 Okay, so I'm Jeremy. I'm from Savini. Yeah, so the initial title of the talk was something like from MVP to PMF. PMF meaning product market fit. So I just want to say that we don't think we're there yet and that's the reason why we changed the title. But yeah, so what is Savini? Savini is an hourly workforce management solution. That's a lot of words that don't make a lot of sense. It is a way for F&B to manage their hourly workers. So I'm here basically to tell you a little bit about our journey since our MVP, in fact including the MVP as well, and basically up to where we are now which is like one year plus on in our journey. So in order to tell you a little bit about how we did it, first I have to understand why we're doing this. So the problem, right because there are so many problems in the world which one do we solve? The problem is that the management of hourly workers is very painful and tedious process especially for F&B but also a lot of other sectors. One of the problems is that if they're prone to no shows or they're late along with other issues, it's hard to just tell somebody to be on time or tell somebody to show up. It's just hard to do that. And current solution, so this is a spreadsheet you can see printed out and then modified with pen and paper on the spot. And this is part of the cost in every F&B in Singapore. So this is what we do. So we have a mobile app and we have a web platform that you can do your scheduling on. With that data, we now know when this person is supposed to work. We can send them notifications. We can let them know when to come and they can clock in and out on the mobile app with a QR code because F&B likes QR codes. And then once we have that data of when they clocked in, it then allows us to link all of this operational data back to HR. So you get to see who's in the store at any time. You get to see who is late and ultimately you get to get all this data and pump it over to payroll in a very easy way. You don't have to do a lot of consolidation. But let's take a step back. So that's how the product works. But it didn't get here overnight. Obviously we went through a lot of shit to get here. So this is a chart of our growth, specifically the number of paid locations. And I kind of broke it down a little bit because I'm going to talk about our journey basically. So broke it down into the MVP stage and then this part in the middle where it's kind of a turning point where we achieve product value. And then we get to where we are now, which is kind of early product success. And then in the future, who knows, maybe we'll get product market fit. So the MVP stage feels like a long, long time ago to me and to all of us. But it was only last year, January to about July that period. And we were basically fresh grads. We are actually still in school. We were still in our last semester. And we were preparing to launch, like, oh, we're going to do this startup thing while we're still in school, attending classes, doing our exams. So back to the product. The key idea here was we wanted to do mobile-first scheduling. Like, wow, really, really sexy idea. Like, oh, put it on a small screen and do it really well. So we spent a lot of time on that. Actually, we spent five months doing this from January to May. And basically, when we graduated, we launched. And that's kind of the interface that we had. It has not changed that much since we launched. But that's more of because we didn't have time to go back to it. But yeah, that's what it looks like. And that's some photos of us from back then. That's the graduation photo. We had this Maggie Tower. It was awesome. But when we launched in May after five months of grueling development, it barely worked. We launched to actually three users. So we did all the groundwork. We got three users on board, like three cafes that were going to use us. And then when we launched, two of them didn't even start using it because it was so terrible. But we had one user. We had one user that stayed on by some chance. And yeah, so we really, and she's still using us to this day. And it's been very rewarding. But some of the learnings I've had from that journey was like, at this stage, you really need to ask the question to yourself, is would anyone use your product for real? Right? Because when we launched to three users, two of them didn't use it at all. They were like, no, this is too bad. But one of the things we had working going in our favor was we're scheduling product. So people use us every week. Well, this user did anyway. So we had a usage cycle that kind of enabled fast iteration because we could just go back to her every week and get more information. And it's at this stage where you can be as flexible as you want and kind of throw spaghetti at the wall and see what sticks. And we did a lot of that. One of the things we did was chat. So the mobile app had chat on it. And then we realized that that's really not something we want to do at this stage. So we abandoned it. But yeah, you're trying to find the value that people want that people will actually pay for, which kind of leads me to the next stage, which is product value. So at this point, so this is the number of paying locations we have. So at this point, we actually have people that are willing to pay. And so that was kind of the period. So it was like August last year, we're trying to find people, will they pay for us? And the key to this was getting the first sticky feature, which was time clock. So clocking in and clocking out. So at first, we only had mobile scheduling. And then we realized, oh, maybe we should do the clocking in and clock out process. The funny thing is this almost didn't happen because we were almost forced into building this feature by one of our customers. They were like, oh, I don't want to use you unless you build this. So, you know, we go and build it. Then turns out it was a really good idea. And then kind of shortly after that, we built the big screen experience as well, the web platform. Yeah, and some screenshots. So that's the clocking out interface that hasn't changed much as well. And that's the web interface. Right. And some photos of this period. So we actually moved during this period from NUS out into block 71. We were like, oh, we graduated now. We don't want to stay in school anymore. Like, it was more like we didn't want to commute back into school every time. Because if you've been to NUS, you know that commuting into NUS is hard. But yeah, so we went from NUS to block 71. That's still where we are right now. We're kind of bursting at the seams over there a little bit. It hasn't changed. Yeah, we're still bursting. But some of the learnings I had from this stage where we're trying to achieve product value is once you get something that people are willing to pay for, you need to iterate on that. You need to find what they're willing to pay for and then find how to make them pay more. How to really, not say how to make them pay more, but how to increase the value that they perceive or increase the value that you give them. And again, we built another feature that turned out to be useless. So this happens a lot. So one of the features we built was pay slips. So the idea was, it's kind of the natural progression. You clock in and out and then you get your pay slip. Because we know how many hours you worked and we know roughly how much each hour to pay you by. We can issue you a pay slip, for example. But we decided in the end not to push this feature out because we decided that it wasn't quite right yet. The feature wasn't where we wanted it to be and we had other things to focus on and there were other reasons. And this was the stage where we experimented a lot with the messaging and the pricing as well because now we have people to pay. So that leads me into early product success, which is kind of where we are now. Now that we have people that are willing to pay, can we get people to pay more? Can we replicate our first users? The first user remember was one person that managed to not leave. Now can we get more? Can we get more of these people? Can we get more of these people that are willing to pay? Yeah. And so one of the big key reasons why we're still here today and kind of the product success that I'm talking about is this feature. So this is time sheet consolidation and exporting. And kind of the two of the earlier things I talked about. So the web platform as well as the pay slips feature, they both kind of led into this feature. And it's quite interesting because normally when you think about it, wouldn't you build time sheets before you build pay slips? Wouldn't you want to know how much to pay or how many hours this person worked before you pay them? But for some reason we did it the other way around. But that was a good thing. So in the end, we launched this feature which turned out to be a really good idea. So this is basically like what I think I touched on this earlier. It's the link between ops and HR. It allows both operations to see both operations and the HR department to kind of see like how many hours this person worked or they laid the absent and you it's a very clear overview of the operation, the manpower operation of the store. Right and of course we built a lot of features to convert bigger customers because at this point we were like you know we have pilot deals with some bigger customers and we're just trying to close them. So we did the unspeakable evil which was we built the feature just for one user. And this is a couple pictures of our cohesion. So that one is Chinese media and this one is rock climbing. Right the numbers are a lot more than they look like because we invited past employees and interns back to join us for the cohesion. Yeah but like okay so my learnings from this stage and we're still in this stage again is you're trying to find one thing that you are the best in the world at. Right be the best in the world at one thing and then you have to you have to stay there of course but then you build everything around that and that is your that is your value that is what people are paying for. Right if you are not best in the world then it becomes a tough sell. Right don't be kind of half good at all these other things be the best in just one thing. And of course never stop talking to customers because right sometimes your best learnings come from them. Yeah and that brings me kind of to the future which is the beyond right product market fit perhaps. And we have some we have some kind of lofty ideas for for this stage that that we want that we want to build eventually that we want to go to one of the things is like shift based hiring LinkedIn for blue colors stuff like that things that because we've been following this pattern a lot of like one the data from one one feature or one module unlocking functionality in another module and like this is just kind of naturally where everything leads. But in the near term we're looking to improve our scheduling flow because that's kind of the first thing we built and we kind of left it alone and we're trying to go back to that and really you know be be the best in the world at that right. So and also we're looking for more like-minded passionate individuals. So here comes the inevitable shameless plug which is that we're hiring. If you know anybody who might be interested in joining a fast growing dynamic team like us you know let let me know. We're looking specifically actually for URX designers but we will take rock stars from you know engineers or business development whatever. Yeah so that's it for me. So it's the Q&A section I guess or I don't know what we're going to do. That's my email that's my full name you can find me on LinkedIn or send me an email. Cool thanks. In the initial phase how do we decide what feature to build? How initial is the initial? Okay so during that phase we had the interviews we still had those interviews with those users. It was still continuously going back to them and they weren't using the product per se but we would just go there and show them the marks and say like oh this is a good idea is this a good idea. What about this? What about this? Right so that's that's kind of the the nitty gritty of it but the overall idea is mobile first scheduling and then kind of everything else flows in from there right. What are the features we build to be the best in mobile first scheduling? Basically, does that answer your question? We worked on it because our customers asked for it. Yes actually it's it's it's not it's not quite right to say that it's it's gone so can you see my mouse? Yeah yeah so you see this so we have schedule and time sheets and we have pay and then in brackets we have beta so that's that's how it lives on right now in the in the system and we still have people using it surprisingly even though it's like not very nice. Yeah and like the other day somebody used it to issue 1000 pastives and our server crashed. Yeah tails from the other time. Cool okay.