2/ If what you're looking for is inside information on $SHOP you just had to ask. Here's what I know that hasn't made the press or an analyst report yet.
3/ I'm an engineer, so will avoid any market crystal ball madness.
Call it Retail DTC or Run DMC... pick any buzzword you want but people have been buying stuff since before the silk road. That ain't stopping.
4/ Shopify sees a lot of different retailers and the tech platform's maturity reflects that. It's a compounding gift for engineers because we get to solve problems at scale before others do. Most don't appreciate how much of an edge this provides.
5/ Also, I was blown away by the number of medium to large retailers that missed the cloud and are hastily moving away from websphere/oracle/consultant built platforms. I had weekly calls with their CTOs in panic. Another $10b of revenue will come from those merchants.
6/ Shopify is now the app layer for cloud commerce and with the investment in more APIs and extensibility (eg, checkout, and even in Shop over time... see the gift app in the Shop app as a hint). These merchants are coming to Shopify before AWS or GCP.
7/ Shopify Flow hasn't gotten a lot of coverage, but this combined with metafields, scripts and Hydrogen will allow Shopify to be used by larger merchants and be more programmable. Think Visual Basic integrated in Excel... but for commerce. Analysts completely miss this...
8/ The analysts already model this in, but Shop, SFN, and Audience builder will overtime pay off as they provide both top of the funnel and back office full coverage for the platform. Complete vertically integrated platform with APIs. Another compounding long term investment.
9/ But Amazon is just so frigging ubiquitous. They own commerce search on the internet. You can't google + click and not end up on Amazon. I just checked my last 100 orders in the Shop app and 70% are from Amazon. If they can APIfy their platform and stop ripping off brands...
10/ ... so I've invested in Amazon too. There is opportunity in making commerce an integral part of the internet and there are a million ways to do that. There will be a lot of winners.
Another common question I’m answering working with scaling tech companies is…
Q. What’s the worst leadership advice you’ve heard?
A. By far the worst is “Hire great people and get out of their way”.
Let me explain… 🧵 (1/32)
2/ After a year leading engineering at Atlassian @scottfarkas told me in my perf review that I was doing ok but wondered why I didn’t talk and involve him more regularly.
3/ My answer was “I thought that was my job — to take away all this crap from you and let you do your CEO thing. I thought you wanted me to be autonomous. I need autonomy.”
He said sure, but you should cheat “and use my brain to help you”
Another common question I’m answering working with scaling tech companies is…
Q. What virus infects growing engineering orgs the most?
A. Layerinitis. Let me explain... 🧵 (1/27)
2/ As your eng org grows you have to organize into teams. Companies start with shared ownership of the code base and small project teams that form and disband. It's a good model, but past 50+ engineers that falls apart...
3/ In 2015 at Shopify there was a busy file called api_client.rb. I spoke to the last 20 committers. Everyone was adding new attributes, but when asked why the answer was "I was just following what the previous committer did" an "had a deadline".
Another common question I’m answering working with scaling tech companies is…
Q. How much of your r&d spend should be focused on platform work?
A. 50%, and most teams are way off what it should be. Let me explain…🧵 (1/21)
2/ This question is a proxy question for many underlying issues…
✳️ Lack of trust in the engineering team
✳️ Lack of understand of your strategy
✳️ Lack of long term thinking and culture
✳️ Lack of understanding of compounding technology investments
3/ This comes up is often in panic situations, “the engineering team says that there’s too much technical debt and can’t work on features”… but the problems started way before.
This is the most common question I'm answering in recent fireside chats...
Q. How do you handle/manage the stress of working in a hyper-growth company where there's always too much to do?"
A. It's a mindset change: problems upgrade but don't go away. Let me explain... 🧵
2/ The reason this problem mindset is hard to develop is our human bias that gets in the way...
From childhood we are trained to see work equate with problems diminishing over time. You finish your assignment, and it's done. You complete your courses, you finish a sports game.
3/ The Agile development process is the worst for this as the coveted "burn down" chart is what you use to see if you're doing a good job as a team.
You equate progress with "less story points". You measure your self-worth with problems going away.
We’ve hesitated to grow too quickly, we’ve moved fast and scaled with a relatively small team. @ShopifyEng has definitely been lean and mean. But from web stores to warehouses, banking, logistics, shop, fulfillment network we are ready to double down and scale bigger. 2/
If you’ve read our engineering blog, you know that we are building the planetary commerce platform for entrepreneurs to start and scale their businesses. Our traffic is doubling every year and we’re redefining the primitives of commerce. 3/
128,000 Unicorn workers served 90m unique sessions at a steady 17M RPM (requests/min) throughout the day. Over 1b webhooks sent, transformed 280m webp images at the edge and 34b requests to CDNs. 74m Flows ran.