We are building a unified frontend for cryptocurrency.

CoinTracker provides cryptocurrency holders a holistic view of their crypto in a unified interface. This is enabled by connecting their wallets and exchanges, and automatically and continuously synchronizing their data.

Being wallet and exchange agnostic and having a holistic view of one's crypto uniquely positions us to address some of the biggest problems in cryptocurrency, including portfolio management, tax calculation & optimization, user-friendly trading, and payments.

Since we started CoinTracker in 2017, we have helped our users claim $200M+ of capital losses, managed 100K+ wallet exchanges, tracked over $10B of our users' crypto transactions, and launched partnerships with TurboTax and Coinbase. We’re also profitable (>$1M in the last year) and growing (>2X YoY, during crypto winter).

We exist to help people run better small fitness studios.

TeamUp is a booking engine that handles millions of class registrations and waitlists, and also processes hundreds of millions of dollars across multiple countries, currencies, and payment processing methods.

At a glance, people may view our product as a member management CRM, but we’re really so much more than that. We build features to empower our instructors and business owners, and constantly work towards improving their users’ experience. As one example, we recently asked ourselves: “How can we let each business decide when and how to collect relevant information from their members?” For instance, a studio with a pre-natal offering might ask for a due date before registrations for that class only. Our system of custom fields and questionnaires helps businesses collect relevant information from their customers, and then use that information to deliver the best experience possible.

We are proud to serve so many CrossFit gyms across Europe and the United States, and we’ve even sponsored CrossFit events. Below is a photo from one we sponsored in Spain:

Our mission is to replace the need for physical paper.

GoodNotes was created from our founder's frustration of taking readable and reusable handwritten notes on his first iPad. However, people use paper in many different ways, not just for taking notes. As we build the best product to serve our customers, one of the biggest challenges we face is providing solutions for all of our customers’ varying use cases for ‘paper.’

Our particular insights:

1. There is something magical working with a pen on digital content.
2. Digital pens will be a commodity. All productivity machines are going to be touch screen, keyboard and a pen. We already see it happening with Surface and Pixel Slate.
3. A lot of software basically mimic what people do on paper.

All members on our engineering team are makers. Everyone has built things outside of work and we think that’s one of the most important traits of product-minded engineers. Since the beginning, building a high quality product has been our first priority.

Keeping our customers protected from cyberattacks is at the core of our company’s vision.

Carbon Black’s platform the Predictive Security Cloud (PSC) consolidates multiple security and IT use cases into a single, lightweight agent to make endpoint security stronger and easier across the globe. Our platform empowers 5,000+ global customers to prevent, detect, respond to and predict advanced cyberattacks. The platform is guided by our vision and influenced by multiple players within the CB ecosystem including our internal teams, our threat research efforts, our customers, and our partners.

With a vast ecosystem comprising the best minds in cybersecurity, we are continually innovating in the market and, when we hire, we look for people with diverse viewpoints who are: excellent problem solvers, team players, and who understand the value of strong cybersecurity. We often say that everyone at Carbon Black has cybersecurity in their DNA. This shines through in our products and everything we do.

It is awesome to hear and see student-athletes get committed to the school of their dreams because they used the product we built.

Club directors would not be able to keep track of and help all their athletes throughout the recruiting process without SportsRecruits. These stories make everyone at the company care about the product. We have a place for anyone to suggest product features or changes. Our product roadmap is visible to everyone at the company along with an environment where team members can play with the projects that are currently in development, and a test sport which everyone at the company has an athlete account for.

Global trade is complex, and it takes a sophisticated solution.

Our competitors were formed before 1994, and have all failed to modernize in a comprehensive way. We’re built from the ground up as a tech company, and have teams working on ocean and air shipping, trucking, warehousing, consolidation, and customs. We found product-market fit early, and have kept our edge.

The makers worked closely with the business teams early on, so our engineers are deeply embedded in the product improvement cycle. We even encourage team travel to gather intelligence. From our trucking team meeting customers across the US once a quarter, to our air team spending a week in Hong Kong to help load our plane, we stay close to the problems we’re solving.

Boxers wake up every morning and think about how we can make our customers happy.

We’re always asking “What can we do better?” At Box, everyone is involved in making product decisions. During team brainstorming sessions, engineers actively participate in identifying what are the highest impact items that will improve the product. It’s common at other companies to only ask engineers about the technical feasibility of a product, but at Box, we are always considering things from both engineering and product perspectives.

We are a technology enabled media creation company.

We work on large scale/budget media creation projects for Fortune 500 companies. There are two product lines to our company:

• Agency - We are the consulting wing to many companies in the realm of influencer and content marketing. Our clients include JCPenney, H&M, Michelin, Victoria’s Secret, amongst many others. Some perks include free lip balms during the winter and invitation to fashion shows in NY during February and September. Almost everyone on our team has attended a fashion show in NY in the past!
• SAAS - We have a software product that helps enterprise companies manage their influencer collaboration process. We also use this product internally within our own agency.

We think the research doesn’t mean anything until you place the technology right in the hands of your users and customers.

For us, that’s video creators, ranging from semi-professionals making videos for YouTube or Facebook, to those who work in the productions for TV or films. We are building the platform that allows any video creator to translate their content into the World’s languages.

We believe that the only way to keep going forward is to build a fantastic video translation platform that’s a delight to use. It means that we have to work closely with our users, not only on how people are using our platform, but also what impact translated videos are making for creators as well as their viewers.

We test product ideas by doing quick mocks and shipping MVPs.

We’ve been product-driven from the very beginning. When we started, we’d create visual designs, go to Dolores Park in San Francisco, and interview potential customers (aka moms who are playing at the park). Now, we build and ship things, and use A/B testing (with Taplytics) to gauge conversion and retention. Our product roadmap is defined by our metrics and talking to users.

We operate on 1- or 2-week cycles. For example, for one week we’ll focus on making changes that will improve retention. The following week, while we wait for data to come in from usage of the retention-related features, we'll ship something, with a focus on growth-hacking. The third week, we’ll be able to see data from our retention experiments and decide to keep iterating or move to the next item on the list.

All in all, our guiding principle is to build great products that customers will love and pay for. We don’t want our users to become our product, which is why we’ll never show targeted ads or sell your data to third parties. While we are already profitable, we are also well-funded by Collaborative Fund, Sesame Street, FundersClub, Locus Ventures, and Y Combinator.

We solve technical challenges to move the business forward.

As a delivery company making 15 minute deliveries in a heavily regulated industry, there’s no shortage of operational and technical challenges at Eaze. We love problem solving within these operational constraints but ensure that each decision advances the product forward. We have customers, contractors and businesses that are dependent on our services. Our customers come first, and we make the best engineering decisions we can with the end goal of making a product that customers will love.

Everyone at Vanta really likes technology, but we’re much more focused on the impact brought by well-leveraged technology.

We think of code a superpower that we can wield to make folks’ lives better. Today, B2B companies are asked to fill out questionnaires and do security reviews that take a long time, and if incomplete, cause them to lose customer and slow the growth of their business.

Companies then task their engineers to “go get SOC 2 compliance,” which is a months-long audit that ends in a long PDF with a lot of security rules like “everyone has 2-factor authentication” and “all laptops are encrypted.” Once all of these “gaps” are fixed, companies call an auditor (a non-technical CPA, no joke) to manually check all the rules and whether they’re followed.

As you can imagine, this is a huge pain point for companies and their engineers, and this is where Vanta steps in. We explain how this process works and ask whether companies would prefer their security is checked by robots or humans. [Spoiler alert: the choice is robots.] Companies can then prove their security to auditors, get reports, and accelerate sales and grow their business, and return to the product/customer-centric work that led them to start their business in the first place.

Our business growth has outpaced our team growth, because we put in the time upfront to validate our market, business, and product before writing code. We are currently in closed beta, have a backlog of customers to engage, and since we began onboarding users, we've had no customer churn.

We want to give people to use cryptocurrency in a way that doesn’t compromise its core value.

Cryptocurrency allows people to hold digital assets themselves without relying on their local government or bank assigning value or using it. What excites people most about crypto is that it allows for true freedom of economic expression. However, the most common use case for crypto today is using it to trade which forces you to give up that value and go back to the old system of trusted custodians. We at Sparkswap are using properties native to cryptocurrency (programmability) to fix that.

If you want to trade cryptocurrency, you should be able to do that without giving up custody. Cryptocurrency is as important to the future of the world as the internet and the world wide web, and we want Sparkswap to be one small step toward making that future a reality. We want people all over the world to interact with a financial system safely and securely, relying on technology instead of trusted institutions.

Our first customers are traders who have high exposure to existing exchanges and cryptocurrency enthusiasts who are just excited about this technology. Every decision we make, from exposing an API that is similar to existing exchanges to having a docker compose build process that “just works,” is based on the needs and feedback of our users. We’re ok sacrificing short term code quality in favor of shipping great product.

We look for technologists who can translate product strategy concepts into reality.

We start by asking what features make the most sense for the broader market, then we test those ideas and incrementally deliver them. User persona and journey maps aligned with these needs are crafted, user tested and meticulously maintained. Product vision is defined by achieving a good balance between user needs, business needs, and technology needs, and is influenced by both customers and intense collaboration between Product, UX, and Development leads.

In terms of how this impacts the type of engineers we seek to hire, we value folks who can work together on an agile team, design and build quality working software, and can check their egos at the door. Teamwork is key. More specifically, we look for engineers who understand how to translate concepts into reality in the context of B2B SaaS. This means engineers who can solve problems while considering microservices, massive reuse, scalability, security and integration with a broad ecosystem of 3rd party applications and technologies.

Our goal is to provide homeowners with a free, public resource to help them better understand what’s happening in their neighborhoods.

Our database now contains every licensed contractor across the U.S. – over 2.5 million of them. Users can search our database, drilling down into categorized contractor profiles which are enriched using government data from state licensing boards, Better Business Bureau ratings, and more, as well as customer reviews. We want to build a service for homeowners and contractors, so we’ve left the subscription-based, members-only model that Angie’s List uses, and are instead offering them free access to our database and user reviews.

If you’re passionate about product, you’ll be happiest at a company like Cameo where we live or die by our product.

We do not have clients, and we don’t have physical hardware. We are a highly digital, highly scalable, consumer tech company. We believe Cameo is one of the best companies in the world for product-focused engineers to work and that we provide one of the best opportunities to create a magical consumer experience.

Simplicity is at the heart of how we think about, design, and build our products. Not only do we want our products to be simple to use, but we also want our MVPs to be the most simple solutions to the highest-impact problems. It’s easy to over-complicate a consumer product like ours, but we stay focused by always prioritizing the experience of our end users. Cameo started with Steven, our CEO, hand delivering and orchestrating videos. Devon then came on as Cameo’s technical co-founder and made it work through a Facebook messenger bot – the next most simple thing to do. We then built a website and app, and now continue to listen closely to feedback from both our talent and consumers who use Cameo to refine and improve the user experience.

Our mission is to build something that works for everyone around the world, not just us in North America.

We’re building products for folks around the world. Our challenges are human-centered and operational, rather than purely technical. How can we help you find your helipad in an airport where you don’t speak the language? How can we help you book travel for your whole family in another currency or timezone? We have an empathetic and product-minded team who enjoys focusing on work that can be expressed through interfaces, workflows, and data.

Today, Voom’s product is helping people in some of the world’s most crowded cities fly over ever-increasing traffic via helicopters. It’s a premium product, but it’s the perfect way to learn how people want to fly within an urban environment. We are working with the rest of the Airbus Urban Mobility division to bring new vehicles & ways of flying to our cities. We’ve got a decade-long plan to make flying cars a reality. We’ve got the support of a big company over many years to deliver on our plans.

Our four founders have product and technical backgrounds.

Naturally, the vision for the company has always been using technology in a product-focused way. Our mission is to create a product that is beautiful and also functions seamlessly in our customer’s day-to-day. At the core of our business, we are empowering local governments to make smarter and more efficient decisions by way of our product, which is why we care a great deal about the design and functionality. Being product driven does not mean that we’ve slacked on being customer focused. We are here to serve our customers, since this product is made for them. We travel to customers regularly and really value their feedback. By focusing on making this the best product it can be, we are serving the larger community of city planners who plan more efficient cities for everyone who lives in them.

Check out a demo of our product!

Technology does not exist in isolation.

At NerdWallet, we don’t see technology as an end unto itself, we see it as a means by which we help our users make financial decisions with clarity. Our engineering team is excited about solving hard personal finance problems through the lens of technology. That means developing systems that can generate insightful recommendations for millions of users; that means working with complex data science models to predict how much money a user will need in 20 years and how to help them get there; that means rethinking mobile apps and understanding what personal finance decisions need solving in the moment. Ultimately, it means developing complex technologies for solving real world problems.

Range was founded based on three main observations about how the world is changing:

1. Globalization means that teams are made up of people with more diverse backgrounds, and work forces are increasingly distributed.
2. The millennial generation has entered the workforce and brought new expectations for work: people are increasingly looking for autonomy, mastery, and purpose.
3. Mobile, the cloud, and the rise of artificial intelligence mean that workplaces are increasingly complex

Combined, these have a huge impact on the way we work and necessitates different ways of working and managing. These new ways of working will require new tools to facilitate communication and coordination; top companies have huge internal teams dedicated to building such software.

So where do we start? Range starts with the individual and the team. What do they need to be successful? What problems and challenges do they feel? And then asks, how can technology help them with these challenges and enable teams to fulfill their purpose.

Range helps keep people informed and feel connected with their teams. Our product directly serves a customer need and in order to do so, we make sure all of our team member understand the landscape we’re operating in and that everyone empathizes with the needs of our customers. One way we do this is through using the product ourselves, but another is by regularly discussing customer research and product learnings from sales and customer success as a team.

Our product is constantly evolving.

The product organization has been built up significantly since our SVP of Technology, Jason, joined us in 2017. He is very much a product thinker, and with iterative planning and a good strategy set in place, GitHub will be moving into new and exciting territories. At a high level, we have general strategies and directions in place to steer the company, and then what we actually build is determined at the team level. This allows individual engineers to think critically not only about how we build things, but also what we should build.

GitHub is unique in that almost every engineer in the world uses it. It’s so integrated with software development that you’ll interact with our product on a daily basis even if you don’t join our company. For many of us, this is a huge reason we decided to work at GitHub. As engineers, we are contributing to something that not only amplifies our own professional craft, but also acts a catalyst for progress in our field.

Lever’s revenue source is entirely from our product.

We do not build ad-based consumer software, our product is our value. Our reputation as a company is based on having the best product in the industry, and we have never strayed from being a product-focused company. We’re proud of what we’ve built, and naturally, we are big users of our own product.

Not only is Lever committed to making a high quality product, but we also want every team member to be able to connect their personal contributions to the overall business. Results from our most recent R&D Engagement survey showed that 100% of Lever employees understand how their work impacts Lever’s goals. It’s easy to feel connected to our product, and maybe more importantly, easy to see how your work contributes to making it better.

At BetterUp, we build features in cross-collaborative squads.

Squads typically consist of a Product Manager, a Designer, a Full Stack Engineer, and potentially a Frontend Engineer, Mobile Engineers, and/or stakeholders from other organizations. These squads own Objectives and Key Results (OKRs), related to a key business problem. Squads are semi-permanent and develop deep expertise in a problem area through building features in the space and user interviews.

Engineers are expected to deliver value continuously in this space. This is even the case when product and design are exploring possible problems and solutions for the squad’s next project. Engineers participate in this discovery process to collaborate on potential solutions and help ensure that the engineering cost of a proposed solution is appropriately balanced against the value being delivered. Additionally, we believe that providing this early context during discovery can unlock creative solutions once delivery begins. At every step of the way, we expect engineers to think about whether the thing being built is actually delivering the desired end result and whether there’s another solution that could have a more outsized impact.

Creativity is a global language and VSCO uniquely sits at the intersection of art and technology to help unlock the world’s creative potential.

At VSCO, product-driven means we’re evolving our product offering to meet, inspire, and guide consumers in their individual creative journey. We seek to bring on engineers that resonate with our mission of building something for a bigger, human purpose. We’re excited to tackle ambiguous technical challenges in order to meet that goal. Our flagship product is VSCO membership, which provides access to our full suite of editing tools and presets, as well as education, inspiration, and more. We are a mobile-first product serving a global community of over two million subscribers.

Much of our engineering team specifically calls out the unique values and mission of VSCO as being a fundamental reason for why they joining and remaining with the company. “The mission of the company empowers creative people and is empowering a creative online community. I needed a community like this at a young age. It’s rewarding to be building that now,” says Samantha Bobra, engineering manager for our Engagement team. “We’re supporting artists and creating a safe space on the internet, which is pretty rare and fantastic,” adds Lydia Schiff, an engineer on our Core Creation team. The ability to build a product that mirrors the team’s personal ethos is rewarding both personally and professionally.

We build for a diverse community, which requires every person at VSCO to play a role in shaping our product. Engineering, product, and design work hand in hand to shape our product, especially on the technical side. We aren’t singularly influenced or driven by one org.

All teams are a part of the product development process from inception to completion. We’re not only focused on what to build in the near-term, but also think far down the line. For example, our Imaging team goes beyond the current product roadmap. They ideate and work on forward-thinking concepts and tools in the video and image editing space that will challenge the status quo of what you see today.

At Asana, the entire company uses our product, which means everyone you’re working with has opinions about the product and really cares about it because it’s part of their everyday workflow.

We have processes in place to collect ideas for our roadmap from every part of the organization—not just from engineers, but also from user operations, sales, marketing, and more.

Our business model also makes us more product- driven. Because a significant portion of our sales come from our end product and we expect people to try our product for free and understand its value before they pay us for it, our product has to be sticky.

At Asana, we’ve taken our own approach to writing our product roadmap. We rely on a clear strategy where everyone can connect the dots from their daily work to the company mission, and a collaborative process where the people closest to the work can influence our direction. We constantly iterate on this process to make it better. For example, next year, we’re looking at ways that we can be more problem-focused rather than solution focused and have PMs and other people work on project proposals throughout the year. We’re also considering how to best incorporate more long-running teams while still retaining the flexibility to shift people to the most important work. Learn more about how we write our product roadmap from Jackie Bavaro, one of our PM leads.

The team is united by a common love for great products.

We believe teams that prioritize product quality (vs. sales strategies) will become market leaders in their space. Our product is driven by user-centric design, guided by our customers, and built by product-minded engineers.

Highly sceptical of our own ideas, we will discuss alternatives at great length just to make sure that we make the optimal decision. We are also very data-driven: we capture every piece of feedback through all our customer interactions – be it through email and live chat support, during sales or customer success calls, or even on-site visits with customers. Everything gets processed through Productboard (a phenomenal product of itself!).

Productboard allows us to prioritize and focus on the features that will have the biggest impact. It keeps us honest and focused, while avoiding the traps of tending to the squeakiest wheel and trying to please everyone :)

Minerva is an education company built on a foundation of technology.

While we do make technology bets — our platform is predicated high-quality real-time video and collaboration across the globe — when it comes to planning what work we do, it’s all driven from the product perspective: how can we improve the student and instructor experience? How can we improve student learning outcomes by collecting information and surfacing feedback at just the right times? How can we improve A/V and platform reliability to make the technology fade into the background, so instructors and learners are deeply engaged in their discussions? What can we do on the Forum that we can’t do in physical classrooms?

To facilitate the Product first approach, we use a series of divergent and convergent exercises. Design sprints help us brainstorm new products and features in a structured fashion, and we give a large degree of autonomy to engineering pods to figure out how to best achieve their goals. These are often paired with constantly asking “How might we…?” to solve a scenario. To start converging, we use storyboards, prototypes, quick user testing, and finally episode planning.

Minerva students on the Forum.

Aula is a social learning platform.

Our mission is to enable all educators to engage all students. We’re living in a time where the demand for highly engaging-quality education is exploding, but the capacity to reach more people at a reasonable cost is not keeping up. We see this as one of the most pressing problems in education and are committed to solving it.

Our solution sits between social technology and culture change amongst educators. Aula focuses on lowering the barriers between students and educators to interact (taking inspiration from social user experience on platforms like Slack and WhatsApp). By prioritizing engagement over process, we can combine social interfaces with the modularity of integration with other tools.

Additionally, we proactively support educators based on their teaching needs. The impact of technology on student engagement is non-existent without cultural changes. We enable culture-change toward more active learning pedagogies by building tools and processes for curriculum design, educator support, and educator insights.

Our product is complex and we are on an ecosystem of legacy systems and huge players.

We were not the first company on this market, we do not have all the features - yet - so we need to be the best. We are building it to the long run. We believe that the best way build an excellent product is to not customize our solution to one person or team, instead, we develop features that will attend those individual needs in a broad manner. We do this by tackling the most complex root problem that, when solved, will also solve less complex problems with similar characteristics by default. We strive to design the best usability to make our awesome tech tangible to people.

Hash provides a infrastructure that can easily allow any company to become a sub acquirer - or operate like one. That's huge because until then, a company would spend at least US$1MM and about an year to do so in a market that is dominated in majority by banks. Now, any company can monetize their network better, cheaper and faster. Our users can increase their revenue up to 3 times combining our services with their product strategies while creating better services to its customers and suppliers.

Credit cards penetration in Brazil still low and electronic payments only represents 28.4% of total household consumption in Brazil. The new entrants (such as PagSeguro - NYSE: PAGS and Stone - NASDAQ: STNE), already won ~25.9% of the market by bringing more innovative & quality services, both having huge IPOs. Hash allows any company to create better services in similar ways, for their niche, creating relevant services and products while making more money than using other solutions.

We do that by dealing with most of the bureaucracy, creating modular APIs and Dashboards which can fit from a innovative startup to a large retail company. Our standards are really high and we're sick on the quality of our design and development, creating things to last but without fear or preciosity to roll back whenever necessary.

We are a team of product-driven engineers.

Understanding the interplay between design, business, and technical challenges is something we highly value at Webflow. Engineers should never think about technical problems in isolation, we should also maintain sight of what what makes a strong product. We care deeply about the product we’re building and not just because we want to see it successfully used by our 30,000 customers, but because we also want to use the product for our own projects (there are a lot of fun/crazy projects by our Webflow team members!).

We try to provide the best experience possible when developing new products.

The various products we develop cater to emerging and established markets. We differentiate ourselves by providing excellent value, first-class user experiences, as well as approaching problems in new and novel ways. The products we build are meant to attract customers organically.

Rather than purchase and utilize off-the-shelf components, we prefer to build custom solutions to solve business problems. By utilizing open source technology, we are able to build tools and products that not only work better, but also cater to a user’s specific needs.

In addition to the 3 million .xyz domains registered, we also own and operate over 100 websites online. We do marketing, cybercrime / abuse mitigation, advertising, and even have a couple mobile apps.