Awaken* newsletter

June 13, 2024

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Tracy Young is a founder who has been on my radar for a long time. Beyond the fact that she is a successful exited founder, having sold PlanGrid to Autodesk for just under $900 million, Tracy’s family–like my own father–immigrated to the United States following the Vietnam war. With one major success under her belt, Tracy is going for a second, having recently founded a new startup named TigerEye, which focuses on AI-powered strategic planning. I sat down with Tracy to chat about lessons from PlanGrid, what she’s currently working on at TigerEye, and her identity as an Asian woman.

On Identity

I wasn’t the only one with a newsletter on the call! Tracy also recently started a LinkedIn newsletter titled Predictable Growth, a monthly Q&A with women leaders generating revenue for their businesses. I asked Tracy what the motivation behind starting it was, and what she hoped to see it accomplish:

Representation matters. In sales and go-to-market functions, women are underrepresented at the leadership level. However, many impressive, talented, and hardworking women have achieved the CRO/CMO level, and I wanted to hear their stories. So, it’s a way for us to showcase women and give them a platform to tell their stories and how they got to where they are. There are many great jobs in sales, but many women don’t realize that they’re available to them. Anyone can be good at sales, it’s not just men. Reaching the highest levels in sales gives women a lot of power to help out their families, help the economy, etc.

In previous interviews, Tracy has pointed out how women are especially underrepresented in enterprise SaaS. I asked Tracy if she had any ideas why this is the case, and how we can increase representation:

I’m not sure why that’s the case. But you can see it if you look at the stats or walk into any enterprise company. I would guess it’s systemic. I think it starts with the words we use for boys and girls, the way we treat them, and what is expected of them. This is part of our cultural history. One way to change that is to show what is possible. What Predictable Growth aims to achieve is to showcase all these women who are leaders at their companies. There’s no decision that the CEO is making without running it by them. We want to say: “This could be your future, if you want it”, for anyone reading, and hopefully, it’s a young woman reader.

Next, I wanted to get Tracy’s thoughts on how being an Asian woman has affected her experience as a founder:

My PlanGrid co-founder, Ryan, and I met in college. He’s been trying to convince me to start a company with him since I was 18. Being an Asian woman, I didn’t think it was possible. I brushed him off for many years. I thought, “I’m not a founder,” because I looked at all these other founders, and they didn’t look like me. That kept me from starting a company for a long time. Around 2007-2009, I remember Ryan really wanted me to apply for Y Combinator with him. And again, I told him, “I just don’t think it’s going to work.” I didn’t think other people would accept me, and I didn’t want to put myself through it. It wasn’t until Y Combinator put out a request for startups working on the exact problem we were working on that I felt comfortable applying. That request for startups almost gave me permission to apply to YC. But even when we got in, and we were making real revenue, and we fundraised, and we had real customers, and our product was getting better… even then, I still felt that founders should look a certain way. I don’t know how many years in we were before I finally realized how wrong I was.

In an interview eight years ago with Ron Miller at Techcrunch Disrupt, Tracy responded to a similar question very differently. I asked her what motivated her shift in perspective since then:

Back then, I really tried to separate myself from being a woman. I felt like that was not part of the equation. And again, it’s such a big part of me, I am a strong woman. For many years, I pretended that I wasn’t, down to how I dressed. What really woke me up was becoming a mom. Going through pregnancy and birth and postpartum recovery, and taking care of a baby, I think it was really at that point when I realized how strong women are, how strong our mothers and grandmothers are, and how strong my colleagues are. It was a disservice not to acknowledge that our journey is different. It’s not better or worse. It’s just different.

TigerEye

I asked Tracy how she came up with the idea for her new startup, TigerEye:

There’s no shortage of problems to solve in business software. If you talk to anyone who works for a public company, you’ll find a lot of outdated software still in use. After selling my last startup, I worked for a public company and got to use these expensive products that our company was paying for every year. I saw firsthand how they made us less productive and frustrated our team. Many areas need improvement, such as HR software, finance software, sales software, and everything in between, including development tools. 

A common strategy I hear from founders is that they want to start by selling to other startups, and then grow into an enterprise software company alongside their clients. I asked Tracy how she decided to skip that and go straight for enterprise customers:

I like to solve problems that I have experienced. TigerEye comes from my experience running a fast growth company for ten years. When we reflected on our PlanGrid journey, we asked ourselves a few questions: What would have accelerated growth? What would have made the difference between us still running PlanGrid today versus needing to sell? TigerEye is that product. This is a scientific tool that would have helped us grow more efficiently, be more profitable, and would’ve enabled us to be more courageous in our decision-making by providing extra validation. It’s an AI-powered business simulator. You can test out your plans before you make your team execute it. You can test out as many plans as you want and as many scenarios as you want before you bring it to the board for sign-off. Back at PlanGrid, we had a bunch of very smart people trying to generate the same thing that took months that TigerEye is outputting instantaneously now. This is the product that I wish I had to help grow PlanGrid. And this is why we are building for the enterprise. All I know to do is build things to help me with problems I’ve faced.

Starting a Company as a Second-time Founder

I asked Tracy what she thought about distribution at PlanGrid, and how that has changed for TigerEye:

PlanGrid was always mobile first. We really benefited from timing. Steve Jobs announced the first generation iPad, and we decided to start building construction software for that device soon after. We were one of the first enterprise apps to launch on all of the app stores. 

Let’s say you’re a construction person and you’ve got your new iPad or other tablet. You search for construction because that is your profession, and PlanGrid pops up as the top result. If it looks interesting, you might download it, and we had a freemium model so users could try us out. As a mobile-first company, having great SEO on the app stores was crucial for our inbound growth. That’s how we thought about distribution for PlanGrid, but that is totally irrelevant for TigerEye (although we do have a mobile version of our software). TigerEye is an enterprise-grade product, and you can’t just try it out as an individual. It is being deployed to whole departments, and that is a completely different distribution model. For many years, PlanGrid was sold on a per-seat basis. At TigerEye, we have an unlimited seat model, and it’s deployed to several teams at once, and the starting fee is five figures. It’s an enterprise-grade product. And so for us to get deployed and adopted usually takes a field sales team two or three conversations with the company, because it’s not just sales, it’s revenue operations, it’s strategic finance, and then it’s a champion at the C-suite level. It’s very different from PlanGrid’s model, where anyone with a credit card in a job site could swipe their credit card and buy PlanGrid today.

Next, I asked if she felt that being a second-time founder came with any benefits:

There are definitely benefits. For example, the first 15 people we recruited were people we had handpicked and worked with before. As a result, we were able to recruit a talented team with a strong track record and a strong work ethic. It’s difficult for first-time founders in their early 20s to attract talented individuals. The people who worked for us were our friends or recent college graduates. From our decade of experience, we’ve also seen what works and what doesn’t in terms of core values. This time, we made sure to have a set of values that we live by personally and professionally. These core values are non-negotiable and we share them with candidates we’re trying to recruit during our first phone call. We’re serious about it. Everyone says they care about their core values, but we actually hire and fire by them. 

Tracy’s emphasis on core values stood out because this was the first time I had heard a founder emphasize them to this degree. I asked Tracy why this mattered so much to her:

Through my experience growing PlanGrid to 450 employees and scaling the team to 1,300 employees post-acquisition, I got to see what slows down a team. I got to see how infighting can destroy a company. There are minor things that you can put in place to mitigate this, such as basic rules of engagement. We have a document called “Our commitments to working with each other,” which outlines how we work together at TigerEye. The document clarifies our five core values. It’s very simple, you cannot misinterpret what the core values mean. I’ll give you a couple of examples: 1) I will walk it like I talk it. 2) I will never speak destructively behind my teammate’s back. 3) If I have a problem, I will go to you and talk it out because we’re professionals and I can trust that we can have the hard conversations. If everyone follows these rules, then we’re in a really good place. That means that when there are problems, we can speak openly as a team and get through it together. We were very deliberate about the culture and work environment we were creating, especially as a remote company. I think our culture is especially important because we aren’t together every single day.  

Fostering a Culture of Authenticity

Throughout my research, a consistent theme Tracy touched on was being authentic as a leader. I asked her if she felt there are boundaries to authenticity and if it’s fine for CEOs to express fear or lack of confidence to their team.

There is definitely a line in terms of vulnerability and authenticity. It’s never acceptable to be disrespectful. Some might argue that they’re just being direct, but there’s a difference between being direct and being rude. It’s okay to question things and suggest new approaches. When I’m concerned about something related to the company, I share it with the team. I either present a potential solution or let them know that I’m working on one. This approach makes it easier to lead and get the team on board with the direction we’re heading. They may not always agree, but at least they understand why I’ve made certain decisions. If they understand, it’s easier for them to commit to the decision, even if they initially had reservations. 

To your second question, I think it is completely okay for a leader or anyone in the company to show that they are human, and as humans we experience fear and insecurity–they are natural emotions. As a leader and a productive teammate, it isn’t beneficial to dwell on these negative emotions. It’s challenging, if not impossible, to suppress these feelings because they will eventually surface. My approach is to allow myself to experience these emotions when things are tough, but also to take control and not let them linger. For instance, I might allow myself a day to experience these feelings, but the next day, it’s time to put on a game face and figure things out together. As long as there’s movement and progress, then it’s okay. Feelings like anger, insecurity, and sadness, when prolonged, are completely useless. They don’t serve anyone any good. They’re just there making everyone feel bad and that is absolutely not okay.

I asked Tracy what actions she takes to make sure everyone on her team is comfortable being authentic and vulnerable with each other:

We do this fun activity. We all take the Enneagram test. New teammates will take the test and present their enneagram results sometime within the first few weeks. The presentations are basically: “This is when I’m at my best. This is how I am at my worst. This is how I want to get feedback.” This helps us understand who we are as people because there are all kinds of different personalities, and conflict comes from two personalities at their worst coming together. If we can acknowledge and understand that might happen, it’s easier to get through it together. Essentially, it’s having self-awareness and giving your team a blueprint of being aware of who you are. 

For those who don’t know, Enneagram is a popular personality test that emphasizes how you interact with other personality types, making it a popular choice for teams. I am normally skeptical of these kinds of tests, but even I am a big fan of Enneagram, and I think it has helped me better understand myself and my interactions with others. For those curious, Tracy is Enneagram type 1, “The Reformer”. A fitting type for a person with such ambition and vision.

Shoutouts

If you are a leader in sales, RevOps, finance, or marketing, TigerEye has built a go-to-market planning tool to help you track, plan, and predict your go-to-market performance. The tool analyzes every change in your CRM using artificial intelligence to guide decisions and show you where you’re headed.

If you are interested in checking out what Tracy and TigerEye. have built, please drop her a note on LinkedIn or on X (f.k.a. Twitter) @Tracy_Young. Thank you Tracy for the interview!

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Image Source: Cloversoft

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Two Former Bankers Set Out To Make Plant-Based Home Goods Using Bamboos

In order to produce environmentally friendly household goods such as tissues and wipes, Singaporeans Angela Sim and Lynn Yeo, the founders of Cloversoft, invested in bamboo trees as the material of choice. 

Bamboos were discovered to be the fastest-growing plants in the study, so they decided to cultivate them. Furthermore, unbleached bamboo does not contain any chemicals, which contributes to its sustainability.

Angela and Lynn founded Cloversoft in September 2014, and both are passionate about producing safe and environmentally friendly consumer goods. They became close friends while working at a bank for several years before launching their business. Lynn’s lifelong passion is recycling and green projects, whereas Angela strongly cares for animals.

According to Angela, a documentary on a polar bear in the Arctic brought her to tears on an aircraft back to Singapore from a business trip abroad. Because of this, she became fond of the cute critter that would eventually become Cloversoft’s mascot.

Cloversoft only uses superior, cruelty-free, vegan, and eco-friendly raw ingredients. No artificial scents, colors, alcohol, chlorine, or other chemicals that might harm the consumer were included.

Other brands may not adopt bamboo because of its higher cost, despite its environmental benefits. Angela and Lyn, however, keep prices low so people and companies may afford to go green. The duo plans to expand its operations in the United States, including Vietnam and Indonesia. 

Coversoft’s long-term objective is to build the most successful fast-moving consumer goods (FMCG) company in Singapore, with offices around the world, centered on the core values of providing products that are affordable, environmentally friendly, and derived from plants.

Lack of business experience made learning tough at first. There was no demand for their eco-friendly goods, and other corporations repeatedly turned them down. Angela admitted,  “This was one of the darkest moments in our entrepreneurship journey”.  

Fortunately, consumers now publicly acknowledge their items and frequently purchase their green products  Word-of-mouth and consumer feedback helped them quickly spread the word, and their sales grew 1,500% in one year.

They’ve also donated a portion of their revenues to Polar Bears International in Canada to help protect the polar bear population.

Cloversoft’s first year of business saw strong sales and rising client bases in Asia Pacific countries. The firm aims to become the largest FMCG company headquartered in Singapore, with branches throughout the world, by delivering safe, environmentally friendly, and fairly priced plant-based products.

Image Source: shout.sg

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Former Foodpanda Rider Launches Dessert Bar Serving Coriander Gelato, Mala Waffles

Combining sweet cream with the sharp zing of coriander, this gelato flavor apparently converted over 80% of coriander haters who tried it, as per Eat Book Singapore.

Bryan Liew launched his dessert cafe LoFi Bar at the height of the pandemic, with no prior F&B experience except being a Foodpanda rider.

According to Vulcan Post, Bryan’s purpose behind launching his cafe was simple: to fulfill Singaporeans ‘ habit of “eating and hunting for food ” during the COVID-19 pandemic. 

The 27-year-old earned a Malaysian and UK digital marketing degree and started as a Retail Marketer in 2017 before becoming a Senior Operations Manager. He quit his job on the first day of Singapore’s ‘circuit breaker’ lockdown.

Bryan used his digital marketing skills and did thorough consumer research to attract more consumers during the lockdown. When his restaurant opened, he surveyed every customer for feedback.

He innovated his menu with unique food like coriander ice cream which is currently their best seller, and the sweet, spicy, and savory Mala chicken waffles.

As a former Foodpanda rider, he understands the challenges riders face and makes food collecting easier, especially those with beverages, which are well-packed to minimize spillage.

Make sure to visit LoFi Bar when you travel to Singapore!

IMG_4416

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Teen Brothers Build Non-Profit To Empower Underprivileged Kids Through Educational And Enrichment Programs

Founded in 2016, Ethan and Dylan sell what first started as Ethan’s Legenade at Summer Concerts, Sports Tournaments, Taste of Elk Grove, and various fundraisers. The brothers also get invited to private events to be speakers so they can share their moving stories.  

They speak to youth groups to inspire young kids and were invited on TV in local morning shows Good Day Sacramento, and Fox40 News. On top of that, they manage to keep up with the Honors Program in school, and extracurricular activities. 

Good Day Sacramento, a local morning show, in July 2019

There are currently 6 locations Legenade Children’s Fund sends to in the Philippines – Marikina, Cebu, Cotabato, Antique, Anao and Mexico in Pampanga. With the help of the catholic convent, Daughters of Divine Zeal, where Dylan and Ethan’s great aunt is a nun there.

They also have volunteers and coordinators the brothers meet through family and friends who still live in the Philippines. For them, it’s very important to have proper connections there to keep these programs going. The program sends help twice per year before the school season starts and during the Christmas season.

Back to School Program in Antique, Philippines 2021

Ethan and Dylan shared with Asian Hustle Network their journey as early founders, advice to their peers and future generations, and their hopes to find a mentor to help them grow toward their goals.

13-year-old Ethan runs with their school Cross Country and Track Team, while 16-year-old Dylan is in the Cyber Patriots, a cybersecurity club in school where they compete with other schools nationwide. 

Since their launch, the brothers have been in at least 5-7 big events every year — with Elk Grove Giant Pumpkin Festival as the biggest, which attracts more than 60,000 people every year.

The Young and Simple Legendaries

Ethan: Hi, my name is Ethan Black. I’m the CEO of Legenade Children’s Fund. I’m 13 years old, going into 8th grade. I like running, like Cross Country and Track. I like to hang out with friends, and also be on the computer playing games. 

Dylan: My name is Dylan Black (16 years old) and I’m a junior at Franklin High School. My interests lie in finance, business, and engineering. 

Dylan (right) and Ethan (right) With Elk Grove City Councilmember, Stephanie Nguyen
Dylan and Ethan at Taste of Elk Grove in 2017

How It All Started

Ethan:  Legenade started with a business called Ethan’s Legenade that I started when I was about 7 years old. It means “Legendary Lemonade”. I met another local nonprofit through my mom, and I decided I wanted to help them so I made Ethan’s Legenade and sold lemonade. I gave 50% of the profit that came from Ethan’s Legenade to the local nonprofit. After doing that for about 3-4 years, my grandma helped us turn it into a nonprofit which is known today as Legenade Children’s Fund. 

Dylan: My brother wanted to help a charity owned by a friend of ours. To help that charity, he decided to open a lemonade stand and donate 50% of the profits. We attended small events and sold lemonade there, and that’s how we made our initial profits and we expanded from there into other sorts of events. 

Ethan’s very first event – Summer Concert in Elk Grove May 2016
Chicks in Crisis is the charity that Ethan wanted to help in the beginning. So he sold lemonade and donated half his earnings to them. He still supports them to this day.

Legenade’s Big Vision, Mission, and Goal

Ethan: Our motto is “Helping Kids Become Legendary”, which basically means helping them so they can be the best they can be. We mainly focus on children’s education through 5 different programs. Our goal is to help kids and communities all around the world. 

5 Legenade’s Programs are: Back to School Program, Future Legends Scholarship, Color the World Project, STEAM Programs, and Community Outreach

Dylan: I would like our nonprofit to have a well-established local and international presence to help kids with the education of all forms. That’s my goal, that’s my vision, that’s my mission. 

Achievements and Learnings

Ethan:  A few years back in 2019, we got Rookie Business of the Year from the Elk Grove Chamber of Commerce for being the best new business. I guess another achievement is actually turning into a nonprofit, coming from Ethan’s Legenade to becoming an official nonprofit. I’ve learned more about how to run a business. I was probably naive about how to run one when I was first starting out when I was 7. I’m more careful about making decisions. I’ve learned how kids live in other countries. 

Receiving the “Rookie Business of the Year 2019” award presented by the Elk Grove Chamber of Commerce. Dylan and Ethan are the youngest entrepreneurs in their city.

Whenever I heard stories about the Philippines, it was always worse than the life that we have here, so we shouldn’t take stuff for granted. You’d think that stories like that are exaggerated, but from the photos I’ve seen, it’s not. Their conditions are not ideal. So for example, we ship out toy cars, the ones you pull back to wind up and let go. Then we realized that they can’t play with them because they don’t even have concrete. Their houses are built on dirt. We learned to pay more attention to their living conditions and what they need so we can send them the proper help. 

Dylan: Our biggest achievement would probably be becoming an official nonprofit because it allows us to coordinate and organize resources to give to our donation recipients. Another one of our biggest achievements is the number of people we have helped. We’ve helped several thousands of people in some way, shape, or form. I’ve learned that I really like business and finance, and most likely do that in the future as a career. I’ve also learned that people can accomplish a lot and all they need is a little push from an outside force, maybe in the form of a donation. 

Legenade’s Current Project 

Ethan: Right now, school is about to start so we’re focused on the Back to School Program. We provide backpacks and school supplies to about 1000 students in multiple locations in the Philippines. We have Future Legends Scholarship where we sponsor gifted students and pay for their tuition fees so they can stay in school. A lot of them leave school so they can work to help their families. We help them finish high school at least. Closer to the holidays, we do community outreach locally here in Elk Grove, and Christmas Programs in the Philippines, and send toys and food to the kids and their families. 

Community Outreach Food Program – Anao and Mexico, Pampanga, Philippines.

Dylan: My current project is expanding our sphere of influence to reach more people with advertising and campaigns. Also to get our Legenade bottled at a bottling facility in high numbers so we can get them in vending machines and stores. Relying on donations from people means that the people we are helping are at the mercy of your kindness. When you sell a product, we can more reliably help people. We are grateful to our donors, but it’s better to be self-sufficient so our programs can be consistently well funded. 

The Founders’ Hope For Legenade 10 Years From Now

Ethan: I’d like to see Legenade 10 years from now being one of the biggest nonprofits in America, maybe in the Top 10 charities. We also want to help in more places internationally and nationally so instead of just here in Elk Grove, CA, maybe we can find people to help in all 50 states. Also internationally, instead of just in the Philippines, we can help somewhere else in Asia, Africa, or Southern America. We also want to visit our programs in the Philippines and meet the kids we’re helping. We can’t afford that right now so they just send us pictures and videos.  

Dylan: I hope that in 10 years, Legenade will have helped many people go to school and get credentials from high school, and even college. Also, be able to help more areas and not just have focused efforts in a couple of cities, but in many places. Education is important because it helps you make good decisions and helps you help other people and it lifts everybody up. I can’t help people if I don’t have an education. 

Advice To Young Generation

Ethan: I don’t want to sound generic. Do not wait, or like, don’t procrastinate. If you have an idea and you know it’s good, then go for it. Even if it turns out to be bad, then you can classify that as a learning experience. 

Dylan: Your plans don’t have to be big and grandiose. You can start off small and can go from there. Don’t overwhelm yourself by trying to reach huge goals, just spread it up into several smaller goals. And don’t let anything stress you out. Avoid things that stress you out. 

Raising money during the pandemic. May 2021

Seeking Entrepreneurs and Mentorship

Dylan:  Our goal is to get Legenade bottled. I’m hoping to reach out to other entrepreneurs who have gone through the process, and are willing to share what they’ve learned with us.

Ethan: We’re trying to get into mass producing our Legenade, but we have very little experience in doing so. We’re trying to collect as many contacts who can help us make it happen. Of course, we always need donations to keep our programs going. Please consider sharing your blessings. Any amount will help a lot.

Image Source: Startup Grind

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The Rise of Young CEO Mehak Vohra: From College Dropout to Successful Marketing Mentor

After dropping out of school, Mehak Vohra spent the next two years working her way up the corporate ladder before establishing SkillBank, where she can now assist people land jobs at marketing agencies across the United States. 

Vohra was an experienced ghostwriter and copywriter from an agency, which inspired her to establish her marketing.

When the 21-year-old growth hacker attempted to launch Skilbank, it was initially conceived as a growth marketing training program geared toward newly established technology businesses. She first started the organization during the pandemic in 2019 and aspired to train a workforce that could soon fill entry-level positions in marketing. 

She has also established relationships with her business partners, who are her primary motivation in maintaining a healthy balance within the company and developing productive plans. 

Even though the pandemic has made people jobless, Vohra had the chance to build up the organization to help service workers upskill and gain employment. Skillbank was able to raise $1.5 million thanks to the support of investors like Jason Calacanis, Hawke Media Ventures, Soma Capital, Hustle Fund Champion Hill Labs, Transcend Network, John Kobs, Nelson Wang, Saunder Schroeder, Zack Bloom, and TikTok’s own Josh Richards and Griffin Johnson.

Investors have teamed up with Skillbank partly because they want to contribute to the funding of technologically savvy marketers. They believed that despite marketers’ best efforts, they are not educated in the field and often lack a solid foundation. They also liked that SkillBank was making their training easily accessible and thought the standard education model could use some improvements. “Mehak is a rockstar, and we believe she is the person to get this to success,” said Erik Huberman, CEO of Hawke Media, in praise of Vohra’s decision to Skillbank.

Skillbank just closed a funding round that helped numerous marketers make a career change and, as a result, increase their remuneration. Vohra also has designs for growing SkillBank’s business. At this time, a subscription to SkillBank’s courses starts at $4999, or $7199 if paid in installments. The SkillBank team may be small at the moment, but they have big plans to take on industry leaders like Masterclass and General Assembly.

Nothing can prevent anyone from becoming successful; even a student who quit school and later decided she wanted to devote her life to assisting others in achieving their goals can turn her dreams into a reality.