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  • Tracy Young Returns to Lead TigerEye After $875 million PlanGrid Exit, Reflects on Innovation and Identity

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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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Embracing Heritage Through Style

Kỳ Lân is the first activewear brand deeply rooted in Asian aesthetics, created with a powerful mission: to empower second-generation Asians worldwide to embrace their heritage with pride. Born from Hải’s personal journey growing up Vietnamese in Hungary and struggling to find a sense of belonging, Kỳ Lân reflects what it truly means to live between cultures, and finally feel proud of that identity.

For Hải, Kỳ Lân isn’t just about clothing. It’s about rewriting the narrative for second-generation Asians and bringing Asian representation to the forefront of mainstream sports- and streetwear. 

Kỳ Lân’s mission is to help second-gens embrace their Asian heritage through clothing

The Meaning Behind Kỳ Lân: A Symbol of Heritage and Unity

Kỳ Lân is a mythical creature from Asian folklore, often described as having the head of a dragon, the body of a horse, and the tail of a lion. It symbolizes peace, prosperity, and good fortune. Versions of the Kỳ Lân appear in Vietnamese, Chinese (Qilin), Japanese (Kirin), Korean (Girin), and Thai (Kilen) cultures, highlighting the deep cultural connections shared across Asia.

Hải chose this name to honor that shared heritage. As part of his efforts to reconnect with his roots, he began volunteering in the Vietnamese community and eventually became the organizer of a 6,000-member Asian Meetup and Discord group. This community centered around 1.5-generation and second-generation Asians, those who either immigrated as kids or were born abroad to immigrant parents. Together, they explored questions of identity, belonging, and the desire to reconnect. These conversations sparked the idea for Kỳ Lân: a brand that celebrates Asian aesthetics but, more importantly, gives voice to the in-between experience many second-generation live daily.

Kỳ Lân is more than just a clothing brand, it’s a tribute to these stories and a movement towards proudly reclaiming culture.

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The Origin Story: From Hungary to the U.S. and Back to His Roots

Growing up in Hungary in the 1990s, often as the only Asian kid in school, Hải vividly remembers the bullying, the stares, and the relentless pressure to fit in. Like many second generation Asians, he spent much of his youth trying to blend in, often distancing himself from his Vietnamese roots just to feel accepted.

It wasn’t until years later, after moving to the U.S., that everything shifted. For the first time, Hải saw second-generation Asians unapologetically taking up space, celebrating their identities through art, food, fashion, and film. Vietnamese cafés were opening everywhere, Asian artists topped the charts, and streetwear inspired by Asian heritage became more mainstream. Gradually, pride replaced shame.

He became proud to be Asian, and curiosity toward his culture blossomed.

Hải, his little brother and his mom in Budapest

His parents’ story deeply influenced him, too. They immigrated to Soviet-era Hungary on scholarships and chose entrepreneurship over low-paying engineering jobs after graduation. Their hard work and resourcefulness deeply shaped Hải’s values, even though they initially encouraged him to take a safer path.

That growing sense of cultural pride deepened during a visit to Vietnam, where Hải saw relatives and locals running small storefronts straight from their homes. Every corner was buzzing with hustle. “That’s when it clicked,” he says. “Entrepreneurship is ingrained in our DNA. No wonder I felt this constant pull to build something of my own.” 

From Software Engineer to Fashionpreneur: Finding Purpose

For Hải, the realization that entrepreneurship was in his blood didn’t make the decision to quit his job any easier. Like many children of Asian immigrants, he grew up with a very clear definition of success which included stability, a good education and a respectable job. And he achieved exactly this: a successful career in software engineering, after decades of hard work and sacrifice from his parents, who had moved to Hungary in search of a better future.

For a while, he was unsure whether to commit to building a business or return to the comfort of a tech job. However, the dread he felt preparing for software interviews made it clear that he had to make some kind of business idea work, no matter what.

Like so many second-generation Asians, Hải carried an unspoken responsibility to make his parents’ struggles worth it, to succeed and stay on the path they paved.

Eventually, the pull toward his purpose was stronger than the fear of failure.

In a twist of fate, Hải is following in his parents’ footsteps. After immigrating to a foreign country and getting a degree in Engineering, he decided to leave it all behind and pursue Entrepreneurship.

Hải’s parents threw away their Engineering degree to open their heavy metal t-shirt business back in the ‘90s.

The Birth of Kỳ Lân: A Perfect Fit 

Inspired by his parents’ own clothing business selling heavy metal t-shirts at marketplaces, Hải worried initially that they might disapprove of him following a similar path. Instead, they became his biggest supporters once they saw his dedication.

While it might seem like a waste to throw away his engineering career, Hải’s background turned out to be a great asset in building Kỳ Lân. His time at Amazon Ads taught him how to run effective digital campaigns, his logistics experience at Convoy helped him navigate supply chains, and his coding skills meant he could build his own websites without outsourcing. Even his parents’ experience running a clothing business became unexpectedly useful. 

Looking at it all together, it started to make sense. This wasn’t him starting from scratch, it was him finally using all of his skills in one place.

A Movement Rooted in Identity, Representation, and Pride

Kỳ Lân is more than just activewear, it’s a cultural movement. It celebrates the rich fusion of Asian cultures and modern sportsmanship while giving second-generation Asians a platform to proudly reclaim their identities.

Through Kỳ Lân, Hải is not only creating clothing but also rewriting the story for second-generation Asians around the world – one that embraces heritage, community, and pride.

Kỳ Lân’s mission is to help second generation Asians embrace their heritage through clothing

Connect With Hải Bùi & Kỳ Lân Activewear

To celebrate Kỳ Lân’s pre-sale, Kỳ Lân is offering the Asian Hustle Network community an exclusive 20% off with the code AHN20 – valid for one week only.

Website: Kỳ Lân Activewear

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Samuel Jamier on Paving the Way for Asian Cinema and Representation

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Bridging Cultures Through Film

Over the course of his well-established career, Jamier has proved himself to be an avid enthusiast for Asian cinema who shows a clear commitment to its artistry and cultural authenticity. Jamier has gone from Chargé de Mission for the Cultural Services of the French Embassy, through his experience working with The Korea Society, The Japan Society, to becoming the guiding force behind NYAFF. 

As a Korean adoptee raised in the idyllic Brittany of northwestern France, it is natural that his journey was one of cultural navigation and a lingering yearning for heritage connections. All this lifelong commitment to Asian cultures made it intriguing to learn where it all began—turns out not all those who wander are lost.

I was always drawn to stories that challenge conventions, that shake you awake in the middle of the night. My inspiration came from literature, philosophy, and cinema—works that make your heart pound and your mind race like you’ve had too much caffeine.

Traveling and living in different countries in my 20s rewired my brain. Experiencing cinema across different cultures made me realize the immense power of storytelling. I was particularly struck by the underrepresentation of Asian narratives in global film industries, which fueled my drive to bridge that gap through my work at NYAFF and beyond.

Jamier, a Korean adoptee raised in France, has dedicated his career to championing Asian cinema and bridging cultural gaps through storytelling.

Leading a “nomadic” life throughout his 20s has reframed his understanding of storytelling, endowing him with the severely underrated power of Asian narratives in global media. That realization has become some sort of a push for him to challenge stereotypes and redefine Western perceptions of Asian cinema beyond just kung-fu flicks and arthouse genres. 

Breaking Barriers for Asian Filmmakers

Hollywood has become a benchmark for world cinema. It only took a few seconds to look up “film classics” on Google, and most of the recommendations would be Hollywood/ Western. As he revealed that one of his greatest challenges lies in “shifting global perceptions of Asian cinema” and “the industry’s gatekeeping,” his answer underscores a limited spotlight on Asian narratives. 

Historically, Western audiences have viewed Asian films through a narrow lens, often limited to action-packed martial arts films or slow, contemplative arthouse works. This raises concerns over “typecasting” Asians in movies and hindering the potential of the world’s largest region. Through NYAFF, Jamier has worked tirelessly to push back these outdated preconceptions and aimed towards a broader, more nuanced appreciation of Asian storytelling.

Jamier is reshaping global views on Asian cinema, breaking stereotypes and opening doors for new voices worldwide.

Jamier has also successfully secured various global distribution deals for Asian filmmakers, shedding light on emerging talents to international audiences. Back in 2020, the pandemic took over New York City, leaving many film festivals canceled and filmmakers struggling. 

Recognizing the urgency and devastating impact, Jamier and his team at NYAFF quickly adapted, launching virtual screenings and digital initiatives to keep Asian cinema in the spotlight. His commitment to dismantling industry gatekeeping and evolving Asian narratives has provided new opportunities for talents from Asia and the diaspora to gain recognition at major festivals and in Hollywood.

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Beyond curating films, Jamier is about to make his directorial debut with The Huntress, marking his first endeavor in filmmaking. The film, inspired by World War 2, was a powerful manifesto of women’s roles in resistance movements, bringing overlooked histories to the spotlight while challenging conventional war narratives of Southeast Asian stories on screen. His transition from festival curator to director is a testament to his commitment to elevating untold Asian stories on screen. 

The Future of Asian Cinema with New York Asian Film Festival 2025

Recent years have witnessed an interesting spike in Asian media—from K-dramas to anime—Asian cinema is “at an exciting turning point,” he shares. NYAFF remains dedicated to showcasing the depth and innovation of Asian storytelling, and Jamier encourages audiences to explore the incredible films emerging from Asia.

My mission is to bring authentic, compelling Asian stories to the forefront of global cinema. Whether it’s through NYAFF, my consulting work, or my filmmaking, I want to challenge outdated narratives and create new spaces for Asian filmmakers to be recognized and celebrated.

Jamier is championing a new era for Asian cinema, using NYAFF and beyond to spotlight bold, authentic stories and push the industry forward.

Looking ahead, the 24th edition of the New York Asian Film Festival is set to take place from July 11-27, 2025, promising a lineup that further expands the horizons of Asian storytelling. Jamier remains committed to fostering representation and creating new spaces for Asian filmmakers to thrive.

To support NYAFF’s mission and stay updated on the 2025 festival lineup, visit www.nyaff.org.

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