A lot of enterprises look at payments and see a cost center. We've been getting good the last few years at turning it into incremental revenue for customers, and enterprises are starting to notice.
Payments becomes incremental revenue when you use your payments stack to optimize your conversion rate, which is particularly powerful with B2C companies.
Banging a very, very old drum for me: a lot of places treat conversion at some steps as essentially a constant. We won't.
It is a frustrating, maddening, "Seriously, what are we all doing in this industry?!?!" moment when you see how many credit card transactions are declined for no reason more than "I dunno sometimes credit card transactions get declined. YOLO."
It's been a busy few days, but we still did the same thing we do every day: call hundreds of medical professionals to confirm ground truth about the availability of the covid-19 vaccines.
The state has announced a major change in eligibility criteria (broadening of vaccine availability, including prominently to individuals with pre-existing conditions, who are at high-risk if they contract covid-19) on March 15th.
We are sprinting to get ready for this.
This is going to include:
1) Needing to understand and model how the healthcare system(s) understand pre-existing conditions 2) Assisting in communicating that message to our end-users and those of community-focused organizations 3) Rearchitecting to capture on-the-ground truth
I was watching Margin Call last night, as one does, and have almost never heard as much characterization and commentary as implied by the following dialogue:
Situation: X reports they cannot find Y, a recently fired employee.
CEO: "Carmelo, get me Y."
Carmelo: "It is done."
I think that is literally Carmelo's only line in the movie.
Everyone who has ever worked in a high-performing company knows *immediately* who Carmelo is.
Carmelo isn't a title. Carmelo isn't a role. Carmelo isn't a position on an org chart. Carmelo may not even be on the org chart.
One of the weird things about modern software operations, inclusive of VaccinateCA, is that you're both building a machine while operating a machine, and if you over-rotate on either side of that, you can be surprised how much changes while you're not looking.
Case in point:
Me: "Wait when did we get up to 1,900 locations!?"
Ops: "You know we still call hundreds of places a day, right."
Me: "Yes but I took my eye off that ball to do $OTHER_STUFF for like three days."
Ops: "Again, you know we still call hundreds of places a day, right."
Apropos of nothing, the VaccinateCA experience has increased my credence in a long-held belief:
"Operations" is due for a massive increase in internal status/pay/career prospects within the software industry, like the sysadmin to DevOps transition before it.
So true that I'd like to underline it for emphasis:
Nothing I ever did in my consulting career was rocket science. I wouldn't be the smartest or most diligent person working at any of my clients if I had had an employee badge there.
I was selling, very directly, "If you could staff a talented engineer on this problem, you would not have this problem. But you do have this problem. For $30k a week, you very predictably won't have this problem anymore. It costs you a truly stupid amount of money."
"But I have many talented engineers working for me."
"Cool show me the project plan which is going to rework your purchasing funnel." "VPE laughed in my face." "Do you hear me laughing? No. I am willing to do this boring scutwork. For $30k a week. For two weeks."
A great line from a shoeshine shop owner, who shined 20k pairs of shoes in 3 years:
Interviewer: “Is it alright if I show the secret?”
Owner: “Of course. If [competition] tried to imitate it they’d never duplicate it.”
at about 12:30
In addition to being the right sort of way for most businesses to think about process knowledge, this is a guy who understands deeply that he’s not just selling shiny shoes, he’s selling the shine as an experience, and he’s the only one you can get exactly that experience from.
“What’s the experience?” The storefront as an outpost of refined style, the presentation of the operator, the patter about the shoeshine process itself, the “We stole our techniques from the best shoeshine artists in Japan... and now do things entirely differently”, etc.