The updates announced at the Steve Jobs Theatre on Monday 25th of March got commentators with plenty to argue about. Once again!
Beyond new services such as Apple News+, Apple Arcade or the software updates, the keynote was a powerful signal sent to its international audiences.
Apple is a company that has to nurture “a” global market in mind. That gets translated into one product offering for the entire world. The App Store has the same interface in Bangalore and Milano, iOS is minimally customizable, etc. It happened that some services were released in the US first (such as the iTunes Store back in 2003), but the end goal was always to get those available worldwide over time.
With the recent announcement of Apple News+, Apple Arcade, Apple Card, AppleTV+, we are observing a clear strategy around the service offerings. How sustainable will it be?
There is little to no mention of the announcement on Apple Chinese Website. And the reason is simple: out of the four services announced only one could have a possible existence in China (Apple Arcade).
Apple Card might eventually be available, but Chinese observers know how credits cards aren’t widely used in the country. And in countries where credit cards are marginal, Apple will have a hard time convincing the general public to use Apple Card.
What I take from the incredible show that we witnessed at the keynote is that Apple is developing a third pillar to Apple product offering: first, hardware and software. Now, hardware + software + services. Is Amazon Prime the trendsetter?
But the real challenge that I anticipate for Apple is rolling out its services outside of the US borders. How will they get broad acceptance in a country where players like Xiaomi and Huawei have deep integrations with a large number of local services. And the flexibility to roll out updates at a much faster pace.
Can we imagine Apple developing features that would be tailored for each market? The example of how China’s importance to sales got Apple to add a Dual Sim to its flagship product is an indicator of what might happen moving forward.
Yesterday, I had the pleasure to be on stage at TECOM Conference in Shanghai to share about “The Happiness of Community Building.” The line up was excellent, and it was great fun to share the stage with insightful speakers. Big up to Marian (interviewed here) for putting TECOM together.
The post below is a transcription of my talk. I added a bunch of personal anecdotes to it on stage, but you’d have to watch me live to hear them 😆. I’d love to improve my delivery of “The Happiness of Community Building,” a topic that I shared once before in Beijing, so please -> comment with your suggestions and improvements at the bottom!
Raise your hands if…
The act of building communities is selfish. We build communities because we seek happiness. And that’s ok, I honestly don’t blame you, I am the same!
In fact, what I have discovered is how Community Building has all the right pieces for somebody to find happiness. But at the same time, it is so easy to get lost along the way.
I have been building tech communities in the region for the past 8 years. It has been a fascinating journey that I’m glad to share today on stage.
Community Building has the elements to help somebody find happiness
When it comes to Community Building, I don’t believe we’re referring to any regular jobs or volunteering activities. Instead, it is something that one decides to pursue with passion. You wake up in the morning, energized and ready to live according to your values and beliefs. You learn you grow, and that gets you one step closer to happiness.
Community Building is also a wonderful chance to make meaningful connections. The people that you’ll end up spending time with form solid bonds on which you grow happy. You’ve probably heard of the Harvard Study of Adult Development and how they showed that we are happy and live longer also based on the quality of our relationships.
And finally, with Community Building, you have an opportunity to project yourself in a better world. One that you are actively engaged in creating. This sense of fulfilment is exciting. Your engagement looks good on you as you work towards something you helped imagine. Fulfilment and ownership, two amazing ingredients helping you get on a path of self appreciation and confidence.
Watch out – it is so easy to get lost along the way!
But, it is so easy to get lost along the way. Community Building is brutal and challenging. On the long run, most quit and call it a day. Most get their intentions twisted and eventually look the other way. As energy runs high, stakes get bigger and pressure goes up.
Your efforts are so hard to measure! As a Community Builders, it remains so challenging to assess your impact over time. And there are not many organizations willing to pay for the skills you develop, even though many get genuine value from it. There are no prizes for showing up early and cleaning until late. Years later, who would remember the first ones who laid the strong foundations on which we’re celebrating today.
Let’s not underestimate people having change of hearts. Communities get created with positive intentions. But as power gets accumulated, leaders are tempted to hold on to it and modify their values. Eventually, they might create territories, trying to protect them with artificial barriers and real political plays. They become bad players in a community that should (and will) reject them.
And on a personal basis, Community Builders aren’t exempt from their own pain. I have seen many wonderful people feeling exhausted, burned out. They their community to seek help they couldn’t find. Community Builders are so engaged with their action that they give it all, consuming their energy entirely and getting face to face with deep fears. This is saddening me even further because I had my own dark moments last year. And I didn’t know where to get help from. I was genuinely ready to calling it a day and abandoning it all.
We won’t stop – so how do we build resilient ecosystems?
And still, it is clear that all of us in this room today: Community Builders, hustlers, fighters – we won’t stop! Helping the next generations has big place in our hearts. Therefore, we must look at different ways to strengthen our movements. Build more resilient ecosystems with the proper set up to thrive.
As you grow your community, seat down with your peers and agree on values and how you’ll keep everyone accountable. While that might seem too far fetched, it will help scale your impact and get your mission to resonate with people. I’d suggest to include respect, diversity, and inclusivity. Of course, the key will be in maintaining values as you grow. Techstars has a Code Of Conduct that we expect members of our network to accept and embrace. Feel free to take a look at it here.
Do you know how on the safety instructions of an airplane, they ask that you place your oxygen mask on yourself first before helping others? Same here. Take care of yourself first, physically, emotionally, and financially. Celebrate the extra long-term contributions rather than 24/7 sprints that get people exhausted (here is how I’m doing).
Brad Feld, one of Techstars co-founder wrote in his best seller Startup Communities that communities should be built with a twenty years ahead mindset. And the clock resets every day. We’re in this for the long run.
The final element that makes a difference for all of us is getting connected with our peers. Like-minded leaders who share similar challenges and opportunities. Having such a platform is truly game changing and powerful.
That is why I am so excited about TECOM. Get conversations going and make new friends today!
It’s just the beginning, isn’t it?
In conclusion, I genuinely believe that community building has all the right elements that helped me be happy. It could have been so easy to get lost along the way (and it often did), and I keep working at it.
The way I see my role is so well said by a character in a movie I recently watched (Ricky Gervais and Dame Penelope Wilton inAfter Life). It goes like this:
“I thrive to make this little corner of the world a slightly better place. That’s all there is. Happiness is amazing. It’s so amazing that it doesn’t matter if it’s yours or not.
A society grows great when old men plant trees, the shade of which, they know they will never sit in.
Good people do things for other people. And you’re good, you have so much to give.”
That’s it, the end!
A major THANK YOU to the entire TECOM organizing team and EXPLORIUM. Click here to access pictures taken during the conference.
Felix is an Entrepreneur and Community Builder in Asia and beyond. Love startups, coffee, reading, and Marvel. He reads a lot and has plenty to share.
You can find these books and more on an Airtable that Felix created here. I read a lot too, feel free to follow me on GoodReads.
Felix, how do you select a book that you want to read?
[Felix] I usually get recommendations from friends and colleagues. And I get some inspirations from online bookstores (such as Amazon or Book Depository) and clickbait blog articles like “Seven books you need to read to become an entrepreneur.”
What format of books do you read on?
[Felix] I am not an avid user of digital copies or ebooks. I prefer hardcover books – that prevents me from being distracted and keep my eyes in good condition by not always looking at a screen. Plus, I don’t feel like it’s the same to read a book on a smart device. People would usually be more eager to skip content rather than go from beginning till the end. I can better concentrate, have a coffee, and have fun with the book.
[Matthieu] Interesting! On my side, often traveling + regularly changing apartments made carrying books a significant challenge. That got me to read a lot more on my Kindle. But I do have physical books as well. The experience between those and digital copies isn’t the same, but it’s a lot lighter.
Now back at you, when do you find time to read? When do you find time to sit down and open a book?
[Felix] I usually read during three distinct periods: 1/ In the morning, on my way to work in the commute. I live far from downtown HK and typically seat in the subway. That’s 45 to 60 minutes of travel time, the equivalent of a chapter or two. Instead of staring at my phone, I choose to read. 2/ During lunchtimes on my own. When I eat alone, I open a book 3/ Right before sleeping – it helps me to cool down from a busy day. I find this routine helpful to structure my thoughts and get ready to fall asleep.
It seems that you’re reading a lot in English – it used to get me sleepy quickly (I’m not native English), aren’t you feeling the burden?
[Felix] Most of the books I read are business, entrepreneurial, or psychology themed. Most of the Chinese translations are not a hundred percent accurate, hence picking English. I’m not a native English speaker as well but uses this to my advantage: I learn from books on how to describe new concepts, sentence structures, etc. As I’m in active learning mode, I don’t feel sleepy reading in English. I tried reading in Cantonese or Chinese, but that’s when my eyes close faster!
Have you tried listening to books on Audible or similar?
[Felix] I cannot keep my attention focused on something I listen to for so long. Music or radio will work, but it doesn’t work with somebody reading the book for me.
Let’s talk about your first book, one that you’ve mentioned many times during your workshops at Techstars Startup Weekend, especially the ones around customer discovery and prototyping. It’s the Airbnb Story by Leigh Gallagher. What can you share about it?
[Felix] I picked this book about Airbnb’s early stages as a good reference for entrepreneurs. That’s the kind of books that you can refer to multiple times on your journey. The author was authorized to follow the Airbnb’s founders and get close to the action. That helped him capture the day to day life and how they eventually managed the team’s success. I learned from this book the idea of the Lean Startup concepts, sometimes better than with the actual Lean Startup book from Eric Ries.
It illustrates many strong concepts such as why entrepreneurs should start working on something small while keeping a strong vision and a bold dream. The book also emphasizes how you should focus on the problem of your customers first. And eventually the way you may build your company step by step to become a large venture. One more thing had a substantial impact on me: the culture created at Airbnb. There is a chapter where you learn that the founders interviewed and hired each of the first three hundred employees. On the one hand, it means that there was no hiring department until a large scale. It also assumes that founders could encourage a culture where people share the same signs, codes, and agile thinking.
Founders spent the time to pick the right people, to foster a specific culture, and build a big company. Finally, I learned that you don’t need tech co-founders to start a tech startup. Two design graduates started Airbnb; they didn’t have any technical background. It all began with a WordPress built from scratch, without complicated technology involved. They spent a year and a half before committing to make Nathan Blecharczyk their CTO after working together for a while.
[M] The book gave me a clear and precise perspective on what’s the link between our values and actions. That link in between is called “Principle,” and without realizing it, one already has hundreds of these principles. And as it drives the way you make decisions, you better identify them. It’s insightful to visualize the Principles that you follow and write them down somewhere. It helps make sense of the many actions that you’re taking. The book shares a framework on finding yours after justifying why it’s essential. To help, the author provides hundreds of their Principles at his firm.
By doing this work on myself, I was able to identify specific patterns that I turned into Principles. Knowing them helped to understand why I make individual decisions. There is one that I can share as an example: the relationship that I have towards trust with others. I tend to trust people at the first encounter. You have it until you break it. But once it’s broken, it’ll be super hard to get it back. I made this idea one of my Principle. It’s neither good or bad, and it doesn’t have to be. But knowing it helps me understand some of my relationships with people.
I am now digging into my Principles for leadership, public speaking, selling, my own goals, and more.
[F] Speaking of Principles, how can entrepreneurs make decisions using Principles?
[M] As a founder, you get pushed towards your limits as stakes are getting higher. And you’re often in survival mode. That might lead you to more stress and sometimes auto-pilot mode. Knowing your Principles empower you to understand when it’s time to have a break because the decisions you make aren’t matching who you indeed are. You may want to stand back and take a break.
At the same time, when you’re struggling in making decisions, you can take a look at your principles and figure out what might be the right way to go. They act as a reminder of what I typically stand for and use this energy to make the tough calls.
[F] Amazing book! The founder of the company wrote the book of the same name. Fun story, I connected with him on LinkedIn after reading his book! We’ve been sharing messages and insights on entrepreneurship ever since.
He first created “Promise of a Pencil” (he stepped down and hired a CEO) as a meaningful startup. He is now working on “MissionU,” a non-traditional university for minorities to learn and get knowledge. Last year, that company got acquired by WeWork and is now called WeGrow of which Adam Brown is still CEO.
My three key learnings are: Number one, Adam Brown used to be an ordinary person with a successful education. Followed by a consulting job at Bain & Company. One might say that it’s a straightforward career, successful path by society standards. Ultimately, he realized that his career and work environment weren’t the right fit for him. He started backpacking across the world, looking for his passion. Adam would ask kids he meets along the way some big questions around “what you want to achieve, learn, etc.”
When he met a local child in rural India who replied “I want a pencil,” Adam realized that he found a problem worth solving. Hence his first NGO – a structure that would aim at filling gaps that some developing countries have when it comes to education.
The second thing that I learned is the difference between startups, social enterprises, and non-profit organization. Having that clear distinction in mind can help social entrepreneurs realize their true calling. In the author’s mind, he doesn’t belong to any of these categories. Instead, he makes a stance for a fourth: “for-purpose organizations.” The company does things for the general good while making profits. It seems similar to B Corporation, but it inspired me a lot to look beyond labels and categories.
The third element is how Adam involved Justin Bieber as his ambassador. I like Justin Bieber’s talent, and the way they work together is inspiring. That’s the only organization for which Bieber spent a lot of time and resources.
It has been one of the books I recommended the most to founders I’ve been mentoring. The underlying goal is for them to understand that finding customers has techniques and frameworks. It doesn’t have to be magical and intuitive. The author provides a framework to help entrepreneurs find what works best for them.
Then, he describes different options and concretely, how to test them:
– Pick three channels to experiment, the ones that you hope would get the highest results.
– Spend your attention on these three and measure outcomes.
– The most successful one will become your benchmark against which you test upcoming channels. You keep running these experiments, always switching for the channel that gets you the highest results.
A few things to have in mind: channels will change over time as you grow your business or have access to more resources. You should keep testing and iterating, even as you become bigger or expand geographically.
[F] Can you elaborate on traction and who are the stakeholders responsible for the metrics?
[M] Once you’ve found your product/market fit and reached a particular stage, you want to focus on growing your business. At that stage, you may want to have your Growth Hacking Team.
Until then, you have to understand how to get customers and work on it almost daily. Investors would most likely want to ask some questions on your acquisition numbers.
[F] I just finished this thick book of 450+ pages!
Most people would recommend the Lean Startup or Zero to One book as the founder’s bible. I would say that Monkey Chaos is the one to go through carefully. It answers many questions that arise on the journey as an entrepreneur. It covers topics from early stage struggles to closing your fundraising, plus joining an accelerator, and getting acquired. It’s from the first-person perspective, somebody who stayed in Silicon Valley. The author was often described as a 200% asshole – playing with people, enjoying life too much.
This guy started as a regular joe, joined a startup after a career at a bank. Then, things changed and he uses the book to describes his new obstacles: getting sued, forming a co-founding team, visa issues, getting into Y Combinator, and so much more. I enjoyed reading cool terms about social media and digital marketing, definitely a book of choice!
[M] Do you think it would be possible to have such a lifestyle in Hong Kong, Beijing, or Singapore?
[F] The lifestyle presented in the book is intense! There is so much happening in each chapter; more than one would normally be comfortable facing. And then you realize that the time between two chapters might only be a couple of days.
I couldn’t handle having so many balls in the air or incidents happening at the same time. If you dare to become a badass entrepreneur, better get ready and learn how to handle this roller coaster.
[M] The third book that I have been recommending a lot but wouldn’t consider as a bedside read is titled “Venture Deals” and is written by Brad Feld. I know you’ve been hearing about him a lot when it comes to startup communities, but his insights on raising money are precious!
Don’t expect a storyline: there are many legal and accounting terms to understand. It will help founders raising money. Their angel investors or investors would most likely bring up some of the notions, and it’s excellent for founders to educated themselves on these early. Don’t make terrible decisions because you haven’t done your homework!
[F] The video course by the Kaufman Academy on Venture Deals is solid, a must watch! Venture Deals is a book for angel investors as well. You get a lot of definitions of important terms: cap table, founders agreement, etc.
[F] This book is written by the former Head of Design at Coca Cola. A product that we consume almost every day (not me!). It’s probably one of the truly global product, everybody with a chance to taste it.
The book talks about is scaling a company or brand more systematically. It comes down to standardization of the entire chain of production and making sure everybody involved is aware and adequately trained. Considering the product, Coca Cola is a soft drink. But looking at that product in Hong Kong or Japan, differences have visibly been made while ensuring to keep a similar look and feel.
It might be the packaging, the advertisement, distribution channels, etc. But when it comes down to the fundamentals: the color schemes, the tones of ad videos, you do see many similarities. That’s what the author wants to convey, how did the standardization happen. So from an entrepreneurs’ perspective, once you’re ready to grow into different markets, make sure that you have a clear policy to standardizing your products or services.
[M] How would an entrepreneur balance this need for standardization with iterations?
[F] Iterations come from data collection. When there is something that isn’t right or too slow, you may need to look into a new strategy or a new form of business operations. It comes down to the process, making a Scrum Board or else and look at smaller elements that you can iterate around for different cities or business units. And they mentioned Startup Weekend five times in the book! The author joined as a mentor and had a great time.
[M] The book that I’ll talk about next is called “Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies”, by Reid Hoffman
The book is hugely pragmatic, almost brutal. At the same time, it has a form of elegance. It’s the idea that certain startups create a mission to grow as fast as they can. And as a result, things are meant to be broken in the path of that startup scaling super fast. Blitzscaling comes from the idea of Blitz, which is like super fast in German, and scaling which is growing. So you try to grow as rapidly as you can. In the book, Reid explains why it might be happening, how it can happen, and what should founders do about it.
It’s super hands-on, with concrete examples on hiring, firing, finding your top executives and more. He’s explaining the pros and cons of being a founder of a blitzscaling startup or even being an employee. From my perspective, I took this as a lesson into things that we could do better with entrepreneurs in Mainland China and Hong Kong. For example, as soon as entrepreneurs have found product/market fit, they might struggle in looking for extreme growth and making it extra big.
There are Chinese startups that are blitzscaling obviously but how do we replicate these opportunities for Startup Weekend participants?
[F] Chris was a journalist and became an entrepreneur as he figured out he could make some money aside to cover his budgets. Eventually, that turned out into substantial revenues to the point where he wrote books about his experience and observations. His previous book is called The Happiness of Pursuit, and the most recent one is Side Hustle.
The $100 Startup is a great read for entrepreneurs, and for everybody following the emerging trend of becoming independent freelancers and digital nomads. These people may want to start a side hustle or run some freelancing consulting gig or e-commerce business.
Not a lot of rocket science but many valuable tips you can apply. How to sell your knowledge, trade something, or create a product people would want to buy. For example, after three or five years, you may accumulate some experiences or skill sets that you can sell. Get some passive incomes or become a public speaker.
It is helpful to more than just entrepreneurs. If there are people around you, you may want to take a look at it [chuckle]! I wasn’t good at receiving or giving feedback – reading the book gave me a good overview of how to improve.
Some items are hard to put in practice, but it works well. Being around entrepreneurs so much, I have observed a tendency of seeing the world a lot more positively because of what we want to build. But it’s also important to be grounded and honest with reality. It’s probably a good book to read in parallel with Radical Candor.
Thanks for the Feedback has a framework, canned sentences, and techniques to be better at giving and receiving feedback. Must read if you want to grow a team or when things are breaking around you.
They work on a one to one approach rather than broad organizational techniques. For example, it’s important to identify first if the person is ready to welcome feedback. At the scale of an organization, it’ll be a key factor of success to empower everybody (and not just managers) to better give and receive feedback. So information is no more navigating from top to bottom, but there’s an ongoing basis for sharing feedback.
What I would want to see is how applicable this American management book can be in Chinese cultures, in our part of the world. I would take a grain of salt and go slowly, but you can cherry pick what works and get on with it.
Ce n’est pas simple de m’exprimer dans ma langue natale. Surtout quand il s’agit de raconter mon quotidien ou parler du travail. Mes mots ne me viennent plus naturellement. Tout est en Anglais. Des anglicisms partout ! Malgrés tout, j’ai passé un très bon moment au micro d’Emmanuelle qui est super pro et très intéressante.
Au delà de ce podcast, ça m’a permit de me poser une question plus importante : alors que je travaille essentiellement avec la communauté Chinoise ou internationale (pas Française), dans quelle mesure est ce que je dois garder un pied dans la culture de mon pays natal ? Cette question n’a jamais été simple pour moi même si je reste fier de mes origines.
Pour garder un lien, je passe un peu de mon temps en extra avec mes compatriotes. Notamment en faisant partie de l’équipe de lancement de la French Tech HK et depuis mon arrivée à Shanghai, faire partie du réseau French Founders.
Pas simple et pas suffisant, mais je cherche des pistes d’amélioration – sans pour autant quitter cette état d’esprit qui me plait : un gars entre plusieurs cultures, qui a plein de choses à raconter !
Merci encore à Emmanuelle pour le Podcast En Eclaireur et voici les liens pour écouter tous les épisodes (à commencer par le mien 😁) :
For those of you who could only read English but made it so far, thanks for trying! This blog post was in French, considering that the podcast I was interviewed for was in that language. I don’t believe there’ll be a transcription + translation unless I get a good number of positive comments for it 😉
Stay tuned for more Podcasts on our own channel UPSTART
I discussed with Marian Danko, founder of weHustle and TECOM, about his projects. In his answers, it is clear that he pays strong attention to events to run a tech community. That is how he experiences the passion of that group and their mission. Therefore, it makes sense that Marian is a volunteer at Startup Grind and Angelhack. And that’s on top of setting up TECOM, a conference for entrepreneurs and community builders in Shanghai. Marian, believes in the power of offline gatherings.
Shanghai says – online first!
When I first arrived in Shanghai, I believed otherwise. WeChat is everywhere and is often the link between reality and people’s life. Communities wouldn’t survive offline because everybody’s attention was online.
In fact, somebody with good intentions could spin off a WeChat group instantly. And in a couple of hours, have two hundred participants sharing heated opinions on something hot and trendy. Spammers would most likely overtake the same group after a couple of days.
That’s how I came back to Marian’s opinion that communities need to crystallize their existence with in-person events.
In-person events aren’t dead
Startup Grind in Shanghai is thriving. They run sold-out events with inspiring speakers. This momentum creates a strong following with old and new faces. AngelHack is the platform for developers to hack on new technologies or APIs. While some hackathons run online, I have seen better results with offline experiences. It is about the people you connect, as much as the context in which you work.
I also have done my fair share of local events: Startup Weekend, DrinkEntrepreneurs HK, la French Tech HK, and Techstars. I have tested many different formats, setups, and audiences. There is a significant surge of engagement, support, and new initiatives after each gathering. My go-to reply addressing growth was: “host one event, get three more in the pipeline.” Great participants attract their peers and the passion rolls to a broader circle. Over time, running local events become the backbone of communities.
So Marian, can you please introduce yourself first?
My name is Marian, the founder of weHustle. I came to China seven years ago, first in a city close to Beijing and then in Shanghai, three years later. Not knowing people in town, I started attending many events around entrepreneurship including Startup Weekend. Over time, I understood that entrepreneurship is my passion. I wanted to know more. Doubling down on attending events, I got so inspired and excited by the startup ecosystem with events, pitches, and founders, that I decided to start my own company. That’s how weHustle got founded. It’s been three years now, and we work with many tech communities, startups, and founders. I’m looking forward to what’s ahead of us in the future.
Why did you start working on WeHustle? What was the pain point you tried to address? Why were you the person to solve it?
Initially, the company was called China Classifieds. Back then, I was sitting in my office, working for another company. And as a big fan of Kickstarter, I would order and support many projects on the platform. One that stood up was a USD 9 computer chip that I purchased. But to use it, you needed a monitor. For a USD 9 computer, I didn’t want to buy something new. Now, I’m from Ukraine, a place where you can easily find second-hand websites and buy cheap stuff for fun. I couldn’t find something similar here in Shanghai, and I thought to myself that many other people were probably facing the same challenge. That’s how China Classifieds got started. We added various categories such as apartments, jobs, event listings, and more. Somehow, it didn’t work with the audience, and they couldn’t see the value in China Classifieds to the point where they’d use it all the time. Plus, it was tough to push the strategy in different directions to test new markets fast. And people were confused about the concept itself – whether it was to find apartments, jobs, a platform for communities – it wasn’t clear. As my real passion was around entrepreneurship and innovation, we decided to narrow down our categories and simply keep “jobs” and “events.” We changed the name to weHustle to reflect the new direction, and we now have a platform that connects innovators from the region.
How is it going so far? What was the response from the community?
As we announced the rebranding, we got surprised by the number of positive feedback from people. So many private messages were telling us how they love the new name and positioning. Doing it was a smart move. Also, people associate weHustle with WeWork, so it helps me market the product. The word “hustle” itself is very trendy and a hot topic, for example, with Gary Vee talks or people fighting against the concept. So we can see many conversations around it, helping us get visibility. Plus, it’s way shorter than China Classifieds, so people remember our new name more easily. And since the rebranding, we’ve seen many companies that didn’t use our service under China Classifieds, now more willing to try our platform.
How do you see the evolution of that platform considering that now you have more user engagement?
As we have more user engagement, we can track how many people apply for jobs, how many people post events. The number is increasing. Now, we’re trying to create more sophisticated ways to track and to retain people on the platform.
So far, it goes well. We have some crazy ideas that we are working on right now, and that will help engage visitors.
If you had to boil down the business plan into a general concept, what is weHustle in a few words?
“weHustle is a recruitment platform with the community.”
How do you nurture this community? How do you make sure that it exists and helps you compete with alternatives?
We don’t say that we have “our community.” Instead, we work with many other existing groups like Slush, Startup Grind, AngelHack, Ladies Who Tech, Chinaccelerator, and Technode. These communities have their circles with active followers and events. We channel their and our activities in one place. So by following weHustle, people can stay up to date with the broad spectrum of upcoming events from different communities. In this way, we share an audience passionate about innovation, entrepreneurship, and technology. And that aggregated community is the audience that companies, startups, and organizations would like to get in touch to find talents, partners, co-founders, or clients.
Have you identified any differences with the Shanghai tech ecosystem? Is there something that stands out?
The Shanghai community is very dynamic, well engaged, and international. Shanghai has it all, communities such as Google Developer Group which has localized their content and attracts local geeks. Startup Grind which is also global but hasn’t localized that much and many foreigners and locals alike attending their events.
How do you see the future of tech and entrepreneurship in Shanghai?
Shanghai is growing very fast. There are more and more global communities entering China with Shanghai as the first landing pad. It is easy to test a model, adapt and then replicate in more cities. That’s the case with Le Wagon: they’ve been here in China just for a couple of years. Shanghai was their first city, and now they have a presence in Chengdu and more recently in Shenzhen. The same happened to Angelhack, we did three successful hackathons last year in big cities, and now we’re moving to other provinces.
How do you see your involvement as a volunteer for AngelHack and Startup Grind benefiting yourself, and weHustle?
First of all, I don’t see community building and engagement as a direct source of benefits. That’s the wrong attitude. Instead, join the community because you feel the passion and you like its mission. Once you invest more time and efforts in it, you’ll harvest some benefits in return. What you get is access to vast networking, you learn a lot from your teammates and speakers. For me, it helped a lot getting inbound connections such as: “I’ve seen you at Startup Grind, I have some questions…” and then we start a conversation.
We typically associate Startup Grind with inspiring the next generation of entrepreneurs and AngelHack as a way to put in practice what you’ve learned.
Have you have you considered what would happen afterward for your participants? What are they supposed to do in Shanghai? What are the suitable solutions for them?
What we see are two options:
Work for big corporations. For example, running incubators, corporate innovation programs, or building bridges with local startups.
Create your startup;
Once you get inspired and motivated at events, you start your project with good connections and some knowledge obtained.
Last month, you announced TECOM to the world! Can you share why you considered starting a conference for community builders?
I’ve been following many of conferences recently, including RISE, Slush, TechCrunch, etc. And what I saw were VCs, startups, and pitches. After the event, you can tell that people were excited but didn’t get enough follow up. Sometimes, even if you have pitched to investors at the conference, you wouldn’t get the return on your time invested.
We have been working with many communities for a few years. We see that they provide a lot of support and value to startups and help grow the whole ecosystem. Why not put a conference for them?
I believe that a community should be the pillars on which startups can grow.
If you go to a smaller city like Suzhou or Hangzhou, you can’t find that many communities where to pitch your project or talk with peers.
I want to use TECOM to bring most communities under one roof and showcase their values, missions, and how they help the next generation. We will also talk about their impact, their challenges, their focus, and so much more. It will also allow communities to know and talk with each other. It will enable new people to join these groups, and we can foster best practices sharing among different community builders. For example, we will have one panel with four organizations that started here in Shanghai. They are small but are building a stronger presence quickly. They can learn from larger communities and can follow some of the steps.
Can you share some of the of the activities that will be taking place during TECOM?
TECOM is a day-long event, on March 23rd.
It has a main stage with over 30 confirmed speakers. There will be keynotes – deep dives – and two panels.
We will host three workshops:
One run by a digital marketing agency 31Ten to help community builders refine their WeChat strategy and how to leverage it to full potential when it comes to marketing events on WeChat.
Another one from Qalista that will focus on how to make your pitch interview with employers better. That’s for job seekers.
The third workshop will be run by nihub for startups to raise funds and improve their pitch.
TECOM will host the Digital Talent Job Fair. It feels important to support the best people that are looking for new opportunities. We are bringing 40 companies to exhibit their job openings. We will also have a Community Alley where the general public can find more information about participating tech and entrepreneur communities.
Why should somebody join TECOM?
If you want to know what’s happening within the tech and entrepreneurship ecosystem in town;
if you’re a community builder;
if you’re looking for a new job opportunity;
if you’re an innovator or entrepreneur, then you should join TECOM.
What did you like the most about creating TECOM?
My best moments are hearing “yes” replies from companies and communities once you’ve reached out to them. You pitch the idea, and they love it! Then you start building the schedule, confirming speakers, lining up partners – that’s another beautiful moment to reflect how you’re making something that didn’t exist before. It is now coming to life!
Were you surprised during the journey of organizing TECOM?
Yes, if we take the example of my conversation with Feiyue after reaching out to them. I was pitching the idea around TECOM and bringing the communities together, gathering motivated, international people together. They agreed to co-brand their shoes with us, and we’ll have awesome Feiyue x TECOM shoes for volunteers and teams. What a big surprise!
What’s your ambition with TECOM?
2019 is our first year, so it’s hard to know what will happen next, but the idea is to bring TECOM to different cities and make it a yearly conference. In this way, we can facilitate and strengthen the startup ecosystem in various cities across China. By doing this, we help startups have more opportunities to grow. At the same time, I’d hope to get support from the government to make it larger.
You’ve partnered with large organizations, what do they hope to get out of their involvement with TECOM?
These big companies are trying to get into the startup community. But if they target startups one by one, they’ll waste a lot of time and resources in the process. The easiest way for them is, therefore, to work with the communities and us and leverage these connections to identify good startups.
Several years ago, I anticipated the need to be a better writer. Putting down on paper good stories, posts, jokes, speeches.
It started with 750words.com and the idea that one should write three pages of text without sharing it. Doing this exercise daily, it didn’t work at first until I committed to the routine last August 2018. At first, logging 750 words a day was the exception. Progressively, it became a quotidian habit.
In practice, writing so much every day is a challenge. I don’t live an exciting life to the point of writing three pages. To cope with this, I added “the three things that I am grateful for today” and “what I learned today.” When done correctly, that takes up to 1/5 of the entire note – freeing me a little from the commitment.
The rest of the note could be only blabbering about how I have nothing to write on.
Later, I decided to up the stakes and commit myself to write a blog article per week. As an introvert, not particularly creative, and not English speaker I was starting a solid gamble. But building on the momentum with my 750 words notes, it felt like writing a 300~350 words post a week was doable.
I set some ground rules to build my comfort zone: – First, the format has to be simple. No research, only opinion pieces. Short posts, one idea max. – Second, the first four posts would never get published. I redacted them to get into the habit. – Third, the following four posts would get published but not shared. So no public shame in case of poor quality. I have been able to write 20+ posts consistently, so I guess the gamble paid off. You can find the latest ones on carnet.cc.
This morning, I struggle with finding the right angle to write my note. I had several ideas to begin with, but none of them converted correctly. How frustrating to be so close yet so far. Strangely enough, I eventually did the one thing I was used to when nothing comes to mind. The solution to breaking the writing-wall hit me! I could replicate what I do with my 750 words notes when creativity runs dry. I would write about the difficulties of writing. And this note is how I finished my weekly goal 🙂
Finding a mentor is challenging. Making sure the relationship works is even more difficult. I tried being a good mentor and a mentee but failed at both!
As an entrepreneur and community builder, surrounding yourself with good people supporting your journey is more critical than ever. As part of my involvement with Startup Weekend Hong Kong – I have the chance to work with insightful individuals. And they are willing to share their experience!
For this first podcast, I’m discussing with Keith Ng. Keith is facilitator at Startup Weekend and a Director of Startup Grind Hong Kong. He has lots of hands onadvices that I’m excited to share in the transcription below
When should entrepreneurs find a mentor?
You want to start as early as possible – even before launching your product. If you anticipate being launch-ready within the next three months, it is an excellent time to find a couple of great mentors. I would even suggest starting conversations at the ideation stage. Be pro-active; challenges will arrive quickly. From team formation to finding product/market fit. You can benefit from tapping into your mentors’ experience and connections. That will help you avoid roadblocks and move faster. I have accompanied companies from zero till the first fundraising.
Where do you find the good ones?
Finding a good mentor is like finding a suitable date – it’s a lot simpler via personal connections and referrals. Spread the word around you early on.
I have been a mentor to high-school friends, participants of Startup Weekend and Startup Grind, and introductions from friends.
I have been mentoring startups between Singapore and Hong Kong. And to share a concrete example, I met an entrepreneur a first time in Singapore. We met again in 2017 in Silicon Valley as part of a conference. We stayed in touch, and soon he invited me as a mentor. A clear case of friendship well-nurtured, turning into mentorship. It’s one of the best ways to get started.
What kind of mentors should you work with?
There are two types of mentors: the Generalist and the Specialist. The Generalist is a mentor who has been through the startup journey themselves. They have many helpful connections and a profound understanding of what you’re going through. That’s helpful as you’re trying to find product/market fit, recruit your first employees, and try to sell to your first few customers. The Specialist is a mentor who has a definite technical specialty. I have been mentoring startups on UI/UX, prototyping, and customer acquisition. These skills may not require full-time staff at this stage. Instead, you can tap into the experience of somebody who’s been doing this with other organizations. If there is a good match though, the Specialist might become the head of a department or lead a team as you scale. Keep in mind that mentors might become your CXOs, early-stage investors, or member of your board. Look for well rounded and objective mentors – if they can invest, you hit the jackpot!
Keep in mind that mentors might become your CXOs, early-stage investors, or member of your board.
Any other soft skills?
Coachability. Can the mentor coach the entrepreneur? You’d want the mentor to understand you and your point of view. While not agreeing all the time, it helps to have someone on your side of the table and support your growth smartly. You’d want to get suggestions, best practices that work. You are not alone with your mentor – they can help you avoid burning out or feeling out of options.
You are saying that an entrepreneur may hire their mentors eventually, is that often the case?
Absolutely. You will want to surround yourself early on with great mentors. They will get to know you and see you in leadership roles. But they will also observe your first mistakes and how you rectify them. Most importantly, they will discover your operational style.
You don’t necessarily want to recruit them, but that can be an opportunity. If not, they can support you with long term partnerships or substantial introductions.
What is the impact that entrepreneurs can expect from mentors?
There are two kinds of mentors: the painkiller and the vitamin.
The Painkiller is a mentor that you can call (almost) anytime for (almost) anything! Obviously, it relies on strong trust and friendship. But when done right, they can help solve an immediate problem, suggest quick solutions.
The Vitamin is a long term mentor. They wouldn’t just provide encouragement and support but help you as your Chief Strategy Officer. They help you put in place your KPIs/OKRs, support the first hires, test your beta, etc. Typically, that can be a monthly coffee where you review progress and look at upcoming challenges.
How did you get started as a mentor?
The first real mentorship that I did was a few years ago already. I supported a friend who invited me. That was very casual at first, and I enjoyed it. I helped with their products, the first website, the social media presence. That helped me get more confidence and get an early taste of being a co-founder.
Then, as I learned how to better coach entrepreneurs during Startup Weekend, some participants invited me to help in a more structured manner. My style is like a friendship; I pay attention to getting to know them and having a good time too.
It often starts by helping them with their pitch deck. I help my mentees find investors and create the presentation.
Do you have mentors?
Yes and no. I don’t formally have mentors. But I do have support from certain people around me on an ad hoc basis. But I will most certainly reach out to possible mentors once I start my own business.
What do you bring to your mentees?
Most of my mentees have roughly the same age as me. We met at events or have been friends for years. Interestingly, they expect from me to be a combination of Generalist and Specialist: I will open doors (market expansion, introduction to investors), brainstorm with them (I wouldn’t be from the same industry but I have a much broader perspective and diverse range of opinions), and technical support like on their Product UI/UX, leads generation.
Each time I support a new entrepreneur, I bring all my previous experience to the table, and that helps them have access to resources that wouldn’t be readily available otherwise.
80% of my decision is based on the quality of the founders.
How do you work with your mentees?
I will do my best to remove distractions from them. Founders might spend too much time on the wrong battles. Typically, deciding who is the CEO early on doesn’t make sense. The entire founding team is working together, finding its niche, making things happen.
As a mentor, I help them rank their priorities and get them into the habit of weekly reviews.
We make assumptions; they get to work, we review a week later.
I can advise, but I won’t execute, that’s not my role.
How do you pick your mentees?
It is really like joining a startup as one of the first employees. You want to look at the team. 80% of my decision is based on the quality of the founders. I know this very quickly because my mentees are typically friends.
Then I want to look at the excitement factor. I want to learn something and feel full of energy while helping the team.
If they can allocate some shares or cash for me, that’s better – but that is optional. I am still willing to help pro-bono if the founders are mindful of my time.
I don’t have a checklist; I’d make sure my network can be useful, that my skills can be a good match, and if they can follow the lean model.
How long have you been involved with startups on average? How will mentees manage that expectations with mentors?
It depends on the founders. I typically don’t make the relationship an official right at the beginning. We would first get to know each other and see how things are progressing. It is very organic, but from my side, I’d aim for the long term.
By long term, I mean 3 to 6 months at least. Or an entire cycle with: testing an idea, building a prototype, and either failing or scaling.
Thank you for reading this interview with Keith. Do you have any questions for him? Post them below or reach out via the Contact form – I’ll make sure he gets back to you!
Ikea meets Xiaomi, Zaozuo is offering furniture and homeware mostly online with a few flagship brick and mortar locations in Shanghai and Beijing. Next stop develop a stronger Chinese design identity, that goes beyond red and rosewood.
Have a conversation on productivity, and you will encounter two enemies: “focus” and “procrastination.” Most of us struggle revealing our true potential despite our best intentions. These two keep lingering around.
Recently, my wife took a picture of my desk. It had five screens on it – a MacBook Pro, a monitor, iPad, iPhone, a small Tivoo. Every couple of seconds, one would light up and display a notification. Not a great place to focus and be creative. By the end of the day, I would feel exhausted by having worked according to somebody else’s timeline. Plus, impossible to focus on my big rocks.
There is always this task that I wanted to finish the following day. That can be an email that I couldn’t answer on the spot. Or something that required some added research to get every element. Instead of seating down and doing the hard work, I would push this to a different time. Was I hoping the impact wouldn’t be significant to others?
Starting using Pomodoro
As part of my desire to better structure my time at work, I started using the Pomodoro technique. It is a project management system to help break down work into smaller chunks. You focus for 25 minutes on that project, removing distractions and mono-tasking. Time’s up and you get 5 minutes of rest. Repeat until completion of your master plan.
The magic happens when you realize that with 25 minutes of focused work, you can deliver a lot. And by containing that max-productivity in a short interval, you stay in control. If I notice dozens of important notifications during my 5 minutes of rest, it’s easy to address them accordingly. I am using “Be Focused” to track the time and then focus on getting things done.
I started with the goal of running 4 Pomodoro cycles a day. That worked some days and failed many others. Today went well, and I closed 8. That felt like a pretty solid achievement. I could clear every digital inbox and as a result, found plenty of time to work on long term strategy projects.