Bunch is in the app store!


We officially started on Bunch on July 6th according to Justin, and in less than a month, the app is out in the app store. So first thing’s first, download the app if you have an iPhone.


So, in a nutshell, Bunch is the fastest way to video message your 8 best friends. It’s kind of like a walkie talkie, and you just message friends back and forth. I’m really proud of the team for having faith in the concept and putting their hearts into building something so quickly. When I see them put in the hours and effort, it inspires me. It’s that kind of attitude that gets me pumped up.


I’m really proud of this app, and I’m happy that something like it exists. It’s something that I genuinely use with my best friends and I’m hoping that they like it too. I want to thank all the beta users and all our supporters that rooted for us.

This time around, I learned that it’s best to build, experiment and create a playground, versus wait for permission/approval of others. I’m not sure if it’s the right way to build products, but it’s the only way I know how to do it. Building momentum is everything.

I’ll share more on this soon, but I just wanted to let everyone know that it’s out. Now it’s time to see if we can get some traction. Please give the app a try and let me know what you think. This one comes from the heart, and I hope that you guys like Bunch.

Interview with Scott Belsky, via Expa


Last night I attended an Expa event with Scott Belsky. He shared his story and a ton of startup lessons. Scott co-founded Behance and is now a general partner at Benchmark. He also served as a VP of products at adobe when they got acquired. Here are some memorable quotes from the evening.

“Products are like a bonsai—Sometimes you have to cut some of the most beautiful branches to make sure the trunk is healthy.”

“Process is the escriment of misalignment.”

“The easiest decision is not to make a decision.”

“As a leader you have to short circuit your reward system.”

“Acquisitions are like feeding a domesticated lion. You have to aggravate the lion by shaking the meat in front of it, until it finally gets fed up and eats it.”

“Focus on verbs and actions, versus documenting everything.”

And his favorite question to ask people who are raising money, “How do you hire people?”.


This was definitely illuminating, and the timing is so relevant. As I work on Flare, I really have to think about all these things.

Culture in the Long Run

Over the years, I’ve been really curious about company culture. It’s always fun reading articles talking about how you shouldn’t F up company culture. But if you read between the lines, there’s actually a financial reason why culture matters in the long run for start-ups. Given enough time, you’re probably going to move on or get fired… and the only influence you’ll have on the company is the culture you’ve left behind.

You know, I actually hear ex-founders talking about how they don’t recognize any of the new faces in their company. It’s fascinating to think about how all those new faces are working every day to build value (and making the company worth more).

The interesting thing about culture is that it’s hard to change for the better after things have gone south. So it seems really important to establish the right direction really early.

It all starts with the founders and the first hire. I’ve been told that the first hire is like mitosis—the first cell division in an organization that carries its DNA. One of my mentors explained to me, “your first hire will echo all of your best and worst attributes.”

So with that in mind, I’m trying to be more conscious of my attitude and perspective. I constantly ask myself questions like: How do we build values around innovation and a relentless work ethic into our DNA? How do we balance decisions based on data versus gut instinct? How do we handle disagreements and distractions? How do we set an example of excellence? How do we learn from our mistakes and run more efficiently? And ultimately, how do build things we’re genuinely proud of and have fun?

Anyways, big f’n kudos to any of the leaders out there that have built a successful culture. It’s not easy, and it’s certainly not luck. And yeh, when its done right, culture can be a lucrative thing. It’s a bet I’m ready to double down on.

The Product Metronome

”Product is the metronome of a team”

Hooman’s been feeding me with some profound nuggets of advice. As I dive into the role of product, he explained that it’s more than just creating growth and delivering things. It’s about helping the team find a cadence and rhythm not only for releasing, but an attitude around a company. When you’re calm, cool and clear, everyone around you will mirror that—and that’s a part of building product culture. Creating a cadence is something I’m going to have to work on. And being consistent with that will set an example of excellence.

If you had to choose between two teams (with the same output), which would you rather have?

a) A wired team filled with raw horse power and brute force?
b) A calm team that’s highly efficient that continually improves.

And the real question that Hooman alluded to—“which one is going to scale better in the long run?”

As I take on this new challenge, I will need to find balance in my life. Finding some zen will help me become a better metronome. The best is in front of us, and I look forward to our team playing together as a symphony.


”All great leaders have a platform of people that they can lean on.”

Hooman hit me with another bit of sound advice. For example, Mark Zuckerberg always seems to have a calm cool persona… but he relies on a network of people around him to put his thoughts together. But what most people don’t realize is how much he leans on his platform of advisors to guide him. Same goes with the president of the United States. One could say this about all leaders.

When Hooman asked me who I could talk to about the following things, I didn’t really have a good structure for how I utilized my network:

  • Someone to bounce creative ideas.
  • Someone to vent to when I’m frustrated.
  • Someone to run through strategy and growth.
  • Etc.

Having a network of people that you can lean on for wisdom, creativity and sometimes to lend an ear, is a platform that you can use. And the sum of having a platform of people you can lean on plus acting as a metronome is a great formula for becoming a leader.

It’s a lot to think about… but I’m pretty excited to be working on creating new systems, not just for design, but for building companies. This is going to be epic.

The Scale of an Argument

Often times we’ll disagree at work. And some folks will argue just to argue. Sometimes I find myself guilty of this. The key thing is to give up the small battles to win the big ones. On a scale of 1 to 10, here’s how I rate the intensity of my arguments:

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1. Let’s just hug it out.

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2. I’m walking away.

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3. Pillow fight!


4. I’m getting territorial.

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5. I’m trying to negotiate with you calmly.

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6. We’re flipping the bird.

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7. I will take a slap to the face to win.


8. I will take a kick to the face to win.


9. I will take a kick to the nuts to win.

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10. I stand in front of a train to win.

So, the next time you find yourself arguing with a coworker, use this scale (or a version of your own). You may find that you’re at a 5, and they’re at a 9… or vice versa.

Most arguments aren’t really worth the time. By letting go of the small ones, you build up social equity, and you can put that towards the big fights that matter.

Tour of Contactually

Over the weekend, Brandon (one of my old colleagues) showed me his new gig at Contactually. He’s got a pretty good thing going there, in terms of space and growth. I’m digging the culture and took some notes.

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As you can see, the space is open. That little fence is to keep the dogs in. They’ve got about 6 or 7 roaming around during the day.

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Here’s a pic of some of the future in their entrance. Apparently someone over there has a knack for cool stuff. The chairs aren’t comfortable, but boy they’re cool.

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When you first enter, you notice that they’re packed in there like sardines. I can’t imagine how loud it gets there… but I bet it’s pretty crazy.

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I’m serious, it’s pretty packed in there. I mean, if someone farted, the entire office would know immediately.

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Here’s a pic of Brandon’s desk. I’m really impressed by how far he’s come in such a short time. I only expect great things coming from the things he touches.

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I’m not entirely sure what their company does, but their culture starts to make sense by the barrage of posters around their office.

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This one was great.

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LOL. It’s nice to see that kind of environment. I kind of miss those days.

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They have a pretty cool kitchen. Really nice layout… I’m going to have to borrow from this in the future.

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And their conference rooms. These are pretty cool. Kind of reminds me of the photos of the pixar studios.

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It definitely looks cooler on the outside. I think the inside needs some work. Hah!

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This is where their engineers work.

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One of their lead engineers is a cowboy. He broke the rules and built his own desk out of cardboard.

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And they have a pretty cool basement. It’s probably too cluttered with furniture, but it has potential.

Anyway, thanks Brandon for giving me a tour of Contactually. You guys have an awesome space, and it looks like the sky’s the limit.