their work when building hyper-local networks for small businesses at our previous company, Townsquared. Essentially, we built Coast to serve members of the Townsquared community because we listened to what our customers were asking for.
Our users depend on us for their daily operations, so we always put their needs first. Customer feedback enters into our product roadmap in three main ways:
1 Open Positions
Responsive web design tool, CMS, Ecommerce, and hosting platform
San Francisco (HQ) and Remote
At Webflow, our customer is our greatest motivation. To design a product that enables everyone to create for the web, we must know our customers well: what their goals are, what they’re passionate about, and how we can empower them to deliver their best work. Day to day, we continually realign with this purpose. We ask ourselves, “how will this decision impact our customers?” in nearly every task we perform. The answers drive our product decisions and the way that we work. We share and celebrate our customers’ creations. It is incredible to see what people design with Webflow, using our visual tools to bring new ideas to life beyond what we previously imagined.
We stay connected to who we are serving and why. Across the company, from our CEO to Engineering, People, Product, Marketing, and Support teams – we all regularly engage with our customers. Each Webflower is also given the opportunity to spend two days a year performing direct customer support to build empathy and understanding, and many opt to do so even more frequently.
Webflowers come together to solve customer problems. If a customer is struggling, our Support team connects with them to understand the issue, then works with internal teams to find a scalable solution. We seek out ways to help our customers be more successful with Webflow, daily. This can be seen in our regular product updates, and in our incredibly happy customers across the globe.
12 Open Positions
We’re passionate about talking to our users and constantly synthesizing what we learn from them. Every week, one engineer rotates into a support shift (during normal business hours) so they can help debug support issues and learn where our customers are getting stuck. This means you’ll put down your normal project for the week and (very likely) dive into different parts of the codebase that you probably have never seen before. At the end of the week, you’ll know exactly what our users think of our product and will be armed with incredible context about what we should work on next.
We are uncomfortable with those who feel comfortable building things without customer feedback. We rarely take our customers requests literally, but when they tell us that something makes them happy, sad, excited, or frustrated, we listen closely and ask the right questions to inform our product roadmap.
As an early stage company, it is important that all members of our team directly interact with our biggest customers. EyeLevel.ai serves two different types of customers: (1) developers of chat applications, and (2) brands and advertising agencies. We engage directly with our customers to provide customer support, foster a relationship more like a partnership, and brainstorm and vet ideas before we build anything. While certainly not a primary role of an engineer, everyone has some level of exposure to our customers this way.
When we build new products or features, we do it iteratively, progressively creating more real versions. We go from conversations about an idea, to low fidelity prototypes (e.g. paper), to higher fidelity clickable prototypes, to functional prototypes, and then finally to product. We solicit feedback from our customers at every stage.
We try to avoid the trap of building technologies first and finding users second. Instead, we always start by understanding the problems we want to solve for our customers.
Distributed Revision Control and Source Code Management
San Francisco, CA (HQ), Remote Global (65%)
GitHub is a product made for developers, by developers. While GitHub is created for and used by individuals, teams and large enterprises, our number one priority is to provide an amazing developer experience. And we think we have a pretty good sense of what our users’ needs are, considering we are developers ourselves. As members of our own GitHub community, we built Explore, which makes it easy to stay up-to-date with currently trending repositories, browse collections of curated content related to a particular field, and find curated topic pages.
16 Open Positions
Payroll, Benefits, and HR for Modern Companies
San Francisco, Denver, New York City, or Remote
Customers genuinely love our product. Don’t just take our word for it — check out what some of our customers have to say. Our workspace reflects our unwavering dedication to our customers. Our conference room names are inspired by our “Gustomers” (think Hair Salon, Cheese Market, Boba Shop), and we even have an office mural to showcase the many types of business owners we serve.
While our engineering team doesn’t interact with our customers on a day-to-day basis, we understand that every Gustie directly or indirectly impacts our over 60,000 customers (over 1% of all U.S. businesses!). Eddie Kim, our CTO and co-founder, put it best: “No matter what we’re building, we make sure every line of code has two subjects in mind: the people we work with and the people we serve. They’re the heroes and heroines of the programs we write. And when you instill that kind of spirit into your team, it somehow lights up everything you do.”
Leading Software-Powered Freight Forwarder
San Francisco, Bellevue, Amsterdam, and Shenzhen
We’re here because we want to build useful products, which means regularly interacting with our customers. Teams working on external-facing products visit clients at their offices to learn about any problems they’re facing and how we can help solve for them. Those of us that work on internal-facing systems regularly shadow internal teams to understand their ever-evolving processes and workflows.
Sometimes, we’ll (literally) go the extra mile and travel to places like Chicago, Hong Kong, Shenzhen, Amsterdam, Atlanta, and Los Angeles to sit next to and learn from the business teams there.
Preparing for Peak 2019, engineer Catie Talbot along with the rest of the Ocean Team traveled to Hong Kong to gain firsthand understanding of the problems which we faced before building a solution. The trip was part research, part alignment. They spent the week staying close to our users – shadowing and mapping out the team’s workflow and building out a roadmap for the ideal fulfillment process at Flexport. It was an amazing learning and bonding experience for everyone involved!
29 Open Positions
Before we wrote any code, we focused on a painful problem we knew we could solve in a new and elegant way. The problem is one that everyone has experienced: sharing money in a way that doesn’t involve a joint bank account. Through the experience of building an app for ourselves, we realized that startlingly few financial products take a customer-first approach. Financial products tend to focus on maximizing profit first, and solving problems second. Much of finance is very prescribed, rigid, and sterile. However, banking and consumer finance will go through major changes over the next decade, and we believe the bank of the future won’t look or feel like a bank at all. Instead, we believe it will look and feel like a consumer tech product.
As a team, one of our core strengths is our collective experience building consumer technology products. We’ve spent time building products at Rdio, Etsy, NFL, Playstation, Coursera, Google, and eBay, and hold a deep sense of respect and deference for our customers.
While our customer base of YC partners and founders is small, they are a critical group of users. Our software supports everything we do at YC: founder applications, our public recommendation system where anyone can recommend a startup, the Startup School MOOC, our social network for founders called Bookface, our Demo Day software, and of course, Hacker News (though HN is run by a separate team of LISP hackers).
1 Open Positions
We have three end users: doctors, patients, and developers. For each, we develop mission-critical products and features. If our product doesn’t work, people lose revenue, time, and most importantly, care. For doctors, we’re developing CRM and Marketing automation tools so they can use their EHR data to grow their businesses. For patients, we’re modernizing the entire patient experience end-to-end. We’re making it easier for them to access care, communicate, and even pay their doctors! For developers, we’re making it easier for them to build apps and tools without needing to integrate with 30+ separate on-prem EHR vendors.
Historically, legacy players in the industry have neglected the needs of their users with badly designed on-prem software, expensive customer support costs, and closed systems. The basics, like an intuitive user experience or free support, is not common in our industry (see below).
We’re looking to not only bring the healthcare industry to the 21st century, but also change the image of what a healthcare technology company looks like. We always put the needs of our users before the needs of the company, or even ourselves. We believe that as long as we put the customers first, we’ll always win. Happy customers are always a winning strategy.
Being customer-obsessed, our customer success team falls under and reports to our engineering team. Our customer success team is included in our daily stand-ups, we sync every week, and every month. Customer success talks to our end users day to day, so it only makes sense that the department falls under engineering. This way, engineering and the customer are always in sync.
Our NPS today is 76 (two points higher than Apple’s!), which means our efforts are working. However, like any growing company, we also have many challenges. We believe the best way we can solve our challenges is by attracting and retaining the best talent possible.
Our customers vary from small startups like Inform Direct to large international organisations that have been around for decades like the charity Shelter. We like to work agile and give our customers lots of opportunity to give us feedback. We use Trello to allow our developers to communicate directly with our customers to get answers promptly and logged in the correct place. We always have at least two developers working any given software project. We typically have a single point of contact on the customer side, someone who is responsible for gathering information, answering our questions, and making decisions. We usually work with the customer remotely, but will have face to face meetings from time to time.
We build custom solutions for our clients. Thus, we need to understand their business and their pain points to build them a solution that will work for them. We work for a lot of smaller businesses or startups that are not yet widely known. Our bigger and more well-known clients are Bosch, Zurich, DA Direkt, SAP, and BASF.
How we communicate with our clients depends mostly on how the project is organised. If the client is part of our scrum team, engineers will communicate directly with the client. In more "traditionally managed" projects, communication is mostly channeled via PMs. When it comes to scrum, we do our meetings with the client in either our office or in theirs. Mostly, we try to rotate so that the client is regular visiting our offices as well. That seems to help to build trust in us when the client can "see" us work.
Since our marketing strategy is based on mouth to mouth propaganda, we make sure to deliver the best service to our clients.
Everything we do is motivated by the question: "What can we do to deliver real value to our customers?"
As engineers, we bear the ultimate responsibility for what our product does and are expected to fully understand the mindset of our clients and their daily struggles. We collaborate very closely with the business team and regularly listen in on customer calls (we aim for once a week). Our single engineer-cum-product-manager leads the effort of turning these learnings into a roadmap, broken down into actionable tasks. We then meet every two weeks to refine, prioritize, and assign those tasks. We think of product development as an engineering function and strive for everyone on the team to have the necessary exposure and latitude to be strong drivers of customer happiness.
Prior to CoinTracker, we started building a fintech app that automatically invested users’ excess cash. We quickly became frustrated with the status quo of existing financial infrastructure. We were heavily constrained by dated technologies like ACH – it took 11 days (!) for the first bank transfer between our accounts to settle.
This fueled our excitement for blockchain, and in parallel, we increased our personal investment in cryptocurrency. As crypto-investors, we found it difficult to figure out which crypto assets we owned, let alone their cost basis, performance, ROI, or tax implications. We further validated that this problem was widespread in online cryptocurrency communities and saw that all existing solutions were basically built around importing CSVs from different exchanges or worse: manually entering every transaction line-by-line. We wanted something more seamless and automated — so we built it.
Being customers of our own product has meant that we have had deep authentic empathy for our users since day one. Everyone at CoinTracker is a user of the product and we maintain an organically grown Telegram group of power users who generally provide unprompted feedback of new features within 30 minutes of launching. In general, we speak to dozens of users every single day and this helps us maintain an edge on building products our users love.
Our APIs allow companies to connect to banks. We consider both sides of the connection to be our customers, and it is our job to make sure both sides are happy.
At both banks and companies, we interact with a wide range of people, including CEOs, executives, project managers, engineers, and administrative staff. Each and every one is not only vital to our success, but also greatly impacted by what we’re implementing. If we don’t empathize with all of these people, and win them over as supporters and even promoters, we can’t succeed.
Putting customers first is foundational to how we operate:
People across America have learned to expect the bare minimum from the financial system, but we believe everyone deserves something radically better. By listening to our clients and understanding their frustrations, hopes, and dreams, we have built a beloved brand in financial services that not only makes it easy to manage your money, but also delivers real economic value for our clients. We did this first in the investment management industry and have now set our sights on building a better banking solution. Why does your bank only pay you 0.09% on average for your deposits?! We don’t know either. What we do know is that your money should make money for you, not for your bank. And we’re here to deliver on that promise and to help our clients achieve financial confidence.
Dark is a programming language, editor, and infrastructure. We’re following a bottom-up strategy and care about developer experience before anything else. Getting large services running on Dark means developers need to love it. We’re our own customer, too: we use Dark to build parts of Dark. When we do monetize, it will be around the cost of infrastructure.
As soon as our product was able to build a web service, we hired a customer as an EIR to work at Dark and give us feedback every single day. We built what we needed to keep his product up and make his experience better. We still encourage customers to visit the office, and often take developers in residence.
For other developers building on top of Dark, we actively maintain a Slack community to answer questions, and volunteer to pair with developers as needed.
Unlike most companies, we don’t have one single customer type. We serve everyone in the real estate ecosystem: buyers, agents, lenders, you name it. Though our product touches everyone, our primary goal is to make homeownership achievable, and we orient mostly around the needs of our buyers.
Serving our customers is so important to us that one of our core values to be an “invited guest to dinner.” We're not a key player in the home buying process. We’re guests. We view ourselves as invited guests to help with the process and our only goal is to make things better. We know that buying a home isn’t easy – in fact, it’s one of the more arduous and most emotional processes people go through in their lives. We use our platform to alleviate the pressure of timing and uncertainty, giving homebuyers peace of mind when they are looking to purchase their dream home.
To make sure we’re meeting the needs of our buyers and agents, we rely on direct feedback from our customers and from our talented team of Account Managers who assist all parties involved in every Ribbon transaction. Sometimes the best way to serve our customers is by flying down to Charlotte to meet with agents in person, and we’ll do just that. We’ll pick their brain on how we can do better for them and turn their feedback into an actionable roadmap.
Photo below of us opening our Charlotte office in style!
Thousands of clients, from tech unicorns to construction companies, depend on Newfront to run their businesses.
The product team at Newfront works directly with brokers and account managers to build the operating system for the brokerage, whether prospecting for clients, onboarding them to Newfront, or servicing their accounts. We also have an entire team dedicated just to broker happiness, and that team aggregates broker feedback and collaborates with engineering to drive product direction.
We feel lucky to sit in the same room as our end users solving real customer problems in a live operational environment. If you ship something in the morning, you might walk down the hall and see someone using your software later that afternoon.
1 Open Positions
Our founders Peter Chen, Rocky Duan, Tianhao Zhang, and Pieter Abbeel have published some of the most highly-regarded research in AI Robotics at the Robot Learning Lab at UC Berkeley. However, they were dissatisfied that their research wasn’t materializing into real world solutions. As a result, they came together to start Covariant and focus on existing problems and serving real people who face them.
What sets Covariant apart from other AI and robotics companies is that we don’t search for problems that fit our state-of-the-art research. Instead, we start with our customers. There are many existing, real-life problems and our approach always begins with understanding what issues our customers are already facing.
For example, our software directly impacts big logistics companies and online stores by helping them fulfill orders in a faster, more efficient way. Focusing on what our customer needs and regularly checking in to address their problems is a strategy that keeps us grounded, not in an ivory tower. And unlike other AI companies with hopes to solve real world problems some day, we started Covariant with actual customers. We have more demand than we can fulfill at this point, and stay aligned as a multidisciplinary team by focusing on serving our customers.
Career network for college students and recent grads
San Francisco, Denver, or Remote (US)
Everyone at Handshake is trying to help the same audience – students, most of whom are looking to make the difficult transition from college to career. That’s why our core value of “Students First” is so important, because it touches all aspects of the work we do at Handshake.
The Handshake product teams are divided up by the different types of customers we serve: Student, University, and Employer. The Student team clearly embodies the “Students First” mentality by building features to guide students in the college-to-career journey and ultimately show the plethora of internship and job opportunities that exist out there. What may not be obvious, though, is that our other product teams also put “Students First.” The Employer team focuses on creating products that help employers reach more students across the United States. By helping them diversify their candidate pools, they can reach more students and provide even more opportunities beyond just in-person career fairs and info sessions. Similarly, the University team business enables career centers to do their jobs more efficiently, enabling career service users to reach out to all of their students to guide them through the difficult transition from college to career.
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