Welcome to Episode 195! Dan Reich is the Founder & CEO @ Troops.ai, the startup that is the ultimate slackbot for sales teams. To date, Dan has raised over $17m in VC funding with Troops from many friends of the show including Felicis Ventures, Founder Collective, First Round, Nextview, Susa Ventures and even Slack. As for Dan, he is also the Co-Founder and President of TULA, a private equity backed health and beauty business that has developed the world’s first line of probiotic skincare products. Before that, Dan was a Co-Founder of Spinback (acquired by Buddy Media in May 2011, then acquired by Salesforce in June 2012).
In Today’s Episode We Discuss:
* How Dan made his way into the world of SaaS with the founding of Spinback. How that led to his founding of the ultimate slackbot for sales teams in Troops? How the experience with Spinback affected his operating mindset with Troops today?
* Why does Dan believe that the current modelling of org charts is fundamentally upside down? How does Dan think about when is the right time to insert the first level of managers? What should one look for in those managers? Does Dan believe you have to hire “logo players” from big firms at some point in the journey?
* Why does Dan believe that your customer success has to be obsessed with asking why? Taking a step back, how does Dan think about when the right time is to hire your first CS rep? How has Dan seen the best companies do post mortem analysis on churn? What can be done to ensure seamless communications between product and customer success teams?
* Dan has a knack for knowing where the puck is going with large enterprises before anyone else. How? What does this ideation process look like? Once the idea has been created, what does Dan believe is crucial to the success of partnering with the behemoths of Salesforce and Slack?
* How can startups navigate the internal politics of these mega enterprises? How can they use this exercise to not only understand the politics themselves but also build credibility and trust with the organisations once inside? Where does Dan see most founders going wrong both in introductions to enterprise and then building trust once inside?
Dan’s 60 Second SaaStr:
* What does Dan know now that he wishes he had known at the beginning?
* What is Dan’s favorite story of hustle? Why that one?
* Who does Dan believe is killing it in the world of SaaS today?
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Jason Lemkin
Harry Stebbings
SaaStr
Dan Reich
Transcript
Harry Stebbings: This is the official SaaStr Podcast with me, Harry Stebbings. And if you haven’t done so yet, you can see all things behind the scenes, mostly workout sessions and mojitos, on Instagram @HStebbings1996, with two B’s. I really would love to see you there.
However, to our guest today, and from episodes with Jonah at Mote to Howard at Yax to Michael at mParticle, the depth of talent in New York SaaS eco system just keeps getting richer. And that continues today as I’m thrilled to welcome Dan Reich, founder and CEO at Troops. The startup that is the ultimate slackbot for sales teams.
To date, Dan has raised over 17 million in VC funding with Troops. From many fans of the show including Felicis Ventures, Founder Collective, First Round, Nextview, Susa and even Slack. As for Dan, he’s also the co-founder and president of TULA, a private equity backed health and beauty business that’s developed, check this out, the world’s first line of probiotic skincare products. And before that Dan was a co-founder of Spinback, acquired by Buddy Media in 2011, then acquired by Salesforce in June 2012.
I do also want to say a huge thank you to Michael at mParticle for the intro today. I really do so appreciate all you’ve done, Michael.
However you’ve heard quite enough of me. And so now I’m very, very excited to hand over to Dan Reich, founder and CEO at Troops.
Dan, I’ve heard so many great things from Michael at mParticle. It’s absolutely fantastic to have you on the show today. And thank you so much for joining me.
Dan Reich: Thanks, Harry. Psyched to be here.
Harry Stebbings: Well I’d love to get started, though, with a little bit about you. So tell me Dan, how did you make your entrance into the world of SaaS and really come to found Troops?
Dan Reich: Yeah. So I’ve been doing this startup thing my whole life, ever since I was young. And the last company I started, software company, was called Spinback. We helped online brands and retailers measure how much money they were making from social networking sites like Facebook. We ended up merging that with a company called Buddy Media and we sold Buddy Media to Salesforce. And, along the way, I’ve come to appreciate how important the category of CRM is. Especially being and seeing Salesforce from the inside. And that really got us thinking about building Troops.
And at Troops we are intelligently combining data from your systems to service timely critical information for customer facing teams. So that you can make more money and grow faster. Today we do that by bringing the most important systems like Salesforce, email account information, to the place where people are spending all of their time, which today is Slack.
Harry Stebbings: Can I jump in and ask, I spoke to Sandeep before the show and he asked a very pressing question being, given the prior entrepreneurial experiences there, are there any big takeaways from those experiences that maybe have impacted how you think about your operating mentality today with Troops?
Dan Reich: Yeah, absolutely. There’s no shortage of takeaways. One takeaway I would say, at least coming off of the Buddy Media opportunity, was Facebook at the time was one of the fastest growing platforms ever. And if we look at what’s happening today at Slack, in particular, where actually they are the fastest growing business [staff 00:04:53] ever. And it’s really the first time, I think, in history where we’re seeing a consumer-like product really invade the enterprise, and my takeaway from Buddy Media was, if you could see a wave like that, or a platform like that, that’s really changing, quite frankly, the world and can be a part of that and help create value, that’s a really unique opportunity.
Harry Stebbings: Yeah. No I couldn’t agree with you more there in terms of this pivotal platform shifts. But I would love to structure the interview today with almost a top-down approach, starting on the org chart itself, then moving to a couple of different functions within it from CS to Engineers and then finish with some of the behaviors within the company. And then, also, I got so many questions from your investors so I’d love to touch on those at the end, too. Does that sound good?
Dan Reich: Yeah, let’s do it.
Harry Stebbings: So if we get the ball rolling on org chart, you said before that most org charts are upside down. Talk to me, Dan, what do you mean by this upside down org chart?
Dan Reich: So whenever you look at an org chart, typically, we generally think of org charts where you’ve got the CEO at the top and then beneath the CEO some reports and beneath them some reports, etc. In today’s world we often talk about being customer obsessed, largely thanks to Jeff Bezos and Amazon. And I generally think that’s right and true. And so being customer obsessed and putting the customer first, to me, fundamentally means they are in control and dictating what you should be looking at and thinking about.
And so, for me, I think, generally, the org charts are, in fact, upside down. And so, visually, I think about the customer being at the top and then the CEO being all the way at the bottom, whereas the CEO’s job is to serve and create leverage for the rest of the organization such that they can create the most leverage and value for their customers. Versus one person dictating orders to the rest of the organization.
Harry Stebbings: But this centrality of customer mindset that you have, is there ever a thought for you, in terms of Henry Ford’s famous quote, “If I gave the customers what they wanted I would have made a faster horse.” And how do you think about that balanced between being customer driven versus that internal vision and mission?
Dan Reich: Yeah, that’s a great question. I think it can certainly support both. I think it’s incredibly important to be customer obsessed and listen to the feedback, so long as it’s done through the framework of the culture and values and beliefs that the company has. And so, at Troops, for example, we fundamentally believe the category of customer relationship management to be incredibly important.
It’s just our belief that everybody, for the past 20 years, have been thinking about that medium the wrong way. And so we think that there’s a much better approach to addressing the meeting and pain points. It just so happens that customers aren’t thinking about solving these old problems in these new ways.
So it’s a balance between listening and really asking, “Why? What are the problems they have?” Juxtaposed with the strong beliefs that we have based on where the world should go but is not quite there yet.
Harry Stebbings: Absolutely. We spoke about the org chart there, and I’m always fascinated by one really critical time in the org chart development, being, an addition of managers for the first time. I’m interested, how do you think about this additional layer, and when’s the right time to fundamentally think about and then add it?
Dan Reich: Yeah. I think, in the beginning of any company, I don’t think anyone would disagree with this, you generally need generalists. You need people to figure it out. There’s a lot of unanswered questions. And you just make it up as you go along. And, I think, what happens is, at some point, you’ll encounter obstacles that are very specific, that you realize that if you could address or tackle those obstacles you can create a lot of leverage for the company and for your customers.
And so I think those are the moments when you realize you need to bring in another person or specialist, or manager, to really own and focus whatever that obstacle or opportunity is. And I think that theme will just continue on and on and on as the company grows. And, in the early days, that’s probably where the manager starts. And so that’s how we think about layering on another layer within the organization.
Harry Stebbings: Yes. In terms of building out exec teams, you’ve done it now multiple times, as we spoke about with your prior entrepreneurial endeavors, and now with Troops. What’s been the biggest challenges in building out the exec team, for you?
Dan Reich: Yeah. At the end of the day, all you can control is who you spend your time with, which is really your executive team and your whole team. So when I think about an executive team, first and foremost, I’m asking myself, is this person I can be excited about working with? Do they share my values? And do they share the mission and vision? That’s step one.
And then, only after you feel good about the softer elements, then can you get into the harder skills. And when it comes to harder skills, I often think about who can complement me and who can I complement? If I hire an executive that is a replica of me, I’m not doing myself any good because we just have two of the same. I always look for who are people that complement me incredibly well because that is really how you create a great team. You have diversity, different perspectives, helping debate, helping tension, to arrive at, ultimately, the best answers for our customers.
Harry Stebbings: I always get a lot of founders ask me, “Should I bring in that exceptional individual from LinkedIn or Salesforce, or name your brand name company?” I’m interested, how do you think about this requirement, in the early days, to have this logo branded individual versus maybe an up-and-comer, a jack-of-all-trades, who’s transitioning to a generalist. How do you think of that logo hire in the early days?
Dan Reich: Yeah, it’s a funny question. It reminds me of my last company Spinback, when we were raising money. We were in our mid 20s. We had never really built a SaaS company before, we didn’t have big customers. When we were trying to raise money, we got a lot of nos. And one of the pieces of feedback we got was, “You guys are too young. You’ve never done this before. And you need an executive like X from PayPal that has done this before.” And so we actually found that person, we flew that person out from California to meet with us and we interviewed them because we felt like, man we really do need that person. And what ended up happening was, after meeting with them and getting dinner with him, he said to us he’s like, “Look, you guys don’t need me. You figured this out. You know what you’re doing. And I’m, in fact, going to tell the investor that they don’t need me.”
And that was really enlightening for me at the time because I realized we could punch above our weight class and we could figure it out. And I think, at the core of this entrepreneurship game, it is all about figuring it out and doing what hasn’t been done before. And that doesn’t necessarily mean you need a seasoned veteran, in any respective role, to help you get there. Could they help you get there? Sure. There’s no question. But not all cases is it a requirement.
Harry Stebbings: Yep. No, I couldn’t agree with you more. And not being so binary about that kind of requirement. I do want to delve, though, one layer deeper into this org chart that we’ve now completely reconfigured. And I want to discuss some of the functions within it. Start with CS. And when we chatted before, you said that they must be obsessed with asking why. Maybe taking a step back, all founders asked me, “Harry, when’s the right time to hire your first CS Rep?”
In your mind, what is that time that’s right to hire the first CS Rep?
Dan Reich: Yeah. So for us, customer success, at the end of the day, is you want to make the customer successful. That’s why it is that title. And so what does that mean? It means managing the relationship, helping them with their problems, helping them with the product. Historically, I’ve seen many customer success roles where you just throw a body at an account to make the customer happy. Which is mostly through the relationships. You know, you go out for drinks, send them swag, send them birthday cards.
But I feel like, in the early days, that’s doing yourself a disservice, because in the early days, when the customer has issues or problems, it’s one thing to surface level address them, but if you’re not asking why and really getting to the core of the problem and really peeling back the onion, you’re not really understanding the problems. And if you don’t really understand the problems, you can’t fix them from a product perspective. And if you can’t fix them from a product perspective, you’re going to be in this perpetual state of throwing bodies against problems customers have without actually solving the underlying root causes with technology, which is why we’re in business. We think technology is how we can support and solve a lot of issues and, unless you understand those core issues, you’re never going to be able to scale, and you’re never going to be able to really solve the customer pain points.
Harry Stebbings: Can I ask, do you find customers really amenable to spend the time discussing products, discussing how it can be improved and iterated on? And is there anything that you can do to engender that relationship where they almost feel mutually involved and keen to help with the iteration?
Dan Reich: Absolutely. I think, for us, we think about it less through the lens of, will the customer give us feedback on the product, but we think about it through the lens of, how can we help the customer achieve their business outcomes, goals and objectives? It just so happens that our product enables or facilitates those goals and objectives, but we have the conversations with customers. Yeah, sure, we ask them questions about our product, but what we’re really doing is going that next level and asking them about how they do their job. What are the blockers and pain points that they have day-to-day, for them achieving their goals and outcomes?
And that is the insight that we’re always looking for because that’s the core ingredient for how we think about what solutions and services that we build.
Harry Stebbings: Absolutely. I love that flipping on its head and asking them about their processes. I am really interested, and probably one of the many reasons I’m still single, but in post-mortem analysis on churn and how CS conduct that. How do you think the best companies and CS teams conduct post-mortem analysis on churn, and how do you really think about optimizing that feedback process?
Dan Reich: Yeah. Whenever a customer churn, to me it’s ultimately because they hired you to do a job and you didn’t do that job. There’s certainly other factors at play, but I think that’s really the core. And so when we think about the post-mortem analysis, we’ll look at things like, did the value we create align with what they were paying us? Were they using the product? Were they not using the product? And really just begin to look at the quantitative and qualitative data, product metrics, and if we can, we’ll also try to have a conversation with the customer as well.
And because what we just talked about, because we’ve invested, typically, a good amount of time really trying to help the customer and their pain points, more often than not, they’re more willing to give us candid feedback. The good news at Troops right now is we have very little to no churn given a lot of these ingredients. But, in the past, that’s how we’ve thought about churn.
Harry Stebbings: No, absolutely. You said about speaking to customers there, and that’s obviously very normal in the land of customer success, and some functions of the business, but it’s not always so attributable to the engineering function, in terms of speaking to customers. But you told me before that engineers need to get on calls with customers. Why is this, Dan, and what are the benefits to employing this incredibly expensive resource today on, maybe, an area that others normally do?
Dan Reich: Yeah. There’s a saying that something like, “People don’t remember what they heard but they remember what they felt.” And I could have 40 customer calls today and relay the information back to the team, but it’s very different from listening firsthand to the customer on a call, listening to their emotion, listening to their tonality. And what ends up happening is, I could send you a piece of feedback, or you could get that same feedback from the customer. If you hear it from them, it is much more likely that that emotion and that feedback will be codified in your feeling. And will empower you, and encourage you, to actually go execute against it.
And so, what we’re seeing now is, our engineers listening to these customer calls have a greater sense of urgency and empathy for what the customers are going through, which permeates all the way into product development, problem solving, our sprints. And that is hugely valuable, especially as a customer obsessed and driven organization.
Harry Stebbings: Okay, so great benefits to engineers engaging in this way, but consequent steps, for founders looking to employ this strategy, how much time should one allocate their engineers in talking with customers, starting with that?
Dan Reich: So we don’t expect our engineers to get on every single customer call. So what we do is we have a rotational program where every week, two or three engineers will hop on one or two calls, and they’ll distill those calls down to three takeaways and share them and replay them back with the whole team. And what ends up happening is, not only do they have to synthesize and think critically through the customer lens, but in sharing the takeaways, they are also surfacing ideas, things we could be building, solutions we could be bringing back to the customer. And that’s really exciting.
So rotational program, several a week, not every single customer. All that seems to be working pretty well.
Harry Stebbings: And then the subsequent question, as well, I’ve spoken to many engineers who maybe aren’t always that keen to do so. How do you encourage engineers to not see this as maybe a chore or an obligation, but really a net positive for them and the business? Is that a way to incentivize them and excite them on this mission?
Dan Reich: I think so. I think any time you have a feeling of greater autonomy and play and purpose in your work, you’re more excited. And when the engineers can get on the calls with customers and they can hear first-hand what the problems are, all of a sudden they now have a mindset of problem solving. It’s not just order taking. It’s not just us telling them, “Here’s what we heard. Here’s what we need to do.” They have that direct line of communication. They could hear the problems first-hand and I’m an engineer, my perspective is to try to fix things, same as our engineering team. And so when they could hear the problems first-hand, it has a much higher propensity to begin to think about problem solving versus order taking when we’re just playing a game of telephone, relaying what the customers are saying.
Harry Stebbings: You mentioned the word, fix things, there. Often in more human relationships, the dominant way, in the business world, to fix things is through one-on-ones, for resolving that discontent. But I know you believe that one-on-ones should be taken out of the office. Can I ask, Dan, why do you think it’s key to take them out of the office and does this maybe not further fragment an organization?
Dan Reich: Yeah. I believe that your setting, your physical space, has a huge impact on the type of work that you’re doing. So, for example, when I was in school, I would find my most productive work in the library. Why? It was quiet, it was isolated, I was able to get heads down and do my work. That library would not be conducive to a group meeting. You would get kicked out of the library.
So I think setting has a large role in type of work you’re trying to do. When it comes to one-on-ones, the purpose of one-on-ones, for us, is not really to accomplish anything specific per say, it’s more about connecting with the team, hearing about what they’re working on, what are their priorities, what’s on their mind, acting as a sounding board. And, for me, things like taking a walk or just switching up the setting plays a huge role than just going into a conference room or a box and sitting down at a very formal setting where it might feel rigid and repetitive and routine.
I actually think switching up the setting, psychologically, creates a much better forum to have those one-on-one conversations. And we don’t do it every single time but more often than not I think it’s incredibly helpful.
Harry Stebbings: Can I ask, with your focus on the setting there and the importance of your surroundings, a lot of founders ask me, “Harry, a lot of my employees maybe want to work from home on a certain day of the week. How should I think about that?” How do you think about that, given the appreciation of setting really playing a role in how one works effectively?
Dan Reich: Yeah, after the Buddy Media, Salesforce experience, for a year I worked … I had my own office in 60th and Madison, trying to figure out what I wanted to do next. And it was lonely. I could get a lot of work done but I was by myself. And, at the end of the day, we spend most of our lives sleeping, probably a third sleeping, probably a third, if not more, working and maybe a third, other, watching TV or whatever. And so, if I’m going to spend that much time working, I want to be motivated, I want to be energized, I want to have fun. And, for me, it all comes back to the people.
And so, do distributed teams and working from home, does that work? Absolutely. But, for me, I get a source of energy in working with amazing people. And the best place to do that is in an office where you’re all together. Especially in the early days when you’re trying to figure it out and problem solve and just walk up to a whiteboard and talk through issues or talk through ideas. That’s what makes it fun, and that’s what gets me out of bed in the morning.
Harry Stebbings: I couldn’t agree with you more, in terms of that open mind sharing and that energy that drives through a team. I do want to finish, before we move into the quick fire there, with some fantastic questions from Rob Go, one of your investors in Nextview, and from Sandeep at Felicis, that you have this unique ability, in the words of Rob Go, “To dance with the giants.” You did it with Buddy Media, now doing it with Slack and Salesforce.
So, tell me, how do you identify opportunities like this, maybe earlier than anyone else?
Dan Reich: Yeah. So I’m not sure I identify them earlier than anyone else but, for me, it’s all about trying to understand where’s the puck going? And an easy way to do that is to just look at what are the bigger companies or the fastest growing companies, what are they doing? And what are they not doing? And so, when we were building Buddy Media, or even Spinback, the things that Buddy Media wasn’t doing or Facebook wasn’t doing, I was focused on the ROI story, how does this openly help my business.
For Troops, same tur with Slack. They’re providing an incredible medium for people at work. But what they’re not doing is really up leveling that medium for customer facing teams, which we think there’s a unique opportunity. And so I think it shows creating value and if you could convey that value in a meaningful way to those partners, it’s a very easy conversation to have.
Harry Stebbings: Can I ask, because it seems easy to have, but many fail at it. So, can I ask, how does that conversation look and why do you think you’ve maybe been successful multiple times where many others haven’t with those conversations?
Dan Reich: Yeah, when it comes to bigger companies, I think one thing that you have to keep in mind is, if they’re bigger, there’s more people, and there’s also more politics at play. And you have to really understand those politics.
Before I started Troops, I started another company, a health and beauty company, called TULA. Which we’ll save that for a podcast on your consumer podcast, but we partnered early on with a company called QVC, which is one of the largest retailers in the world. And I, quite literally, mapped out and drew out their org chart. It looked like a crime scene board. And that was important because I needed to understand who all the players were. Who’s the decision maker, who is our champion, who are the gatekeepers, who are the buyers, who do I need approval from? And in doing that exercise you end up just figuring out how to navigate the politics. And not only will you be figuring out how to navigate the politics, you ultimately become a resource for that partner in helping them navigate their own politics.
So in that example we ended up having a conversation meeting with the CEO, and I shared that story with them and he made a joking comment like, “Oh, can I get a copy of that org chart.” And I think his point was, at that size, it is very complicated. And so when you can become a partner and resource to that bigger partner, and help them navigate the politics, and help them achieve their goals because you are a nimble startup, that’s a one plus one equals three scenario. And that seems to have worked pretty well for me so far.
Harry Stebbings: I love the mapping out of the org chart there. But, say, we map out the org chart and we now know where all the decision makers are, where all the gatekeepers are, the other question that founders always ask me is, “How do I simply get my foot in the door of one of these mega enterprise buyers in the sea of startups that, today, is vying for their attention?” How do you think about translating the thinking org chart design and knowing the decision makers, to really getting in the room with them and what’s key to that?
Dan Reich: Yeah, I think it’s all about the priorities. You can have an amazing product, an amazing solution that has absolutely nothing to do with that company’s priorities. And if that’s the case, they’re not going to spend their time speaking with you. So you could really understand what they’re focused on, it makes it much easier to get that conversation.
And, guess what? The good news is, for a lot of these larger companies, you know what the priorities are. And the reasons you know them are because they come up on their shareholder meetings. They come up in press releases that they’re spewing out every few weeks. It’s public information because inherently they’re public companies. And you could use that to your advantage. And it’s right there in front of all of us.
Harry Stebbings: Can I ask, if they are priorities, is it not pretty unlikely, though, that then they’re not working on them actively internally?
Dan Reich: It could be that they are and most likely are working on them internally but, as you and I know, larger companies typically move a lot slower. And even if they are moving, sometimes it’s either moving way too slow or not moving at all. And so I think that is the opportunity because startups can move fast. They are nimble. And if you can demonstrate that you can help them get to that goal or objective faster, cheaper, quicker, than they could on their own, that’s a very compelling conversation to have. And I think you’d be surprised that many of those large organizations would be very willing and open to have that conversation and entertain it.
Harry Stebbings: No, for sure. Faster, quicker, cheaper’s always a winning combination. But I do want to move into a quick fire round, Dan. So I say a short statement and then you give me your immediate thoughts. About 60 seconds per one. Are you ready to roll?
Dan Reich: Let’s do it.
Harry Stebbings: So what motto or quote do you most frequently revert back to?
Dan Reich: I’m a hip-hop guy. NAS is one of my favorite artists. He’s got a quote, “Turning nothing into something is God work and you get nothing without struggle and hard work.” To me, I love that. Because I just love taking ideas and making them reality. But they’re hard. It’s not easy. And so you’ve just got to have fun along the way.
Harry Stebbings: I know you love stories of hustle. What’s your favorite hustle story and why?
Dan Reich: Probably my grandfather. He is a holocaust survivor. Came here with little to nothing. Started a chicken farm and every day he would drive from Southern New Jersey, two hours, to New York City and back, seven days a week delivering eggs. And he really built the foundation for my family and has given me the opportunity to do what I’m doing.
Harry Stebbings: Tell me a moment in your life, Dan, that’s really served as an inflection point and changed the way you think?
Dan Reich: My first job in high school, I was building computers, servers, networks and I was fortunate to be able to go to these Intel challenge conferences. And this was when I was only 13, 14. I was having conversations with folks much older than me in the grandiose world of technology. And I remember thinking to myself, you know what, I can do this. I’m having similar conversations with them, on their level. And that was the first time I remember thinking that, really, anything was possible. And that was really exciting to me and, I think, helped set me on my entrepreneurial track.
Harry Stebbings: Who do you think is crushing it in the world of SaaS today and why?
Dan Reich: Slack. They’re the fastest growing business application, I think ever. And I think the reason is they’ve been able to bring very pervasive behaviors that we see in the consumer world, like messaging, and orient them in a way that really enables people to do work better. And there’s no signs of them slowing either. So I think they’re crushing it. I don’t see any signs of them slowing either.
Harry Stebbings: And then I want to finish with, what do you know now that you’d wish you’d known at the beginning? Now you’ve got a couple of options. This could be the beginning of Troops. It could be the beginning of your time with your first entrepreneurial endeavor, it could be the beginning of your time when you merged with Buddy Media. But at the beginning of …?
Dan Reich: Just start. You’ll never have all the answers but what’s scarier than not knowing, I think, is having regret. What’s scary is waking up 10, 20, 30, 40, 50 years from now, looking back and thinking, woulda, coulda, shoulda. So I wish … if I could give advice to my younger self, I would have started this whole thing earlier and just figured it out along the way, because that’s what I’m still doing right now. And I’m having a ton of fun doing it.
Harry Stebbings: Dan, I couldn’t be more excited for the times ahead with Troops. So many exciting milestones to come. But thank you so much for joining me and it’s been so much fun.
Dan Reich: Thanks, Harry. Likewise.
Harry Stebbings: I mean, what a fantastic guest to have on the show. And I have to say I am actually a huge fanboy of the Troops product. And if you’d like to see more from Dan you can find him on Twitter @DanReich. Likewise I want to say, again, a huge thank you to Michael at mParticle. I really do so appreciate the intro there my friend. And if you want to see more from us, behind the scenes, you can on Instagram @HStebbings1996 with two B’s. I’d love to see you there.
Harry Stebbings: As always your support means so much to me and I cannot wait to bring you a very special episode with Claire Hughes Johnson, COO at Stripe next week.
