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The role of Product Manager can mean very different things at various companies. Should a product manager be technical? Scientific? Opinionated?
J Crowley has run product at three big-name companies. At Foursquare, he led the rebuild of Swarm after a rocky initial launch and eventually became Head of Product. He then moved on to Blue Apron as Head of Product, overseeing growth and monetization. This was right before Blue Apron went public, which ushered in a turbulent time for the company but one that yielded a wealth of life lessons for Crowley.
Now, he serves as Head of Product for Airbnb Lux.
I hopped on the phone with J to talk about what makes a great product manager, some of the lessons he’s learned, and how he’s made difficult decisions and communicated that to his team.
Editor’s Note: This interview has been edited for length and clarity.
Jordan: How did you get into the tech world in the first place? You used to work in TV, right?
J Crowley: I worked in the television industry for about 10 years. Many years at NBC for a bunch of different departments. Started in the Page Program, and worked on everything from late night comedy, to sports, news, election coverage, digital programming.
I ended up leaving NBC to start my own company, which was a small digital studio here in New York City. We made hundreds of digital shorts and web series. It was probably the most challenging, but most fun three years of my career.
I eventually packed it up to join Foursquare as their Director of Business Development in 2010. There, I helped them grow their brand by securing hundreds of media partnerships with major publishers, sports leagues, TV networks, musicians, etc. That was actually my first job in tech. It wasn’t a product role. It was business development.
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Tech ethics can mean a lot of different things, but surely one of the most critical, unavoidable, and yet somehow still controversial propositions in the emerging field of ethics in technology is that tech should promote gender equality. But does it? And to the extent it does not, what (and who) needs to change?
In this second of a two-part interview “On The Internet of Women,” Harvard fellow and Logic magazine founder and editor Moira Weigel and I discuss the future of capitalism and its relationship to sex and tech; the place of ambivalence in feminist ethics; and Moira’s personal experiences with #MeToo.
Greg E.: There’s a relationship between technology and feminism, and technology and sexism for that matter. Then there’s a relationship between all of those things and capitalism. One of the underlying themes in your essay “The Internet of Women,” that I thought made it such a kind of, I’d call it a seminal essay, but that would be a silly term to use in this case…
Moira W.: I’ll take it.
Greg E.: One of the reasons I thought your essay should be required reading basic reading in tech ethics is that you argue we need to examine the degree to which sexism is a part of capitalism.
Moira W.: Yes.
Greg E.: Talk about that.
Moira W.: This is a big topic! Where to begin?
Capitalism, the social and economic system that emerged in Europe around the sixteenth century and that we still live under, has a profound relationship to histories of sexism and racism. It’s really important to recognize that sexism and racism themselves are historical phenomena.
They don’t exist in the same way in all places. They take on different forms at different times. I find that very hopeful to recognize, because it means they can change.
It’s really important not to get too pulled into the view that men have always hated women there will always be this war of the sexes that, best case scenario, gets temporarily resolved in the depressing truce of conventional heterosexuality. The conditions we live under are not the only possible conditions—they are not inevitable.
A fundamental Marxist insight is that capitalism necessarily involves exploitation. In order to grow, a company needs to pay people less for their work than that work is worth. Race and gender help make this process of exploitation seem natural.
Image via Getty Images / gremlin
Certain people are naturally inclined to do certain kinds of lower status and lower waged work, and why should anyone be paid much to do what comes naturally? And it just so happens that the kinds of work we value less are seen as more naturally “female.” This isn’t just about caring professions that have been coded female—nursing and teaching and so on, although it does include those.
In fact, the history of computer programming provides one of the best examples. In the early decades, when writing software was seen as rote work and lower status, it was mostly done by women. As Mar Hicks and other historians have shown, as the profession became more prestigious and more lucrative, women were very actively pushed out.
You even see this with specific coding languages. As more women learn, say, Javascript, it becomes seen as feminized—seen as less impressive or valuable than Python, a “softer” skill. This perception, that women have certain natural capacities that should be free or cheap, has a long history that overlaps with the history of capitalism. At some level, it is a byproduct of the rise of wage labor.
To a medieval farmer it would have made no sense to say that when his wife had their children who worked their farm, gave birth to them in labor, killed the chickens and cooked them, or did work around the house, that that wasn’t “work,” [but when he] took the chickens to the market to sell them, that was. Right?
A long line of feminist thinkers has drawn attention to this in different ways. One slogan from the 70s was, ‘whose work produces the worker?’ Women, but neither companies nor the state, who profit from this process, expect to pay for it.
Why am I saying all this? My point is: race and gender have been very useful historically for getting capitalism things for free—and for justifying that process. Of course, they’re also very useful for dividing exploited people against one another. So that a white male worker hates his black coworker, or his leeching wife, rather than his boss.
Greg E.: I want to ask more about this topic and technology; you are a publisher of Logic magazine which is one of the most interesting publications about technology that has come on the scene in the last few years.
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To become a global fintech player, locate your company in San Francisco and Africa.
That’s the approach of payments company Flutterwave, digital lending startup Mines, and mobile-money venture Chipper Cash—Africa-founded ventures that maintain headquarters in San Francisco and operations in Africa to tap the best of both worlds in VC, developers, clients, and the frontier of digital finance.
This arrangement wasn’t exactly coordinated across the ventures, but TechCrunch coverage picked up the trend and some common motives among these rising fintech firms.
Founded in 2016 by Nigerians Iyinoluwa Aboyeji and Olugbenga Agboola, Flutterwave has positioned itself as a global B2B payments solutions platform for companies in Africa to pay other companies on the continent and abroad.
Clients can tap its APIs and work with Flutterwave developers to customize payments applications. Existing customers include Uber, Booking.com and African e-commerce unicorn Jumia.com.
The Y-Combinator backed company is headquartered in San Francisco, runs its operations center in Nigeria, and plans to add offices in South Africa and Cameroon.
Flutterwave opened an office in Uganda in June and raised a $10 million Series A round in October. The company also plugged into ledger activity in 2018, becoming a payment processing partner to the Ripple and Stellar blockchain networks.
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In August of last year, Getaround scored $300 million from Softbank. Eight months later they handed that same amount to Drivy, a Parisian peer-to-peer car rental service that was Getaround’s ticket to tapping into European markets.
Alven Capital’s Jeremy Uzan
Both companies shared similar visions for the future of car ownership, they were about the same size, both were flirting with expanding beyond their home market, but only one had the power of the Vision Fund behind it.
The Exit is a new series at TechCrunch. It’s an exit interview of sorts with a VC who was in the right place at the right time but made the right call on an investment that paid off. [Have feedback? Shoot me an email at lucas@techcrunch.com]
Alven Capital partner Jeremy Uzan first invested in Drivy’s seed round in 2013. Uzan joined Index Ventures co-leading a $2 million round that valued the company at less than $10 million. The firms would later join forces again for the company’s $8.3 million Series A.
I chatted at length with Uzan about what lies ahead for the Drive team, what Paris’s startup scene is still in desperate need of, and how Softbank’s power is becoming even more impossible to ignore.
The interview has been edited for length and clarity.
Lucas Matney: So before we dive into this acquisition, tell me a little bit about how you got to the point where you were writing these checks in the first place.
Jeremy Uzan: So, I studied computer science and business and then spent three years as a tech banker. I was actually in a very small investment banking boutique in Paris helping young startups to raise their Series A rounds. They were all French companies, my first deal was with the YouTube competitor DailyMotion.
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Turner “Tfue” Tenney, one of the world’s premier streamers and esports pros, has filed a lawsuit against esports organization Faze Clan over a “grossly oppressive, onerous and one-sided” contract, according to THR.
The complaint alleges that Faze Clan’s Gamer Agreement relegates up to 80% of the streamer’s earnings from branded content (sponsored videos) to Faze Clan, and that the contract hinders Tfue from pursuing and earning money from sponsorship deals that Faze Clan hasn’t approved.
Tfue’s lawyer, Bryan Freedman of Freedman + Taitelman, took the complaint to the California Labor Commissioner with issues that span far beyond financial contracts. Freedman wrote that Faze Clan takes advantage of young artists and actually jeopardizes their health and safety, noting an incident where Tfue was allegedly pressured to skateboard in a video and injured his arm. Freedman also wrote that Faze Clan pressured Tfue to live in one of its homes where he was given alcohol before being 21 years old, and encouraged to illegally gamble.
From the complaint:
In one instance, Tenney suffered an injury (a deep wound that likely required stitches) which resulted in permanent disfigurement. Faze Clan also encourages underage drinking and gambling in Faze Clan’s so-called Clout House and FaZe House, where Faze Clan talent live and frequently party. It is also widely publicized that Faze Clan has attempted to exploit at least one artist who is a minor.
Faze Clan issued the following statement on Twitter following the news:
A follow-up from FaZe Clan on today’s unfortunate situation. pic.twitter.com/qm6sK8v88B
— FaZe Clan (@FaZeClan) May 21, 2019
Faze Clan claims that it has taken no more than 20% of Tfue’s earnings from sponsored content, which amounts to a total of $60,000. The owner of Faze Clan, Ricky Banks, took to Twitter to make his case, showing the incredible growth of Tfue’s popularity across Twitch and YouTube since signing with Faze Clan.
I recruited Tfue to FaZe Clan in April of 2018. These are graphs from both his YouTube & Twitch channels following the mark of our relationship. pic.twitter.com/c7m3QwsoTZ
— FaZe Banks (@Banks) May 20, 2019
As it stands now, Tfue boasts more than 120 million views on Twitch, more than 10 million YouTube subscribers and 5.5 million followers on Instagram.
Banks also reiterated Faze Clan’s official statement saying that the company has taken 20% of Tfue’s earnings from branded deals, totaling $60,000.
OK LAST TWEET – To clarify Turners contract does outline splits in prizes, ad revenue, stuff like that. But again we’ve collected absolutely none of it with no plans to and that was very clear to him. We have collected a total of $60,000 from 300k in brand deals (20%). That’s it
— FaZe Banks (@Banks) May 20, 2019
The Tfue claim, however, seems to take issue with the content of the agreement, not necessarily its execution, and the general legality of these types of gamer agreements across the esports landscape. Moreover, the complaint alleges that Tfue lost potential earnings due to his agreement with Faze Clan and their own conflicts of interest with various brands interested in a sponsorship.
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Growth marketing is critical to a startup’s survival, but it’s not always clear how to successfully pull it off. How do you jump the chasm from one to 10 million customers? Should you recruit an in-house growth team or hire an agency? How do you actually get content marketing to work? How much money should you spend before writing off or doubling down on a marketing channel? What does it take to build an extraordinary team at every stage of your startup?
There isn’t a silver bullet when it comes to growth, but we are tapping some of the most brilliant minds in growth marketing to share their experiences and advice to entrepreneurs.
Last month, we launched an initiative to find the industry’s best growth marketing agencies, and since then entrepreneurs from all around the world have submitted their nominations.
If you haven’t already, take two minutes to nominate a growth marketing agency that has helped your company scale and reach its target customers.
We’re zeroing in on a short list of top firms, and we’ll begin publishing their profiles in the next few weeks, but founder recommendations, like yours, help determine who we feature.
Similar to our work with startup lawyers and brand designers, our goal is to make it easier and faster for entrepreneurs to find the right service provider, but without real and relevant founder recommendations, we can’t accomplish our mission. Growth is the latest iteration of Verified Experts (with more to come).
Help us support early-stage startups by nominating a growth marketing agency you’ve worked with.
Have any questions? Email ec_editors@techcrunch.com
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Gleb Kuznetsov refuses to settle for less. After spending years leading product design for startups and corporate clients, Gleb started a boutique branding agency, Milkinside, that helps clients translate new technologies into useful products.
Gleb and his team of experienced creators are committed to serving the end user, which is why they love taking products from zero to launch. Their services are expensive, partly due to their expertise in product development, motion graphic design and animation, but we spoke to Gleb about why Milkinside is more than just a branding agency and how they strive to be the best.
“I wanted to create a team that wasn’t just an agency that companies could contract, but a partner that would support the client’s product development from beginning to end. Everything from the product narrative, product branding, product design, UI user experience, motion design, design languages, motion design languages, etc. I looked around the industry and didn’t see what I was envisioning so I created my dream company, Milkinside, in 2018.”
“Gleb has one of those rare skills that can make ordinary, plain parts of a design come to life and doing so in a beautiful and useful way. Always pushing the boundaries.” Jacob Hvid, Stockholm, Sweden, CEO and Co-founder at Abundo
“There are a lot of founders who believe they created useful technology and are absolutely certain people will use it. But everything is moot if users aren’t able to understand your product narrative and how it fits into their lives. Establishing a product narrative at an early stage is essential. A lot of founders will try to create a minimum viable product as soon as possible, but they aren’t thinking about the narrative, branding, the product design, and how everything comes together.”

Below, you’ll find the rest of the founder reviews, the full interview, and more details like pricing and fee structures. This profile is part of our ongoing series covering startup brand designers and agencies with whom founders love to work, based on this survey and our own research. The survey is open indefinitely, so please fill it out if you haven’t already.

Yvonne Leow: Can you tell me a little bit about yourself and how you got into the world of branding and design?
Gleb Kuznetsov: I was 10 years old when I started programming and learning different coding languages. At the age of 15, I shifted to design and became pretty passionate about what could be possible in the digital world. I worked as a product designer for 15 years before I started Milkinside. I worked for big consumer product companies across various verticals and platforms. When I was a chief design officer at a startup, I was responsible for everything from the product design, UI design, branding, advertising to producing product explainer videos.
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It’s just over two years since Yext debuted on the New York Stock Exchange, and to mark the occasion, I sat down with co-founder and CEO Howard Lerman for an interview.
As Lerman noted, Yext — which allows businesses to manage their profiles and information across a wide variety of online services — actually presented onstage at the TechCrunch 50 conference back in 2009. Now, it boasts a market capitalization of nearly $2.3 billion, and it just revealed plans to take over a nine-floor building in New York’s Chelsea neighborhood, turning it into Yext’s global headquarters.
My interview with Lerman actually came before the announcement, though he managed to drop in a few veiled hints about the company making a big move in real estate.
More concretely, we talked about how Lerman’s management style has evolved from scrappy startup founder to a public company CEO — he described holding five-minute meetings with every Yext employee as “one of the best management techniques” he’s ever adopted.
Lerman also argued that as online misinformation has become a big issue, Yext has only become more important: “Our founding principle is that the ultimate authority on how many calories are in a Big Mac is McDonald’s. The ultimate authority on where Burger King is open is Burger King.”
Vowing that he will remain CEO of Yext for “as long as this board will have me,” Lerman ended our conversation with a passionate defense of the idea that “a company is the ultimate vehicle in America to effect good in the world.”
You can read a transcript of our conversation below, edited and condensed for clarity.
TechCrunch: To start with a really broad question, how do you think Yext is different now than it was two years ago?
Howard Lerman: One of the things that’s defined Yext over the years is our continuous willingness to reinvent ourselves. You started covering us in 2009 [at] TechCrunch 50, we were a launch company there.
And here we are now. One of the cool things about being public is: It’s a total gamechanger. It’s a gamechanger not just for access to capital, but it’s particularly important in global markets. And I’m not talking about capital markets, I’m talking about the markets in which we sell software. We have offices now from Berlin to Shanghai.
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LinkedIn, the social networking platform for the working world that’s now owned by Microsoft, has leveraged its role as a repository for people’s work profiles into making itself a job hunting and recruitment powerhouse.
The company today has amassed more than 20 million job listings — up from a mere 300,000 five years ago — and sees its 600 million users collectively apply to jobs 25 million times per week. That activity also translates to big business: paid subscriptions specifically aimed at recruiters, paid tiers for average users who want to have more access to contacting people for jobs, job ads and more all contribute to LinkedIn’s bottom line, a business that is projected to hit $6.4 billion in revenues for 2019, growing 27 percent in the last quarter.
Now, LinkedIn is stepping up a gear in the operation. After a two-year effort, LinkedIn is today announcing that it has finally integrated its jobs and hiring efforts and announcing a raft of new features for both.
On the jobs front, they include instant job alerts, a redesign of the Jobs home page, and more salary insights available to all users (including free users), with skills assessments coming soon.
On the recruitment front, LinkedIn Jobs, Recruiter, and Pipeline Builder are all coming together to create a more seamless way to manage how you post ads, source candidates and other leads and ultimately interact with them in the process of hiring them.
“This will mean higher quality candiates, better jobs and a better fit,” VP of product John Jersin said in an interview. When asked why it took so long to integrate these tools — and why the process didn’t happen five years ago, for example, he answered that it was more of a consequence of how expectations have evolved as tech has evolved to question some of the silos that are incumbent to how we do business.
“We designed these systems in a way that worked well, but no one foresaw what we needed,” he said. “Advancements in AI have driven the strategy, and integrating all this means we can all learn better from each other.”
The new features that LinkedIn is bringing to jobseekers are responses to how our communications have evolved with the rise of the smartphone. It notes that jobseekers who respond to ads faster are more likely to get the job, so now when a job gets posted that meet your search criteria, you can get a ping within minutes of the posting. Meanwhile, the redesign of the Jobs homepage is more mobile friendly, with added search features that take into account how you navigate on handheld devices.
The skill assessments, meanwhile, seems to me to be a direct response to the many new innovations we’ve seen among e-learning and recruitment startups, where companies like Coursera and Triplebyte are offering more tools to people to figure out where the best fit might be for their skills in the working world. LinkedIn notes that these can both be used by individuals to verify their skills — tackling a perennial problem with people putting empty claims on their resumes — and also recruiters to source people for jobs.
Important steps for the company, but there remain a lot of opportunities for smaller and newer upstarts to take bites out of LinkedIn’s business in areas where it is still being slow to develop.
For example, we’ve seen the emergence of interesting, more targeted recruitment startups that focus on, say, recruiting with racial diversity in mind (as in the case of Handshake) or focusing on, say, women returning to work after having children (as in the case of the Mom Project). While LinkedIn has made some baby steps (no pun intended) in this area, there is still a ways to go, opening the door to others to come in.
“This is a challenging and multifaceted problem,” admitted Jersin, “but LinkedIn is committed to trying to solve it.” He said the company has quietly started to work on ways of picking up more information that “could be more useful” in addressing questions like these. “One thing that is important is a sense of trust,” he noted as one of the challenges that needs to be tackled online. “I think we are very lucky to be one of the few companies out there that can say that we would use this information responsibly, in the interests of jobseeker.”
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After spending a decade working at international design and branding agencies, Kristine Arth launched her own independent branding agency called Lobster Phone last April. Since then, she’s launched 22 brands under her unofficial tagline “I don’t sleep.” Lobster Phone, however, is all about creating iconic brands with bold personality, which Kristine passionately delivers to her clients. We spoke to Kristine about her branding philosophy, the story behind the name Lobster Phone, and why she loves working with founders.
“My specialty is people, honestly. I don’t find that I focus in any category, field, or particular segment of an industry is my focus. My specialty is working with people and understanding their background because entrepreneurs have a very different outlook on life. They will climb that mountain at all costs, and I feel very similarly. My sign is Capricorn, I’m a goat. So I will always climb to the top of that mountain. I feel very in line with entrepreneurs in that way because I want to help them do their best work.”
“Kristine is what every person dreams of in a design partner to give your brand a soul and heart.” Julián Ríos Cantú, México City, Mexico, Co-founder and CEO, Eva Tech
“Entrepreneurs will come to me and say, “I want a logo, I want a campaign, I want this.” And I will say, you need a brand, you need strategy, you need a foundational promise to sell to your clients. And with that foundational brand strategy and a flexible brand, we’ll get what you want. The common mistake is to come with a solution versus coming in with the problem.”

Below, you’ll find the rest of the founder reviews, the full interview, and more details like pricing and fee structures. This profile is part of our ongoing series covering startup brand designers and agencies with whom founders love to work, based on this survey and our own research. The survey is open indefinitely, so please fill it out if you haven’t already.

Yvonne Leow: Can you tell me a little bit about yourself and how you got into branding?
Kristine Arth: I originally thought I was going to be a ceramist. I went to school at Columbia in Chicago, and studied ceramics for about half a semester before I discovered the computer lab, and was like “Oh my God, everything is happening so fast there, this is amazing. It’s for me.” So I quickly moved into graphic design and never looked back. I started in advertising and marketing, and worked in Chicago for about 10 years at Leo Burnett, Wunderman, and then moved out to San Francisco to start fresh. Fuseproject, a top industrial design and branding agency, reached out to me, had me come in for an interview and the rest is history.
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