Lenny's Newsletter · Product & Work
TIER 5 2022-05-17
> ## Q: I’m building an app targeted at consumers, and plan to charge a monthly fee. I’d love your advice around what it takes to build a durable business as a B2C subscription app. Think about it: When was the last time you (1) installed, (2) paid for, and (3) continued to pay for, a new app? I bet you it’s been a while. For me, it was upgrading to [Twitter Blue](https://help.twitter.com/en/using-twitter/twitter-blue), and I’m probably going to cancel it. I certainly pay for apps (e.g. [AllTrails](https://www.alltrails.com/), [Centered](https://www.centered.app/), [Copilot](https://copilot.money/), [Future](https://www.future.co/), and a few streaming services), but I’ve tried and discarded 10x more over the years. Consumers (e.g. you and me) are busy, distractible, always looking for something new. A couple of years ago, [GP Bullhound](https://docsend.com/view/fn3udv2wxzqrirw4) created this map of B2C subscription apps. How many are still thriving? A very small percentage.  It’s brutal out there. But it’s not hopeless. There are a number of consumer apps that have stood the test of time, including some of my favorites: [Grammarly](https://www.grammarly.com/), [Duolingo](https://www.duolingo.com/), [Noom](https://www.noom.com/), [Calm](https://calm.com/), [Flo](https://flo.health/), [Future](https://www.future.co/), and [Spotify](https://www.spotify.com/). To answer your question, I went deep into these seven companies (along with a few up-and-comers like [Copilot](https://copilot.money/), [Centered](https://centered.app/), [Mighty Health](https://mightyhealth.com/), and [Greg](https://greg.app/)) to understand what it takes to win in the B2C subscription space. Here’s what stood out: 1. **An obsession with efficiency** 2. **Alignment between product strategy and acquisition strategy** 3. **A singular focus to build a magical, sticky product through rapid iteration and endless optimization** Below I’ll share stories and insights from each of these companies, but remember, a lot goes into building a successful company. Following all of this advice won’t guarantee you make it. In the end you still need to build something people want, continue to want, and make money doing it. But these tips will certainly help your odds. *Thank you, [Alex Ross](https://www.linkedin.com/in/alexross8/) ([Greg](https://greg.app/)), [Andres Ugarte](https://www.linkedin.com/in/andresugarte/) ([Copilot](https://copilot.money/)), [Artem Petakov](https://twitter.com/artemon) ([Noom](https://noom.com/)), [Cem Kansu](https://www.linkedin.com/in/cemkansu/) ([Duolingo](https://www.duolingo.com/)), [James Li](https://www.linkedin.com/in/lijames/) ([Mighty Health](https://mightyhealth.com/)), [Nick Lisher](https://www.linkedin.com/in/lish/) ([Flo](https://flo.health/)), [Nikhil Jhunjhnuwala](https://www.linkedin.com/in/nikhiljhunjhnuwala/) ([Noom](https://noom.com/)), [Rasmus Andersson](https://www.linkedin.com/in/rasmusandersson/) ([Spotify](https://www.spotify.com/)), [Rishi Mandal](https://www.linkedin.com/in/rmandal/) ([Future](https://www.future.co/)), [Ulf Schwekendiek](https://www.linkedin.com/in/sulfme/) ([Centered](https://www.centered.app/)), and [Yuriy Timen](https://www.linkedin.com/in/yuriytimen/) ([Grammarly](https://www.grammarly.com/)), for sharing their insights and advice with me for this post 🙏*  ### Pattern #1: Obsession with efficiency The most common thread across every company was an obsession with efficiency—staying small, keeping costs down, and getting profitable. They all stayed lean until they found strong product-market fit and, in many cases, far beyond that. In the case of Calm, an early employee shared that “for years, they had a hard time getting funding, so they were left with no alternative but to make the business profitable. They were obsessed with profitability, margins, and LTV/CAC. They kept the team size under 10, worked long hours in a one-bedroom apartment in San Francisco, and sharply questioned every outgoing dollar.” At Grammarly, [Yuriy Timen](https://www.linkedin.com/in/yuriytimen/) (ex-Head of Growth) shared a similar story: > #### “Grammarly was bootstrapped, so it could go really deep on R&D without the external pressure to launch too quickly. We remained self-funded for a while, which just built a culture and operating identity of being lean, efficient, and focusing on sustainable growth. If I had to guess, Grammarly was probably 2-4x leaner than other companies of comparable scale, which also allowed us to maintain profitability. This applied to hiring as well—Grammarly always paced its hiring goals based on its ability to maintain cultural cohesion and operational excellence.” Same with Noom, as [Artem Petakov](https://www.linkedin.com/in/artem-petakov-745a62b/) (co-founder) shared: > #### “We were all living and working in one apartment for two years.” [Nikhil Jhunjhnuwala](https://www.linkedin.com/in/nikhiljhunjhnuwala/) (VP of Growth at Noom) went deeper: > #### “We were very lean in the first few years. From 2016 to 2018, I don’t think the growth team had more than 10 people (across all of creative, marketing, growth product, etc.). For context, in late 2016 we started gaining traction, ending the year at $3-4M in revenue. > > #### Staying small forced us to develop hacking skills. I [a PM] was a top contributor to the growth repo. One growth marketer was responsible for all our spend, and always ruthlessly prioritizing. The experience helped define growth culture at Noom. > > #### I also think it helped that we targeted one-month payback, which allowed us to immediately reinvest money into our performance marketing engine, making us less reliant on raising money to grow. We started hiring significantly in 2019 after raising a round with Sequoia, once we were well past $60M in revenue/year.” And at [Future](https://www.future.co/), as [Rishi Mandal](https://www.linkedin.com/in/rmandal/) (CEO) shared: > #### “Efficiency, and the discipline to keep our team and footprint small, has allowed us to do something that I think category-creating consumer businesses have to be able to do, which is to be misunderstood for a number of years. > > #### When we started Future, we felt that the broader world (consumers, investors, our friends, the press) may not fully grasp why connected coaching is a game changer until we showed it to them at scale. With this in mind, we aimed to keep our team size and cost structure small so that we could fund years of patient development and growth. To compensate for this smaller size, we’ve hired a team of talented and experienced people, where each team member is trusted with a lot of scope and decision-making power.” It’s probably not a coincidence that the founders of all five of the biggest B2C subscription companies are immigrants: Noom and Grammarly’s founders were from Ukraine, Duolingo’s founder is from Guatemala, Calm’s from the U.K., and Spotify’s from Sweden. **Takeaway:** Stay as lean as possible, and focus on revenue over growth—at least until you’ve found PMF. ### Pattern #2: Alignment between product strategy and acquisition strategy The second most consistent pattern across these companies was an inseparable alignment between the product roadmap and the growth engine. Surviving in B2C is all about finding an efficient (aka cheap) growth channel. All of these five teams found a way to grow very efficiently—either through word of mouth or highly optimized paid ads. Grammarly’s growth strategy was to be everywhere: > #### “Grammarly’s product strategy was to sit across all your apps and writing environments (i.e. mobile keyboard, browser extension), so that immediately informed our rapid funnel and creative experimentation.” —[Yuriy Timen](https://www.linkedin.com/in/yuriytimen/) Duolingo, which was also driven almost exclusively by word of mouth, optimized for free user growth: > #### “By offering all of its learning content for free, Duolingo built a massive user base through word of mouth and no paid marketing. This also helped us build a growth revenue loop: Building a free and fun product → more users → more subscribers → more resources to improve our product → more users. > > #### Most B2C subscription products limit the free user experience heavily in order to grow subscribers. In my experience, this slows down organic growth, because only payers can use your product and tell their friends. > > #### Duolingo created a great free user experience, where no user had to pay to learn a language. It offered all of its learning content for free and only monetized additional features (like no ads, unlimited health etc.). Since the product was free to use, this business model created an organic growth engine.“ > > #### —[Cem Kansu](https://www.linkedin.com/in/cemkansu/), VP of Product at Duolingo As did Spotify, which found a lot of success with the freemium model: > #### “The bar for freemium models at the time was Skype, which converted about 7% of their users to pay at least something—maybe a dollar. We hit that in a few months, but it just continued from there. Past 10%, 15%, 20%—and we realized that we had stumbled on what might just be the most effective freemium model the world had ever seen.” > > #### —Gustav Söderström, chief R&D officer, via [Spotify: A Product Story](https://open.spotify.com/episode/7oB1UYZtOiKqY1Gj3niptG) Noom, which grew primarily through paid ads, focused on making it very easy for their teams to iterate and learn: > #### “We invested heavily in our testing infrastructure. For example, we built a sandbox environment designed to allow us to rapidly experiment (e.g. a modularized website, Optimizely, Mixpanel, etc.). > > #### To do this, we had stakeholder buy-in from the start, and super-high autonomy. The early growth team was fully resourced and autonomous: one PM, one eng, and one designer. We started experimenting with paid marketing (ads → funnel) and had full ownership of our tech stack. We didn’t have to bother anyone to get stuff done.” > > #### —Nikhil Jhunjhnuwala But be forewarned, the paid growth channel is very different these days, as [James Li](https://www.linkedin.com/in/lijames/) (founder of [Mighty Health](https://www.mightyhealth.com/), an exercise and nutrition app for adults 50+) pointed out: > #### “The paid acquisition landscape is more challenging than ever. With a saturated B2C app market, CPMs were already trending higher, but last year’s iOS 14 changes were the proverbial nail in the coffin. We’ve observed founder friends at companies of all sizes and budgets struggling with paid social. Some of the largest app companies (such as the ones you’re exploring) rode the wave of cheaper social ads in previous years but are struggling now; luckily, most were able to achieve escape velocity and build a big revenue base before it was too late. You can still get healthy ROAs on Facebook at lower budgets to kickstart things in the early days, but you’d better start finding some hit channels in referral/PLG or content/SEO (as you outlined in [the racecar framework](https://www.reforge.com/blog/racecar-growth-framework)) to get to the next level.” Though it’s not all bad news: > #### “One noteworthy tailwind that’s helping to offset some of the increase in CAC for earlier-stage subscription apps is that the cuts App Store and Play Store take are coming down, which boosts gross margins. Most big apps that are operating at scale and have web-based subscription options were seeing a blended gross margin of around 85% before 2022. Google Play now charges 15% for most apps, and the Apple App Store is 15% for your first $1M in revenue, so new apps can also now plan for gross margins of 85% and over time it should be possible to push that up to 90%+. There’s more pressure for that cut to come down even further, and Google Play [is testing a ‘user-choice’ third-party billing option with Spotify](https://newsroom.spotify.com/2022-03-23/spotify-and-google-announce-user-choice-billing/).” > > #### —[Alex Ross](https://www.linkedin.com/in/alexross8/), CEO of [Greg](https://greg.app/) **Takeaway:** Determine how you’ll grow (e.g. paid ads, word of mouth, or SEO) and then make sure your product roadmap is actively supporting this growth engine. ### Pattern #3: **A magical, sticky product through rapid iteration and endless optimization** More than simply “building something people want,” the bar for a sticky consumer subscription app is high. People get bored and quickly look for the next shiny thing. Every one of these apps did something unique to keep people coming back. For Noom, it was getting deep into human psychology: > #### “We used a lot of tactics to maximize and capitalize on motivation (behavioral economics, psychology, etc.). Our product isn’t ‘fun’—getting healthy is hard. Acquisition is part of the product—changing people’s minds.” —Nikhil Jhunjhnuwala Artem (co-founder of Noom) shared the same point on Twitter: For Duolingo, its special sauce was making the experience incredibly fun: > #### “Learning a language is hard, especially since it’s self-motivated learning. So we knew we had to create a fun experience in order to create a sticky product with good retention. We gamified language learning through many product features: mechanics like streaks and [leaderboards](https://twitter.com/cemkansu/status/1366165611496296451), or having our mascot Duo be your coach, or using design elements like progress bars. > > #### This helped us continuously increase our retention over the years, making Duolingo more fun and sticky. Every screen in our products is obsessed over many times by many people. You can see this throughout the product, where every screen takes Duolingo design principles seriously: every screen will have minimal text, be gamified, simple and intuitive etc. Even though this slows down how fast you can ship features, it’s key to creating a delightful product experience.” —Cem Kansu For Spotify, it was about creating magic: > #### “Every product needs a magic trick. It needs to do something that nobody thought was possible. It needs to pull off an illusion. For Spotify, that illusion was the illusion of having downloaded all of Napster to your hard drive, instantly accessible, for free. And it was totally captivating. It’s hard to overstate just how much the product itself, and this magic trick, mattered in convincing users, future employees, and the record industry to take a chance on Spotify. > > #### If you’re going to try to tear people out of an existing habit that already works for them, you need to be 10 times better—especially if that existing habit happens to be free, while you’re planning to charge $120 per year for it!” > > #### —Gustav Söderström via [Spotify: A Product Story](https://open.spotify.com/episode/7oB1UYZtOiKqY1Gj3niptG) > #### “We knew that Spotify had to be at least as good of a user experience as piracy. That meant very low playback latency (for example, 200ms was our limit for response to scrubbing in a song). It also meant that Spotify had to be a desktop app and that it would need to be familiar in the ways it worked (and so we made it mechanically similar to iTunes, Winamp et al.)” > > #### —Rasmus Andersson, ex-Head of Design at Spotify For Grammarly, it was to intensely focus on a very specific use case: > #### “One of the most important elements of Grammarly’s early success was nailing a narrow, strong PMF early. Specifically, this was ‘high-consequence writing,’ e.g. term papers, cover letters, business memos, public blog posts. We targeted them aggressively with custom creative, landing pages, and onboarding experiences.” > > #### —Yuriy Timen For [Future](https://www.future.co/), it was figuring out how to crack churn in a historically high-churn market: > #### “Besides retention simply being good for business, the history of consumer fitness has been a cycle of enthusiastic adoption followed by high churn (i.e. fitness fads). So if you want to invent something revolutionary in the space, the key thing to solve for is stickiness. > > #### We did this through rapid iteration. What we did early on was set an *insanely* high bar for our 3-month retention (relative to that characteristic curve above). Then we onboarded cohorts of members every 3 months. To make sure we weren’t tricking ourselves, each member was billed and reminded monthly (many subscription businesses don’t bother doing this; and this is still the case today—we even still remind members ~1 week *before* their first recurring charge). > > #### Our initial cohorts performed great, but their retention didn’t meet the insanely high bar we set. So we tweaked our offering and then did something pretty unusual. We actually fired perfectly happy paying members. We did this to keep our costs and complexity low (i.e. so that we didn’t have to expand our coaching team early on, and so we weren’t catering to different needs and customer journeys). Then we would onboard a new cohort, see better 3-month retention, tweak or improve, bring in a new cohort, and so on. We did this until we saw that, consistently, our 3-month retention was anomalously high. By that time, our members were so fiercely in love with their coach that we did start expanding our operations and keeping members on our service perpetually. Through that process we built high conviction that our delivery of connected coaching was unusually sticky, and we saw it reflected in long-term retention as those cohorts matured.” > > #### —**Rishi Mandal** For [Greg](https://greg.app/) (a plant care app), it’s about getting users to that “aha” moment as quickly as possible: > #### “A helpful mental model we use when designing the first-time user experience is to look at how long it takes a person to reach the ‘aha’ moment in our app. That’s the moment when the problem we solve and the role our app plays in a person’s life becomes crystal clear. It’s the best moment for magic. On Tinder, it’s when you get your first match. On Greg, it’s when you scan your first plant and learn all about it. Right now we’re redesigning this experience using augmented reality to really boost the ‘wow’ factor.” > > #### —**Alex Ross** Most important of all, across growth and product, is to figure out what’s *different* about your product or distribution very early on, as [Andres Ugarte](https://www.linkedin.com/in/andresugarte/) (CEO of [Copilot](https://copilot.money/)) pointed out: > #### **“**This is particularly important when you’re entering a crowded category but applies to any SaaS business. You either have a clever new way of finding users or you make your product hard to ignore. In our case, we started Copilot because we were frustrated with the quality of the apps in the space. So we focused on delighting users with a best-in-class app that would blow the competition out of the water. That’s our main driver for growth, retention, and engagement. Everything else is secondary.” And to build a loop that keeps them coming back: > #### “To have a successful subscription consumer app, you need to become a part of your users’ daily habits. A good way to measure this is DAU/WAU and DAU/MAU. Very early on, we iterated quickly on the feature set to find hooks that would bring people back organically. One that has worked really well for us is our ‘inbox zero’ experience for reviewing recent purchases. Users love it, and it creates a habit that brings them back into the app multiple times a week.” > > #### —[Andres Ugarte](https://www.linkedin.com/in/andresugarte/), CEO of Copilot To accomplish this, you need to create a culture of learning and rapid iteration. For example, Nikhil Jhunjhnuwala (VP of Growth at Noom) shared how the company operated in the early days: > #### “We optimized for *fast* learning, encouraged rapid experimentation, with nothing off-limits. For example: > > #### (1) We ran a lot of tests, up to six per week per PM at our highest velocity. More learnings led to improved performance faster. 90% of our ideas failed—we had to know quickly. > > #### (2) We made sure to always have an experiment running. Night/ weekend launches were common. Never waste your bottleneck resource. > > #### (2) We aimed for a large minimum detectable effect (MDE) and didn’t sweat the small stuff, e.g. only +20-30% improvements. > > #### I think companies underestimate the power of experimentation volume. There’s an assumption that quality (high effort) will increase win rate or size. Possibly, but you lose out on learnings that can be used to help you eventually figure it out. There’s an appropriate level of speed and quality depending on what you’re validating and risk; no one size fits all.” [Flo](https://flo.health/) had a similar philosophy, as [Nick Lisher](https://www.linkedin.com/in/lish/) (CMO) shared with me: > #### “Flo Health’s subscription product has incredibly low churn, which was only possible through relentless high-tempo testing of every aspect of the funnel. From user acquisition to onboarding to paywall, it has been essential not only in communicating these benefits but also in learning which benefits our customers want from a health app.” [James Li](https://www.linkedin.com/in/lijames/) ([Mighty Health](https://mightyhealth.com/)) also shared how important constant optimization has been for his company: > #### “We’ve found that it’s essential to focus on conversion rate optimization (CRO)—constantly iterating on and improving every step of your initial funnel, from the app store page to your paywall (and beyond). It’s a super-unsexy, disciplined process, running weekly sprints with multiple A/B tests and being conscientious about monitoring the metrics, but it leads to success over time. You have to be OK with most of your tests failing, but the 1 in 5 or 1 in 10 experiments that *do* win accrue to big gains over time. For example, we’ve recently had a string of failed experiments, but adding a ‘sizzle reel’ video of our most popular features to our onboarding flow last week increased conversion from account creation to start trial by over 50%.” Similarly, Ulf Schwekendiek (CEO of [Centered](https://www.centered.app/)) recently saw massive improvement from a small update to the website: > #### “We 2x’d our web conversions by stripping everything out above the fold (header links, platform-specific download link, et al.) and forcing new subscriptions into a single CTA.” But as [Cem Kansu](https://www.linkedin.com/in/cemkansu/) (VP of Product at Duolingo) reminds us, it’s important to think long-term: > #### “’Take the long view’ is an operating principle at Duolingo that we’ve stuck to for years. We believe it’s key to building a durable business. It means: if something works in the short term but hurts Duolingo in the long term, it’s not right. We make decisions that keep us moving toward our big goals. > > #### For example: If you offer subscription pricing that’s confusing to users, you might make more revenue in the short term from user confusion, but you’ll pay the price in the long term by losing your users’ trust. Instead, always do the right thing for your users and build things you will be proud of in 10 years.” **Takeaway:** Work backward from a magical app experience, and then continue to refine, iterate, and optimize until you get there. ## Bonus advice As a bonus, I asked every founder for any additional tactical advice. Here’s what they shared. #### 1. Encourage longer plans > “One of our biggest wins came from going from monthly to four-month plans, and offering add-ons right after signups when motivation is the highest for our customers. Interestingly, money is a strong lever for us. Even paying $1 up front will increase engagement and retention vs. $0.” > > —[Nikhil Jhunjhnuwala](https://www.linkedin.com/in/nikhiljhunjhnuwala/), Noom I heard similar stories from Calm and others. #### 2. Play with pricing > “An often-forgotten part of product-market fit is pricing. If you’re seeing conversion rates lower than benchmark, it can be easy to assume that consumers don’t want your product, while it could sometimes be an issue with pricing. > > Consumers are typically accustomed to paying $10-20/month at most for digital apps (ironically, usually anchored to the price of Netflix), so a higher price can be jarring. > > We’ve observed a trend of consumer apps pushing annual discounted pricing more and more aggressively (sometimes not even offering monthly prices anymore, like Calm) to improve revenue retention metrics and reinvest revenues into growth. We’ve also seen others do a lot of creative experimentation with their price points (e.g. Noom’s ‘name your own price’ option for the first month, giving users a sense of control). > > You have much more freedom to price-test by driving users to a web-based funnel than within the iOS subscription framework (where every pricing change needs to be approved and displayed).” > > —[James Li](https://www.linkedin.com/in/lijames/), Mighty Health #### 3. Add multi-player features > “By taking the SaaS product from single-player to multi-player, we increased our K factor organically.” > > —[Ulf Schwekendiek](https://www.linkedin.com/in/sulfme/), Centered #### 4. Unpack churn > “It’s critical to have a good understanding of what makes users churn; otherwise you’re going to have a leaky bucket that will become a problem once you start growing faster. But not all churn is created equal. You don’t have to make everyone happy; some users simply aren’t a good fit for what you’re offering. Focus instead of what you need to do in order to make your product stickier for your best users. Measure by cohorts to track your progress over time.” > > —[Andres Ugarte](https://www.linkedin.com/in/andresugarte/), Copilot #### 5. Explore B2B2C > “An interesting distribution strategy I’ve seen emerge is B2B2C. I think Calm and Headspace leveraged this by distributing their app through employee wellness groups. [Klima](https://klima.com/blog/the-next-big-update/) is testing that now. [Beam](https://beamimpact.com/) (not subscription-based) is scaling through an e-commerce integration with retailers, which has a lower barrier to entry than the native mobile app they started with.” > > —[Alex Ross](https://www.linkedin.com/in/alexross8/), Greg I hope this gives you enough to go on. Good luck! ### 📚 Further study 1. [2020 Consumer Subscription Software Insights](https://docsend.com/view/fn3udv2wxzqrirw4?__hssc=45195259.1.1599757901297&__hstc=45195259.0547c74be4e12ea2c32fa878c57a99ed.1599757901297.1599757901297.1599757901297.1&__hsfp=3942711842&hsCtaTracking=07aefb9e-c575-410d-8d5d-88afc155de51%7C11a5bf2d-8ba8-4f2c-9250-d5a0ab74ea26) by GP Bullhound 2. [What is a good payback period](https://www.lennysnewsletter.com/p/payback-period?s=w) 3. [What is good retention](https://www.lennysnewsletter.com/p/what-is-good-retention-issue-29?s=w) 4. [From Onboarding to Healthy Habits, Noom’s Growth Is Powered by Psychology](https://breakoutgrowth.net/2021/02/02/podcast-from-onboarding-to-healthy-habits-nooms-growth-is-powered-by-psychology/) 5. [Spotify: A Product Story](https://open.spotify.com/show/3L9tzrt0CthF6hNkxYIeSB) podcast 6. [Consumer Subscription KPI Benchmarks: Retention, Engagement, and Conversion Rates](https://medium.com/parsa-vc/consumer-subscription-kpi-benchmarks-retention-engagement-and-conversion-rates-9ac13b57c3d3) by Parsa Saljoughian 7. [The Racecar Growth Framework](https://www.reforge.com/blog/racecar-growth-framework) *Have a fulfilling and productive week 🙏* ## 📣 Join Lenny’s Talent Collective 📣 If you’re hiring, [join Lenny’s Talent Collective](https://www.lennysjobs.com/talent/welcome) to start getting bi-monthly drops of world-class hand-curated product and growth people who are open to new opportunities.  If you’re looking for a new gig, join to get personalized opportunities from hand-selected companies. You can join publicly or anonymously, and leave anytime. [Apply Now](https://www.lennysjobs.com/talent/welcome) #### **🔥 Featured job openings** 1. **Wethos:** [Director of Fintech Product Operations](https://www.lennysjobs.com/jobs/a9a10752-0952-4ca7-9116-924dd0a4d0ca) (Remote) 2. **Roofstock:** [Senior Product Manager](https://www.lennysjobs.com/jobs/89098663-b9f7-414b-b374-b76111d93917) (Remote) 3. **Clipboard Health:** [Growth Strategy and Marketing Manager](https://www.lennysjobs.com/jobs/82ed8c6a-418a-44e3-9b37-fff54792ba6f) (Remote) 4. **Around:** [Product Manager](https://www.lennysjobs.com/jobs/942a7802-9e65-40ed-bced-cb939e6cfa32) (Remote) 5. **Karate Combat:** [Founding Product Manager](https://www.lennysjobs.com/jobs/bb059354-70d4-41de-a0b0-77b51067a817) (Remote) 6. **Balance Homes:** [Founding Product Manager](https://www.lennysjobs.com/jobs/b9e8f81a-ae8c-427b-8072-71097b7c3197) (Remote) 7. **Ellis:** [Software Engineer](https://www.lennysjobs.com/jobs/dbba97cd-8552-4e1f-96d2-f6092bdff5a5) (Remote) 8. **Clipboard Health:** [Engineering Manager](https://www.lennysjobs.com/jobs/299a6ac5-8435-4596-8262-b29c15c7613f) (Remote) ## **🧠 Inspiration for the week ahead** **1. Listen:** [Jeff Jordan—Building & Investing in Marketplaces, with Patrick O’Shaughnessy](https://podcasts.apple.com/us/podcast/jeff-jordan-building-investing-in-marketplaces/id1154105909?i=1000560238242) 2. **Watch:** [Geometry](https://www.instagram.com/p/CcdXnTVFnLB/) via Tim Ferriss [geometriasagrada](https://instagram.com/geometriasagrada) [](https://instagram.com/p/CcdXnTVFnLB) A post shared by Geometria Sagrada ([@geometriasagrada](https://instagram.com/geometriasagrada)) **3. Look:** Most detailed image of a human cell to date **If you’re finding this newsletter valuable, consider sharing it with friends, or subscribing if you haven’t already.** Sincerely, Lenny 👋