Volano Solutions

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We’re looking for another developer to join our team. I wish there was a less corny phrase for “work hard, play hard” because that is the best way to describe our company. We have a lot of work to do and we take our work and our dedication seriously – but we like to counter that with darts, drinks and good humor (or what we think is good humor). Someone who will thrive in our environment has to be very good at what they do. We don’t necessarily care that you’ve been working with .NET since version 1.0 beta or SQL Server 6.5. We firmly believe in APTITUDE and ATTITUDE. These are paramount to our environment. If those traits are tied for first, the second most important is COMMUNICATIVE. We pride ourselves in our ability to be communicative with our clients, actually, over-communicate with our clients. Most problems in technology and specifically custom software consulting, center around a lack of communication. Having people in our company with those three attributes is what gives us our competitive advantage and is why our customers love us.

So regarding this week’s theme; promote from within. In my experience it is preferred to promote your own people into roles of greater responsibility and impact. The benefits are obvious. Your employees see that talent and hard work are rewarded and feel more buy-in to your mission. You are less likely to have turnover and have mitigated your risk of a bad hire because you already have experience working with these people. This does not guarantee however that success in a role translates into success in another, especially where the goal changes from individual performance to that of procuring performance from others. It is not always possible to promote from within, especially as businesses change and the people who got you where you are may not have the experience to get you where you need to be. Bringing in someone from the outside might be the only best option. As we have seen on Mad Men, the politics and chemistry of an organization can become toxic if roles are ambiguous and personalities don’t gel.

This has become somewhat of a rite-of-passage for all new employees. The Doozy’s 7? italian has been a staple of the Volano diet for over 4 years, and rightly so. At one point we considered relocating our headquarters, but the idea of losing our favorite mid morning sandwich shop is more than we could bare.

Another tough lesson learned in regard to the development of Action Card and our study on market fit occurred early on. Our overzealous sales team pushed to sign up beta-testers before the app was completely finished and tested internally. As a result, a few of our potential clients eager to get going on the app incurred some bugs early on and lost patience with a tool they needed. Though beta-testers are wonderful at helping you identify opportunities to enhance the product, fix bugs and make the user experience better, ultimately we learned that companies want a finished product. Their definition of beta-tester was different than ours. Had we waited a month from completion to launch the beta-test, we’d have retained a few more clients and saved time on re-selling a few that fell by the wayside. As we grow our client base, we continually learn about market fit by watching our customers use our app.writes about a new metric, DDR or dollar revenue retention . DDR is revenue renewal values which is basically not a measure of clients gained versus clients lost but a look at up-sells, cross-sells and additional charges for expanded use of your app. When your product is tiered in pricing and service, it is possible to lose customers and increase Saas revenue. Therefore it is good to see who drops off, when and for what reasons and who is becoming more engaged with your product.

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