Thijs Cadier

The word Medium......🤮 I can't use it. I cannot get it out of my mouth. At Itsavirus we use to work with naming our engineers like so many other companies do; junior, medior, senior, expert.... But the whole idea that we have "medior" people does not fit with my beliefs... at all. ➡️ First of all; people can never be 'medior'. We are all valuable in our own right. Calling people 'medior' sucks. ➡️ Secondly; I don't allow for any form of mediocracy in our company. It has no place at Itsavirus. We strive for the best. Any reference to 'medium' is just simply wrong. In my opinion engineers at Itsavirus are either skilled professionals that simply deliver or they are in the learning phase. And yes, also our skilled professionals keep on learning! This is one of the many reasons we have implemented IC levels. Below a rough description of how this works: 🐣 IC1 (Entry-Level): These team members are in the learning phase, focusing on growth and skill development. 🐥 IC2 (Proficient Professionals): Fully independent contributors who manage tasks autonomously, consistently delivering quality results. They provide reliable support and make substantial contributions to project outcomes. 🦆 IC3 (High Performers): Experienced professionals with a strong track record for excellence. These team members bring specialized knowledge, solve complex challenges, and deliver high-quality work and solutions. 🦢 IC4 (Leaders & Strategists): Our top-level experts who, in addition to providing exceptional work, also guide teams, offer strategic insight, and take on leadership roles to drive projects forward. The implementation of this model has more positive consequences 🛑 Junior Engineers No Longer Offered: Previously, having junior engineers in our offering made sense for handling simpler tasks. However, with the advancement of AI, many of these tasks can now be executed more efficiently using tools. 🛣️ Clear Career Path for Engineers: Our engineers have a well-defined growth path without the need to move into management roles unless they choose. This allows them to focus on their strengths and passion, building on technical expertise. 🫧 Transparent Growth and Fair Rewards: The IC model provides clarity on expectations and accomplishments, ensuring that career progression and compensation are transparent, fair, and aligned with performance and skills. 😎 Enhanced Client Experience: With defined IC levels, clients like you can have a clear understanding of the expertise and contributions each team member brings to your project. When we assign someone to your team, you know precisely what to expect based on their level. Added a picture to look tough ⬇️

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😬 Might be doing something right with Featurevisor (https://featurevisor.com) to attract this many sponsored ads from VC-funded SaaS giants. 🤷‍♂️ Also, Google Search is rotten beyond repair. (Screenshot taken from The Netherlands today, and previously verified with friends from the UK) #featureflags #abtesting #experimentation #opensource #featuremanagement #saas

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𝐀𝐈 𝐢𝐬 𝐭𝐚𝐤𝐢𝐧𝐠 𝐨𝐯𝐞𝐫 𝐣𝐨𝐛𝐬—𝐛𝐮𝐭 𝐰𝐡𝐚𝐭 𝐡𝐚𝐩𝐩𝐞𝐧𝐬 𝐧𝐞𝐱𝐭? Let’s talk about something people aren’t paying enough attention to:  𝐟𝐫𝐞𝐞 𝐭𝐢𝐦𝐞. With AI handling tasks, we’ll all have more time for… well, life. 𝐇𝐨𝐰 𝐈 𝐬𝐞𝐞 𝐢𝐭: 📌 The global leisure market is already huge—worth $4.5 𝐭𝐫𝐢𝐥𝐥𝐢𝐨𝐧. 📌 Yet, a lot of companies are focused on tech-driven efficiency. 📌 Meanwhile, there’s a growing need for startups that inspire joy, connection, and adventure. 𝐈𝐦𝐚𝐠𝐢𝐧𝐞 𝐭𝐡𝐢𝐬 𝐟𝐮𝐭𝐮𝐫𝐞: • AI automates work. • People reclaim their time. • Startups that focus on play, creativity, and connection win big. Which startups in the leisure space do you think deserve more attention? Tag them here! #AI #Innovation #FutureOfWork #Startups #LeisureEconomy #Entrepreneurship #HumanConnection #WorkLifeBalance #Technology #AdventureStartup

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This is the first crate I've ever written in Rust. Having just a few weeks of experience! ezwhois-rs allows developers to perform WHOIS lookups with ease and comfort. This crate will be published very soon. illustration of the comfortable API: #[tokio::test] async fn test_client() { let client = Whois::new(WhoisOpt{ whois_server: "whois.iana.org:43", domain2lookup: "simpaix.net" }); let res = client.query().await.unwrap(); println!("icann info: {}", res); } Built on top of Tokio #learning #rust #programming #lang #edu #education #science #cs #computer #crate #cargo

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Our strategy at PeakSpan is simple - scaling a growth company successfully should be an iterative, incremental process. The decisions and options you have in front of you at $3M of ARR scale are vastly different than those at $10M and different still from those at $25M and beyond - scale your way into success sensibly, putting your foot on the gas more and more when the data asserts that you’re ready for it and it’s the right thing to do. This video encapsulates our approach in a nutshell - swinging as hard as you can for a statistically unlikely outcome when you’re a young, still very much evolving business, simply isn’t the value maximizing strategy. https://lnkd.in/e96AzU_N

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☎️ At AppSignal, we have three registered phone numbers, they all go straight to voicemail, and no customer has ever complained about that. Which has me wondering: do we need any at all? 🤔 We have one Dutch phone number, one regular US (the fancy-looking (646) 779-9779), and the US toll-free vanity 1-844-strpwfl (yes, the stroopwafel theme is a thing 🍪). When calling them, you're asked to leave a message, which lands in my mailbox as an MP3 file. For as long as I can remember, this has always been call center spam, with one notable exception: SSL certificate validation. To ensure we're the ones asking for a new SSL certificate, the issuing party wants to talk to a human on our end, which means finding the credentials to the VOIP accounts, logging on through some softphone app, and asking them to call again. That's it; it's the one day out of 365 that we need a working phone number (and not even three). We display our phone numbers on our website and our business cards, but why? Why would anyone call us instead of sending an email? If we want to connect in real-time, why not use Zoom (as we always do)? 📺

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78% of our clients choose us after working with a subpar development team. Why? Because they never develop the right product at deployment. Leading to severe consequences in most cases: - Scalability issues - Loads of unwanted bugs - Or even complete product failure That’s when they usually realize things have gone wrong. Here’s how you can avoid being in that position: 1. Build a solid roadmap Development teams often overlook the roadmap and start developing without any plan. That’s the first step to disaster. Ask them to build a clear roadmap first, with well-defined milestones before beginning the project. 2. Ensure strong communication Teams without strong communication is a recipe to disaster. Bugs and security issues could arise without any warnings. Ensuring strong communication would help solve issues promptly, in case if they do come up. 3. Evaluate their development methodologies Software development teams utilizing innovative, agile methodologies are more likely to build scalable solutions. Ask about their development processes, testing procedures, and deployment practices. To ensure they are following best practices and adapt to your needs. Steve Jobs once said: "Design is not just what it looks like and feels like. Design is how it works." That’s what you should be looking for. 👉🏻 Visit us to learn more: https://beyondcoders.com

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Losing customers almost always sucks. But before you respond, ask yourself: what type of churn is it? Recently, I posted about healthy churn and people were curious about the different types of churn are. I like to divide churn into three categories: The Good: healthy churn that brings focus to the organisation. The Bad: preventable churn caused by leakage. The Ugly: inevitable but still hurts The Good and Bad churn are both systematic and within your span of control. The Ugly churn is caused by externalities and mostly beyond your control. The Good, examples: ↳ Some customers will lead your product team astray and you might let it because you need the cash. Unless it’s the early days, custom work is almost never worth it. You might want to let them go. ↳ Not all accounts will generate a profit. Some will become more expensive to manage than the income they generate. Find a way to charge them extra or set them free. ↳ As your product matures and you start charging more and more, you’ll inevitably part ways with the lowest paying customers. Recognise that’s part of a healthy company lifecycle and embrace it. The Bad, examples: ↳ When your solution doesn’t solve the customer’s problem. Your sales people might be incentivised to close any deal they get their hands on. However, in the long run it’s more profitable to focus solely on clients you can actually help. ↳ Customers or would-be-customers that walk away because of issues in your payment flow. ↳ Customers that churn without ever using your product. It’s your responsibility to activate each new user. ↳ When the champion at your client left the company and you didn’t find a new one. The Ugly, examples: ↳ When the economy is bad, most software vendors can’t escape it. Don’t try to keep every single customer. Accept that you cannot win them all and focus your energy on the ones your sales agents believe most at risk and which they can save. ↳ When your customer simply no longer needs you. You should keep innovating to expand your customer lifetime, but sometimes your customers simply outgrow your needs. Instead of mourning the loss, consider celebrating you got your customer to the next phase. Embrace healthy churn, focus on preventable churn, cope with inevitable churn. Monetization is our specialty. Growing your revenue is our responsibility. #pricing #SaaS #churn

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Common CRO issues that seem so absurd on paper that they shouldn't exist by now or at least be super easily solvable but still happen on 99% of the projects that I work on: - Most of traffic being on mobile but nobody on the team has ever looked at the mobile experience - 5 figure ad spend a month but the average time on landing page is 9s, under 50% of the users scroll down to the most important part of the page and conversion rate is somewhere around 0.1% - Web dev & SEO agencies that take 3 months to put together a simple page or fix a bug - Sales team giving orders to the digital marketing team in terms of what they can do with the website - Digital marketing team not having access to the most crucial analytics data because of some random political power struggle between departments - Website is built for and by brand rather than UX and the entire company is wondering why nobody is converting - Website is littered with massive images, videos and moving design elements but experimentation gets blamed for tanking the site speed because a testing tool was added to the site - Can't launch a survey because one was done 3 years ago and right now too many promotional emails are being sent so they don't want to bother customers even more - Paying 5+ figure subscription fees for a tool that's supposed to "unify" the user data but no one on the team knows how it works or how to use it - Devs and analytics specialists who don't understand how tracking within the data layer works or why it's needed - And the mother of all bottlenecks - no clear owner for experimentation and website activities. Everyone is kinda doing something but no one knows who is supposed to approve the final designs and decide what to implement and when What else did I miss? All this however is great news for anyone who wants to do CRO. The average state of a web experience is so bad and the bar in this space is literally so low that there is work for anyone who wants it as long as the internet exists. 

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If you are doing PLG and not*** data-driven… Good Luck 🤪 It's probably going to end really badly… 😭 Our PLG goal was simple Build a self-sustainable PLG motion by... A. Activate our customers 🫸🫷 B. Upsell them 💸 C. Enable word of mouth 🗣️ We launched our PLG for compliance automation in Dec 2022 We know in the coming months, hundreds of customers will sign-up We had to be quick on our feet to adjust How did we use data-driven approaches to support reactive PLG situations? We built out 3 main BI dashboards 1️⃣ List of companies, created date, and their last login 2️⃣ List of companies each month, created, reach each activation points 3️⃣ Individual company view, activity graph, users invited and their last login, core features used, advanced features used Helped us identified upsell opportunities and churn-risk customers A unified customer 360 view helped us avoid being blinded We knew... Where customers were stuck in their journey 👀 Quicker on how to resolved customer issues 😃 Common problems during each stage of the customer journey 🧐 If they were in their 1st activation point, they needed help setting up integrations 📧 "Hey Joe, the only thing you needed to do is setup your integrations and you will be make 30% progress on your compliance" If they were in their 2nd activation point, they needed help setting up controls and policies 📧 "Hey Joe, you want to add controls and policies, you can do it here. Otherwise, upload your evidence, and you will 60% on your compliance progress" If they were in their 3rd activation point, they needed help with connecting to an auditor 📧 "Hey Joe, congrats on 70% compliance progress, we are happy to connect you with a SOC2 auditor" We know poor customer experience will make customers go to another vendor We knew poor customer experience will prevent any chance of upsells We knew poor customer experience will negatively impact our WoM How did we use data-driven approaches to become proactive in PLG? We feed individual customer data and conversational data from our CRM, Zoom transcripts, and Support Tickets into Hubspot This powers up low-touch automation, personalization, and our outreach We target at-risk and inactive customers with resurrection campaigns who last login 3 months ago 📧 "Hey {{first name}}, Its been awhile. Does your customers still need SOC 2 compliance from you? Happy to help!" We target customers with upsell opportunities that needed HIPAA or ISO 27001 📧 "Hey {{first name}}, following up. You mention you need HIPAA. Happy to let you know about our promotion!" We feed pricing quotes and sales outreach emails We learned quickly through being data-driven what worked and what didn't Every step of the way We had to be extremely data driven with our PLG motion To be efficient To avoid blindspots To get it right I write about #PLG daily. This week is all about PLG and being #datadriven! #CustomerSuccess #productledgrowth #productmanagement

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Are you a tech professional who does paid talks, and would do them in Amsterdam or the Netherlands? On topics relevant to software engineers or mobile engineers? Then comment or message me: (Update: a v1 of this page is live here: https://lnkd.in/edgc4MJ3 ) I am lucky enough to get regular enough requests to speak at company events, and (sometimes) conferences. Unfortunately, I rarely do such events (I speak at one conference per year.) However, I'd love to redirect such inquiries to those that do this. If this is you: please message me (you can send direct messages thanks to my open profile - this is preferred) or just comment on what topics you usually speak at, and at with at least one past talk recording at an event or conference (without a recording I cannot add you unfortunately - as companies / conferences unlikely to book a paid speaker without this reference). I'm building a list to share with organizers reaching out for speaking engagements, looking for paid speakers: which will hopefully help these organizers, as well as those looking for such speaking opportunities. Thank you! (I did something similar with coaching and mentoring for engineering managers and leaders. If you're looking for pointers there: I no longer do it, but here are plenty of people who do: https://lnkd.in/efus-zPe )

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𝗪𝗮𝗻𝘁 𝘁𝗼 𝗸𝗻𝗼𝘄 𝘄𝗵𝘆 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻𝘀 𝗼𝗳𝘁𝗲𝗻 𝗳𝗮𝗶𝗹? Because the ONE person who needs to own it isn’t fully in the game. Revenue Architecture from Jacco van der Kooij Winning by Design can give you the framework to do it. When companies hit $10M ARR, the challenges become more complex: scaling systems, aligning teams, and driving efficiency. Many businesses try to fix these issues with a patchwork of siloed initiatives, only to find that… nothing really sticks. 72% of transformation efforts fail without direct leadership from the CEO. Why? Because only the CEO has the unique vantage point and authority to: ↳ Allocate resources across departments ↳ Drive cross-functional change ↳ Set company-wide priorities ↳ Establish new operating models ↳ Champion long-term thinking What should CEOs do? ↳ 𝗣𝘂𝘁 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗳𝗶𝗿𝘀𝘁: Treat revenue growth as a science, not an art. Build scalable, repeatable systems. ↳ 𝗢𝘄𝗻 𝘁𝗵𝗲 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗿𝗼𝗮𝗱𝗺𝗮𝗽: Ensure sales, marketing, customer success, product and finance are rowing in the same direction. ↳ 𝗦𝗽𝗼𝗻𝘀𝗼𝗿 𝘁𝗵𝗲 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻: Actively participate in steering committees and measure progress relentlessly. Transforming to process-centric operations takes 18-24 months. It’s hard, it’s messy. So, CEOs, let me ask you: Are you sponsoring your revenue transformation? Or just hoping someone else will handle it?

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Last week, I wrote about the easiest way to try out the Xflow API. Curiously, the top question I received in response was what does a user-engineer really do at Xflow? Well read on, dear friends. I was introduced to the concept of a user-engineer at Stripe (disclaimer: Stripe builds payments infrastructure and is my former employer). Naturally, my understanding of what a user-engineer does at Xflow is influenced by my time at Stripe. When Mathan Appadurai and I were discussing how we should go about hiring for Xflow's first user-engineer, we realized how this role isn’t sought after within infrastructure companies in India. Needless to say, this surprised me. I believed and still continue to believe that user-engineers are crucial to the success of any company building and operating critical infrastructure (one of the things I’d love to do through the work that we do at Xflow is raising the profile of a user-engineer and making the role more appealing for interested individuals). To me, a user-engineer plays 3 different roles, which I have articulated below. Companies like Stripe, which operate at scale, have specific individuals for each of these roles. At Xflow, given we are early in our journey, the 3 roles are played by a single individual (!) with periodic assistance from the product and engineering team. (i) Solution Architect - Focuses on strategic engagements in partnership with the sales team to design and implement solutions that align with a user’s business goals - Builds long-term relationships and drives the adoption of Xflow’s products through high-level solution architecture (ii) Integration Engineer - Manages the end-to-end integration process, working directly with technical teams to implement and troubleshoot integrations - Acts as the primary technical contact for users, providing technical support and feedback to improve product offerings (iii) Support Engineer - Provides level-2 support to users, assisting with application setups, troubleshooting issues, and ensuring optimal functionality. - Works with helpdesk software (example: Zendesk) and escalates complex problems to developers for resolution. Ensures customer satisfaction through effective communication and problem-solving That's a whole lot right? I know it is! When I was at Stripe, I remember thinking how much fun this role was - you get to interact with users, you get to use the Stripe API to problem-solve user asks and help user's out with real-world issues that they are facing and get instant gratification. A significant part of my growth in Stripe was just me continuously trying out the API, answering user tickets and asking a continuous stream of questions in the user support Slack channel (hat tip to Rémi Jannel for answering them!) PS: I've provided a link to the job description for a user-engineer that we used when we were hiring for this role! Feel free to re-use. #payments #paymentsinfrastructure #engineering

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🌟 The Right Architecture for Your SaaS Platform 🌟 When it comes to building a SaaS platform, the architecture you choose can make or break your project. And guess what? The choice isn’t black and white—it depends on various factors. 🤔 Let’s talk about monolithic architecture first. It’s like a cozy studio apartment where everything you need is in one space. It’s perfect for simpler applications, quick launches, and when you want to keep things straightforward and snappy. Plus, if your team is small and you’re looking to hit the market fast, going monolithic can be like a speedboat—swift and efficient. 🏁 Now, onto microservices. Imagine a sprawling mansion with different rooms for everything. This is the go-to for complex, scalable applications that grow with your user base. If you’re planning to frequently update features, need high fault tolerance, and love the idea of using a variety of tech stacks, microservices are your best bet. It’s like having a team of specialists, each handling their own department. 🏠 For SaaS development, your choice should be tailored to the specific needs of your project, the expertise of your team, and the complexity of the application you’re dreaming up. Whether you’re a startup or a seasoned enterprise, the architecture you choose is the foundation of your service. So, choose wisely! 🧐 What’s your experience with monolithic vs. microservices architectures? Drop your thoughts below! 👇 #SaaSDevelopment #SaaSSolutions #SoftwareArchitecture #TechTalks #TechChoices #BuildingTogether

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Don’t launch a product without knowing EXACTLY what your users want. I had a SaaS CEO as a client who did the opposite… They had a pretty successful marketplace, based in the Netherlands. They had grown substantially the first years, but the past 2 have been flat. He felt he didn’t know what his users wanted (anymore) and was struggling to get back to scale. He was doing standardized surveys via: - Email blast, and - NPS (Net Promoter Score) But it was clear my client needed a more qualitative approach. Because this is what happens… In the beginning, you started the company — and you were handling everything: - Creating the product - Delivering the service - Emailing the customers And the whole time you were collecting data and understanding the market deeper. But as the CEO and the COO, you start becoming a manager — not an entrepreneur. And you get disconnected from the market feedback. As an entrepreneur and Visionary, your goal is to always be thinking about the value proposition and answering: “Why would customers choose us instead of the other options?” And in my client’s case, he didn’t know exactly. He felt he had lost the touch with their market. They had grown a TON given a huge market headwind and they capitalized on a trend. But now the trend was over. And their company positioning wasn’t solid so they were becoming very generic. So I just asked him: “Why are the users choosing your company vs the competitors?” And he said: “I'm not sure anymore, we were just there when things happened and were very well positioned when the market trend was solid.” So, I saw the problem right there. I helped him introduce a process with everyone in the business. We went from having very vague user data to acting like a detective to extract user BEHAVIOR. And from there, he discovered that: The main reason why users chose their app was the depth of functionalities. And it finally CLICKED for him why users didn’t like their new product. It was positioned as “so simple anyone could use.” Because all their competitors were positioned that way. But their users wanted it to be MORE technical. So really — the best way to get back to scale was to rediscover what the market wanted from THEM. Nobody else. And this is something I cover in one of the modules of my Founder Accelerator program. We focus on how to maintain customer obsession while your company starts growing. Because no matter how big your company is… No matter how much you grow as a founder to CEO/COO… You always have to be the closest you can be with the market feedback and iterating with what the market is telling you. Otherwise you’re building in the dark. Are you ready to scale together? — P.S. For the first 4 members of my Founder Accelerator I'm offering a discounted early-bird price and a 1-1 strategy session. Send me a DM to Ignacio Carcavallo to apply today

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The #1 killer for B2B scaleups: Fear of choosing a direction. So they try to be everything to everyone, and in the process, end up standing out to no one. But here’s the truth: if you choose who you truly are and focus on your core offering, you’ll stand out more automatically. Yes, this means some people won’t like what you’re offering. As . Chris . Zadeh always says, “Two people will love you, and eight will say, ‘Not my kind of taste.’” And that’s okay. Take the Marmite brand in the UK as an example. Their slogan? “You either love it or hate it.” They embrace who they are—without trying to cater to everyone. This is especially important in B2B. When clients ask you to customize your product to meet their specific needs, it’s tempting to say yes to make the client happy. But if that ask takes you too far from your core offering, it’s not worth it. Why? • It diverts time and resources away from what you do best. • It dilutes your specialty and what makes you unique. Now, if it’s a small ask that doesn’t cost much? By all means, exceed expectations. But when the request strays too far, it’s a signal to stick to your strengths. The companies that succeed long-term are the ones who embrace their identity and let their core offering shine. In a world of options, clarity in what you do and what you offer and being the best at it is what makes you stand out. Thoughts? #MarketDifferentiation

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My drive for Scale and “Creative Automation” We’re in the Summer of 2003, 6 months before my first daughter is born. As a web developer, I want to build something for her. In Belgium, baby registries are a tradition—parents create wishlists so friends and family can buy meaningful gifts. Inspired by this, I build a simple baby registry website for my family. But as an entrepreneur, I quickly realize the idea has potential far beyond one family. What if all shops could offer baby registries to their customers? This question drives me to create a platform where parents can share their wishlists, and friends and family can buy gifts online. The concept takes shape, but scaling it into a successful business requires more than just a good idea. In 2004, I meet Kevin Goeminne, a passionate personality with an entrepreneurial mindset, a background in computer science and a gift for sales. With his sales-driven passion, Kevin secures partnerships with the majority of Belgian shops, propelling us to dominate the Belgian market. As we look to scale beyond Belgium, we face challenges. Every market has different traditions, and we lack the tools to localize and scale efficiently. A first seed is planted for what CHILI publish stands for today. We extend the platform with personalized baby websites, allowing parents to gather content like photos, diaries, and blogs. As a reference, we’re talking 2004, the same year Facebook started. We automate the creation of printed booklets with this content, and the demand shows us how valuable automation can be. Yet, customers want more control—adjusting designs, swapping images, and making updates themselves. This sparks a bigger idea: organizations (just like us back then) need solutions to integrate creative automation, solving the challenges of scaling graphic production. The integration must offer a great visual UI with a strong user experience, while also providing a solid API-first approach with all the SDKs and APIs necessary to embed the solution seamlessly into other platforms. Unable to find a product that meets these demands, we start building our own. Today, CHILI GraFx —the latest iteration of our platform— empowers organizations to scale multi-channel graphic production workflows. It integrates with brand portals, e-commerce tools, and enablement hubs, supporting animated digital, static digital and print content. 🎯 Our mission is clear: "Enable organizations to scale creative production by providing the ultimate solution for creative automation". In 2012 we sell the Baby Registry company, to fully commit to CHILI publish. Geboortelijst.be still is around in Belgium. Meanwhile, a team of passionate CHILI publish colleagues are Building the future of Creative Automation. We could not have done this without you!

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ChartMogul's latest report on the state of the SaaS industry just dropped! 🔥 Our Snr. Mgr of Insights Sofia Faustino totally crushed it this time!! 👏👏 The report includes Revenue Retention trends and benchmarks from analyzing over 2,500 SaaS businesses 🏙️ Link to the full report over on Sofia's post...and please like/share her post 🙏🙏🙏

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