Kelly Slater didn’t consider product market fit

On May 5th, 2018, The World Surf League (WSL) held a tournament in a peculiar place. Landlocked and over 100 miles from the sea, the top competitors in the world gathered in Lemoore, California for what would go on to create a unique surfing-only type notation system. Since I haven’t seen anyone else coin this phrase, I’m going to make it my own: B.K.E – Before Kelly’s Era.

Kelly Slater is undoubtedly the king of surfing. He’s both the youngest and oldest person to win a world title, amassing an astounding 11 world championships. It’s safe to say his bald head has seen a lot. Kelly is a polarizing figure in the world of surfing – he’s been the driver behind much of surfing’s recent comeback, as well as the sports commercialization and prior downturn. Like Kelly, there are two sides to everything. Surfing is no different. With the advent of high-priced surfing technologies in the form of boards that make wave riding easier, wetsuits that keep surfers warmer for longer, and even earplugs that offset surfers’ ear, technology is segmenting the surfing population.

Traditionalists believe in an old-school view of a wave-riding hierarchy where those who’ve surfed the mush should have priority over visitors when the stars align. To them, surfing is a holistic, spell-binding ritual where surfers interact with an ever-changing wave that evolves with the ocean floor and wind. The boards they ride come from shapers who spend hours meticulously crafting every inch of the foam.

On the other hand, contemporary surfers, believe in almost nothing. There’s no rhythm or rhyme to when someone is supposed to drop-in. Beaches are littered with massively produced assembly-line boards with Go-Pro cameras stapled to the nose. There are meme pages associated with novice contemporary surfer. Often times you’ll see the newest Rip Curl wetsuit on someone holding a board with the fins on backward. It seems like surfers of today resemble a cutout of what technology has done to much of America.

There’s nothing wrong with either segmentation. Often times, traditionalists are assholes and contemporary surfers are dangerously ignorant just trying to have fun. The main point is that technology is impacting surfing in an unprecedented way. However, the debate among surfers as to where they should buy their boards from, or whether or not they were tough enough to last in the cold ocean is over. The new debate is no longer man vs. man, but instead, man vs. machine.

Flashback to December 5th, 2015 when Kelly unveiled his ten-year-long experiment to the world. A video was released showing him surfing a perfectly shaped artificial wave being ridden in none other than Lenmoore, California. The quest for the worlds perfect wave has ended. It’s not in Tavarua or Teahupoo, but in Lemoore California, and it could be coming to your backyard.

When Kelly unleashed the video back in 2015, the world flipped on its axis. The traditionalists condemned it – the contemporaries loved it – but everyone wanted to try it.

Here’s how the wave works. 

  1. A 100-ton hydrofoil – named “The Vehicle” – run down a track with the help of more than 150 truck tires and at around 18 miles per hour (30 kilometers per hour);
  2. When the swell hits specific areas of the lake’s bottom, the wave starts to break thanks to the influence of the contour reefs
  3. Giant lateral gutters mitigate the bounce-back effect that occurs on the pool walls forming the wave
  4. It takes three minutes for the surf pool water to calm down and return to a completely static state

Today, the wave pool costs about $9,500/hour, plus an additional $288 booking fee. A high price for retail, but this is just the beginning. Have the stars all of a sudden aligned for surfings newest innovation? Or was it strategically positioned for global distribution? The 2020 Olympics will be held in Japan, and with surfing on the docket for the first time as an Olympic event, Kelly Slater’s Wave Pool technology is ripe for the masses. 



Normally, surfers head to event locations weeks in advance to prepare for the upcoming tournament. Similarly, tournaments could last weeks at a time because of the sports unpredictable X factor – the waves. In surfing, scoring is subjective and with each wave, rides are incomparable – up until now.

Now, surfers can be scrutinized on a fair playing field, one in which every rider has the same course. Along with its technical predictability for unadjusted scoring, the artificial wave comes with a massive pool – one that’s ~700 meters long and 100 meters wide. At the recent WSL event, spectators came to what could be easily confused as a soccer stadium with big screen televisions publicizing every angle of the event.

Still, the International Olympic Committee, International Surfing Association and Tokyo 2020 maintain that surfing’s debut will take place in the ocean.

Despite being acquired by WSL Holdings in 2016 for an undisclosed price, kswaveco was an arduous project to undergo. It took $30M, ten years, and multiple iterations. Kelly brought the passion, and Adam Fincham, Associate Professor of Aerospace and Mechanical Engineering at the University of Southern California brought the brains. There were no feedback loops, UAT, or product market fit analyses. It’s now up to the consumers to decide whether or not this is something that will complement ocean surfing, or disrupt it. There will either be kswaveco country clubs, or just the infamous one. 


Data + Efficiency + Experience = ?

I’ve been fiddling with the idea that tech enabled products will empower experiences for both enterprise and consumer. People will use tech enabled products to enhance their lives, rather than have tech be their lives.

Whether it be employees using AI to search and categorize unstructured data for insights regarding a customer inquiry, or something as simple as ordering a Sweetgreen salad, the world is moving towards tech enabled empowerment. The above examples illustrate how tech enables consumers to execute ordinarily mundane tasks, quickly and efficiently allowing them to spend time on high value activities.

It’s not all about speed when it comes to the future of consumer tech. There’s value in data-driven products. An already tested hypothesis, but some of the biggest winners of today have taken data to create a unique end product for users. Stitch Fix, Rockets of Awesome, and other retailers like MM.Lafleur have already incorporated data science into their core platform – something previously thought to be too farfetched when pitched to investors.

Between data and efficiency, experience can’t be compromised. Every transaction, purchase and service must be unique, drawing consumers back for repeat sales. Having a sleek and sexy design is a good start, but to truly reach the coveted Unicorn status, startups must create an experience-enabled [whatever] that draws a competitive moat in and of itself. Airbnb is a marketplace driven by experience. Spin classes were around long before SoulCycle, yet they created an addictively immersive experience.

In today’s digital age, marketplaces have been commoditized with D2C retailers, pop-up poké stops are on every street corner of NYC, and just about every app has built in recommendations claiming ‘AI’. Competitive marketplaces fuel innovation and the biggest winners of consumer tech will be those that have fully integrated and innovated upon today’s top business models.

The next generation of category defining consumer tech will come from Data + Efficiency + Experience = ?

Data to understand.

 Efficiency to execute.

 Experience to make it real.

Here’s what they might be:

Screen Shot 2018-11-11 at 9.04.02 PM

Thinking about SEMs before bed

Recently, I’ve been reading about SaaS-enabled marketplaces. I’m mostly interested in whether or not some of the great SEMs of today strategically set out to create these competitive moats, or if they stumbled into it.

Chris Dixon argues that Instagram is one of the easiest examples to understand. At the time, Instagram was the best place to get free filters for photos. He argues that users came for the filter, but stayed for the network. What started as a tool (the filter) turned into a network (feed). The network enabled a premier online marketplace for programmatic advertising and retail sales.

Snapchat, on the other hand, never made it there. With a clunky UX and a prophecy to remain loyal to its original MVP, knowing where your friends are, missed out on this opportunity. I’m a big fan of Snapchat and think it has merit in the market, but it would have been interesting to see an advance in their original business model to include such capabilities. With a potential Amazon acquisition, this just might happen.

Even if Snapchat gets acquired, it won’t matter. Instagram won in a zero-sum game. The next frontier of marketplaces will lie within the physical realm. One where I could imagine using vitals and real-life experiences to make recommendations/drive sales.

If your Apple Watch knew you just ran 5 miles and was hooked up to your Meal Pal app, it could remind you to order something with more protein in it because you need it to fuel your day. Or, if you had your phone connected to all apps, and it was Jon’s birthday, it could remind me his favorite baseball team is the Mets (since he posts on facebook about it so much), and I could buy tickets for him since they’re in town.

The winner of the marketplace will be the company that understands the consumer and can predict what they’ll want through data-driven insights.

It’s a bit far fetched to think people would be okay with giving their phone all that access, but it would be a superior marketplace. You wouldn’t have to come for the network, because you’re always plugged into it.

Innovation in Banking: Is it working?

Following the 2008 financial crisis, demand for regulation and oversight exponentially increased considering the detrimental role banks played in what would become the largest recessionary period since the Great Depression. Forced to focus on adhering to mandates, banks set aside innovation while technology enabled incumbents recognized an entry point. The 2008 financial crises gave way to the rise of Financial Technology companies (FinTechs) by tackling customer needs in the mobile payments and personal finance space. Dismal approval ratings for banks allowed the introduction of Bitcoin, a means for a trustless, immutable system completely immune to banking and government regulation. The idea behind Bitcoin proliferated an iconoclast point of view towards traditional financial service providers. FinTechs are disrupting the banking system and ten years later, large banks are still playing catch up.

It’s important to note that while financial services may seem out of touch with innovation, they have been on the forefront of technology since the mid 1980’s. However, most of these innovations happened behind closed doors considering the multi-billions of dollars on the line. Starting with low latency cables and the explosion of Artificial Intelligence (AI) in institutional investing, large corporations have kept their most prized possessions locked in a black box. Only until these data-driven quantitatively inclined masterminds left the front office did the idea of a consumer based FinTech come to exist.

Fast forward to present day, mainly all financial services are digitally enabled and provide a wide range of capabilities from peer to peer lending, point of sale innovation, mobile investing, and so much more. Today, one of the most valuable companies in the e-commerce space is a financial service plug-in that allows users to transact as a marketplace directly on any given website.
Originally only seven lines of code, Stripe, the new standard in online payments says there’s an 80% chance any given credit/debit card has been used on the Stripe network1.

Although late to the game, financial institutions are making huge leaps to level the playing field. By taking the back seat for over a decade, leaving it to FinTechs to take risks, make mistakes, and fail fast, banks have watched lucrative market opportunities fly by. Today, incumbents are attempting to catchup through mergers, acquisitions and strategic investment in a range of technologies.

Data Availability

One of the major advantages banks have over FinTechs is the massive amount of data the have collected over the years. A major challenge all incumbents face, both institutions and start-ups, is adequately analyzing the valuable, yet unstructured data. Banks and other financial institutions have expressed limitations in their ability to leverage data as a way to build customer-centric products. Kevin Garlan, Citi Bank’s Head of Innovation for North America, discussed the belief that financial institutions are drowning in customer information. Banks have so much data that large technology companies like Facebook and Google have begun to collaborate in order to share the once off-limits detailed financial information about these institutions’ customer base.

Despite being the gatekeeper to sensitive data, government regulation within the European Union mandates that banks are obligated to provide third-party providers access to their customers’ accounts through open APIs (application program interface). This will enable third-parties to build financial services on top of banks’ data and infrastructure. As European Revised Payment Service Directive (PSD2) becomes implemented, banks’ monopoly on their customer’s account information and payment services is about to disappear2.

However, data is often raw, unstructured, and messy. With hurdles such as ownership rights around data privacy, Global Data Protection Regulation (GDPR) and cyber security risks, it can be difficult to manage and grant access to the appropriate people to analyze and transform the data into meaningful insights. Given these roadblocks, the financial services industry as a whole still has some ways to go in deciding how to deliver material recommendations and suggestions for their customers. It’s more likely that customers will see banks competing not only against banks, but everyone interested in taking part in financial services.

For banks, PSD2 poses substantial economic challenges. IT costs are expected to increase due to new security requirements and the opening of APIs. In addition, 9 percent of retail payments revenues are predicted to be lost to PISP services by 2020. And, as non-banks take over the customer interaction, banks may find it increasingly difficult to differentiate themselves in the market for offering loans3.

Rick Winslow, Chief Experience Officer at Kabbage, described a different perspective based on his experience at various banks and consulting firms. One of the biggest challenges he experienced was being unable to actually access the raw and messy data necessary to build data driven products. Instead, the information delivered was transformed and summarized, therefore, unreliable. Winslow agrees that banks have more than enough data about its customers but not enough data about the world in which its customers live. Winslow believes technology companies such as Google have excelled in building data driven products for its customers because “Google has data about your house, about your car, about your street and the barbershop you go to.”

Google invests in transforming large range of raw and messy data to truly help their customers and their needs. What has hindered banks from securing long-term presence beside their start-up competitors is their limited agenda to organize only data adjacent to the banking industry. Winslow believes companies should aim to create products that cater to customer’s interests and habits. By envisioning the various places and scenarios in which customers will use said product, banks can leverage its data that address customer’s problems and pain points.

The likely passage of PSD2 and Global Data Protection Regulation (GDPR) within the United States poses a great threat to banking incumbents. It will be easier than ever for non-banks to enter the market with financial service solutions. The belief that non-bank FinTech companies will play a significant role in the future financial landscape is well established in the investment markets. Cumulative investments globally in financial technology has more than ten-doubled the last five years and is estimated to exceed $150bn the next 3-5 years4. This encapsulating reality forced banks to not only adhere to GDPR and PSD2, but push past industry adoption towards regulation generation.

Token, an open banking platform is disrupting traditional banking using PSD2 for its own benefit. Token facilitates fast and secure payments through Smart Token technology, giving banks a simple and quick path to PSD2 compliance.
Currently, all the primary payment systems in the world were created over 50 years ago, much before the invention of the internet. Instead of sending money over outdated, slow and unsecure payment systems like ACH and wire transfers, Token hopes to disrupt the payments industry through smart tokenization. Token’s platform gives banks, payment service providers and merchants smarter and quicker data aggregation as well as direct payment channels driven by Smart Token technology.
Token is just one example of the many FinTechs working tirelessly to capitalize on financial services’ lethargic push towards innovation.

Future of Banking Infrastructure

While the race between traditional financial institutions and FinTechs to leverage data goes on, there’s another important facet to consider – new technologies that will spur innovation beyond government intervention and mandate approval.

To quote Big Data and AI expert Matt Turck, Managing Director at FirstMark Capital;

“The timing seems ripe for a new paradigm in technology to emerge. What will define and propel the next big wave of computing innovation? There’s a rational for making the argument that “AI, Blockchain and the Internet of Things” is the new “Social, Mobile and Cloud”. Those trends are still very much emerging, but their potential impact is massive. What new giants will emerge from this paradigm? Just like social, mobile and cloud have fed off each other, those three trends have a very interesting areas of overlap.”

When applying Matt’s insights to the financial services sector, it’s easy to see the future of banking is already upon us. While cloud solutions are still being implemented within banks systematically, mobile and social are already saturated markets. Companies like clearXchange have created and sold P2P/B2C payments company Zelle to Early Warning Services, a consortium owned by Bank of America, BB&T Capital One, JPMorgan Chase, PNC Bank, US Bank, and Wells Fargo.

The next space race in financial services will not only be between banks and FinTechs, but encompassing all parties interested in financial solutions. The opportunity to leverage immutable secure automation will allow true structural economics to provide benefits to operational inefficiencies, cost saving measures, and innovative business solutions.

While other blockchain startups attempt to tackle use cases related to payments and trade finance, the most realistic opportunities for banks to merge blockchain with AI sits in infrastructure. Blockchain startups like Cambridge Blockchain, whose architecture resolves the competing challenges of transparency and privacy, leading to stronger regulatory compliance, lower costs and a seamless customer experiences are challenging traditional back-office operations. The implementation of this technology coupled with Robotic Process Automation, and Conversational AI could eradicate most menial back office jobs while improving the overall process.

Axoni and Clearmatics have collaborated to successfully demonstrate a derivative contract modeled using Axoni’s domain specific language, AxLang, and the subsequent cross-chain settlement of the resulting two cash payments using the interoperability protocol, Ion, across currency chains built by Clearmatics designed to provide settlement finality.

In the demonstration, an option exercise was modeled in a smart contract coded in AxLang, a new Scala-based programming language developed by Axoni which supports functional programming and enables formal verification of smart contracts for Ethereum-compatible networks. Widely publicized incidents involving faulty smart contracts have emphasized the necessity of secure application development. AxLang’s design and its support of formal verification were driven by the need of its clients, the world’s largest financial institutions, for whom Axoni is implementing the broadest reaching and most ambitious permissioned ledger production projects in the world, including post-trade settlement for $11 trillion notional of credit derivatives.

Symbiotically using blockchain and AI on one platform proliferates a technical solution to a psychographic problem. Contemporary enterprise solutions often lack AI security, Turing, automation, and overall scalability of financial service clients. AI Assistants, search optimizers, and CRM toolkits have the opportunity to transform financial services beyond what we currently consider to be ‘solutions’. An enterprise grade AI enabled solution secured on the blockchain alleviates the above problems. Creating a blockchain infrastructure unique to the solution that can learn and adapt to all enterprise grade solutions regardless of the client will decrease Turing and training time while increasing overall usability of the AI while delivering fast and secure insights.

Innovating Business Models

Ten years after the financial crisis, incumbents are finally making innovation a priority and entering markets in which they don’t currently have brick and mortar presence. More and more banks are considering to instead partner with FinTech companies. Previously, some predicted that FinTech companies would put large banks out of business, however collaboration between banking and FinTech is more realistic.

TD Bank has created a budgeting tool called MySpend, built by neo-bank, Moven. JP Morgan has partnered with TrueCar and Roostify to improve the process of securing financing for purchasing automobiles. Wells Fargo created its Well Fargo Startup Accelerator to explore emerging technologies in analytics, payments, and consumer lending.

Collaboration allows banks to reach a larger range of users and may be the best path towards long-term growth. While FinTechs take advantage of the scalability and brand recognition of large banks, banks can take advantage of the agility and customer-centric perspective FinTechs provide.

Winslow cites Kodak’s demise to which many attribute the company’s inability to enter the digital camera business. He counteracts that Kodak ultimately failed because of tech companies such as Facebook and Instagram which introduced a way to more conveniently take and share photos to social media. He explains that companies have to, “be like an athlete in training that is prepared for whatever hurdles comes.”

Financial institutions must be forward-thinking and seek opportunities for growth. With their plethora of data, banks should be able to extract customer insights to develop personalized offerings that meet their customers’ needs. Many banks already recognized mobile commerce and open banking as their biggest opportunities for growth. With the help of data analytics intelligence, blockchain, and AI, banks must take advantage, not scour away from innovation and collaboration.

Sources

1. Merchant Maverick. 23 May 2018 https://www.merchantmaverick.com/stripe-payments-competitors-and-alternatives/.
2. Deloitte: Payments disrupted – The emerging challenge for European retail banks. URL: https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/financial-services/ deloitte-uk-payments-disrupted-2015.pdf
3. FinExtra, CA Technologies (March, 2016): Preparing for the PSD2 – Exploring The Business and Technology Implications of the new payment services directive. URL: https://www.ingwb. com/media/1609662/preparing-for-psd2_vroegh.pdf
4. FICO (2014): Millennials and Their Banking Habits. URL: http://www.fico.com/millennial-quiz/ pdf/fico-millennial-insight-report.pdf UXPin
5. Let’s Talk Payments (January, 2014): T-Mobile launches Mobile Money an un-carrier style app, card, account, Personal Finance… URL: https://letstalkpayments.com/t-mobile-launchesun-carrier-style-personal-finance-product-mobile-money/
6. Accenture (September, 2015): Digital Disruption Nordic Retail Banking. URL: https://www.accenture.com/t20150924T055551__w__/se-en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Strategy_7/Accenture-Digital-Disruption-Nordic-Retail-Banking-Study.pdf
7. Zelle (Payment Service). URL: https://en.wikipedia.org/wiki/Zelle_(payment_service)

Reimagining payments with Token

A few weeks ago, I spoke with Co-Founder and CMO of Token, Marten Nelson. I was introduced to Marten after expressing interest in learning more about their patented Smart Tokenization technology. Following our conversation, I realized that Token is uniquely positioned to take on both sides of the banking ecosystem.

Unlike many of its digital bank counterparts Token is disrupting both open banking and the traditional banking ecosystems. Token facilitates fast and secure payments through Smart Token technology, giving banks a simple and quick path to PSD2 compliance. Allowing for data integration and direct payments. Token is a multifaceted approach to fixing the payments and banking systems.

Currently, all the primary payment systems in the world were created over 50 years ago, much before the invention of the internet. Instead of sending money over outdated, slow and insecure payment systems like ACH and wire transfers, Token hopes to disrupt the payments industry through smart tokenization. Token’s platform gives banks, payment service providers, and merchants smarter and quicker data aggregation as well as direct payment channels driven by Smart Token technology.

Token works directly with banks, merchants, peer services providers and developers to move money swiftly and securely. Currently, Token offers banks a simple way to comply with PSD2. Simply put, PSD2 mandates that EU banks build API’s or interfaces for third party use. This will likely result in a confusing mess of banks scrambling to comply with the impending regulation. By aggregating third-party API’s, Token solves a huge problem for EU banks. Founded in late 2015, Token already has 3,918 banks on their aggregated API platform.

PSD2 levels the playing field between banks and merchants, allowing third parties access to data previously monopolized by banks. This directive is the first opportunity for traditional merchants to implement financial services solutions, cutting out third party middlemen. Merchants can retrieve account data from the bank with account holder permission, cutting out the Visa’s, PayPal’s and Stripes of the world. Allowing merchants access to user-data not only accelerates technological innovation but leaves banks open to disruption.

Token made history on June 1st, by becoming the first licensed Payment Initiation Service Provider (PISP) to conduct an end-to-end payment through a public bank API.

The payment of £4.99 was confirmed as the first of its kind by UK Open Banking (the Open Banking Implementation Entity). Token fired the starting gun on the new age of API banking in Europe, driven by the recent introduction of PSD2.
With the infrastructure operational, banks, merchants and other providers of payment and data services can now leverage open banking to reduce costs, generate new revenues, increase security and deliver a simpler, more convenient digital payment experience for the end user.

Moving forward, it’s important to understand their go to market strategy. When you visit Tokens site, this chart is displayed:

It’s unsurprising that Denmark and Finland are next on the list. Right now, all retailers in Denmark must accept cash, but that hasn’t stopped huge numbers of Danes from embracing digital options.

Nearly 40% of the population use Danske Bank’s MobilePay, which allows money transfers between people, as well as purchases in stores or online. Token is specifically targeting digitally enabled countries.

When I spoke with Co-Founder and CMO, Marten Nelson, he said Token was strategically speaking with North American financial institutions to create partnerships and revenue streams for when PSD2 hits the United States and Canada. Partnering with banks and other FinTech’s is key to unlocking the key to both open banking and digital banking. To date, Token’s payment services run deep within n26, a leading digital bank.

Token has positioned itself to disrupt the banking industry through years of experience. Token’s led by serial Silicon Valley entrepreneur Steve Kirsch whose had successful exits from FrameMaker (acquired by Adobe Systems), and Infoseek, (acquired by the Walt Disney Company), as well as former Global Chief Technology Officer of Citigroup, Yobie Benjamin.

Token’s most recent funding round occurred on April 24, 2017 for $15M of Series A, pushing them to $18M total from EQT Ventures, Octopus Ventures, and Plug and Play. After speaking with Marten, it was clear that he was interested in adding investors to their next round.

In total, Token is a contrarian play hedged with regulatory serendipity. Their open banking platform and API aggregator serve as a great opportunity for Bedrock as it fits your thesis well. The team is top notch as is the technology behind them. I’m excited to see where Token goes, and the profit that follows.

Surfing in the digital era

This time last year I was surfing Southeast Asian waves, simultaneously searching for some shade and sunscreen. It goes without saying that I had it pretty great then, but I can’t discount the waves we received this past fall. There were multiple swells with glassy head high hollow waves. This was the first fall in a long time I was able to really take advantage of hurricane season.

Unfortunately, winter was a different story. I never wrote about it, but I had a great surf this past Christmas. A few days afterwards, I separated my AC joint frivolously racing my friend down an icey mountain while skiing. 

After a few miserable months and a few pounds, I started exercising and am feeling strong enough to get back in the water. I write this on the train going back to my surf storage facility (hi Mom and Dad).

When it comes to surfing New York, it’s all peaks and valleys. Most people don’t even know there are waves on this side of the Rockies let alone overhead monsters. The best time to surf is roughly September – February with the worst time being this very moment (May – August). However, the water is warm, my friends are home, and I don’t have to wear 5 millimeters of rubber. 


The reason for this post isn’t to announce my return back to mediocre surfing, but to comment on the way I get my swell info (punny, you’ll see). Over the years I’ve learned the ins and outs of picking the right spot and paddling out, but without the internet, I don’t know if I ever would. In NY, there are a bunch of ways to check the waves, and they include:

1. Going to the beach and praying
2. Checking the newspaper for wave heights and wind direction
3. Surfline
4. Swell Info

Surfline and Swell Info are websites that track both buoys and wind patterns to forecast surf. I’ve been using both for years, but recently I noticed something interesting. A ton of companies were redesigning their UX on websites and platforms ranging from Reddit, and Instagram, all the way to Swell Info and Surfline.

I usually check each SwellInfo to get a basic understanding of what waves are shaping up to form, and as the swell approaches I navigate to Surfline for a more detailed report.

Previously, when I visited SwellInfo I’d see this homepage:


Swellinfo.jpg

A few weeks ago, I saw this update:

Screen Shot 2018-06-28 at 9.12.23 PM.png




Similarly, this was the old Surfline: 




surfline-grovel-guide-twin-homepage-1024x644

And then this beautiful image appeared:

Screen Shot 2018-06-28 at 9.10.33 PM.png

It’s amazing to see an iconoclast culture like surfing catering to the global consumer. I used to think both these websites were fairly easy to run and maintain. It was simple, license out the buoys, track everything through offshore buoys and make forecasts based on that. Now, Surfline has transformed into a hub of surf information with live streaming, Op-eds, news, and so much more.

Historically, one of the most iconoclast industry’s undergoing to a digital transformation goes to show you that if you don’t invest in an experience, you might as well quit now. There’s no question about which is more valuable, but SwellInfo will always have a special place in my heart.

Hopefully I’m not a total rusty kook tomorrow morning.

Reminiscing after one year

Prior to graduating college, I secured two full-time job offers. One being in equity research and the other in business development for a clean-tech energy provider. I was interested in both, but neither made me excited to wake up in the morning. I wanted to help companies succeed, but these jobs didn’t give me the freewill and range to do that. To the dismay of my friends and family, I turned down two impressive offers to pursue something I wasn’t sure I’d be able to ever have.

However, that wasn’t the hardest decision of my life, in fact, maybe one of the easier ones. I knew I wouldn’t find my dream job sending cold applications, but rather through connections who knew and understood the type of person I was along with the ambition I had. I wanted to connect with everyone who was driving change. I was exchanging emails constantly, researching companies and hosted skype chats sometimes twice a day all while balancing school, a venture fellowship and pro-bono consulting work for an up and coming startup.

I got a taste of what I ultimately wanted – a life symbiotically intertwined with work and pleasure. During that year, I was positively impacting the companies I helped, and the people I met. I had exciting conversations that made me feel like I was on the path to attaining my goal, and I was. I met people from all walks of life ranging from VCs and startup founders to designers and carpenters. However, changed when I received two more full-time offers.

 In the palm of one hand, I had an offer from a strategic financing startup that specialized in helping small businesses scale. I loved everything about the company from the team to the dream.

 In the other, I had a great learning experience at one of the largest tech companies in the world. I was promised a role in strategy with the opportunity to help grow companies and startups alike.

This time around, I was happy with both offers and excited to start. The only problem was that I couldn’t work at both. For days I was unable to figure out which was best for me.

At first, the startup provided me the proximity to the companies I wanted to help, but not necessarily the mentorship and skillset I desired. I was scared to throw myself into a role while being so nascent to the industry. I thought this might actually hinder my chances at breaking into this type of role later in life.

When it came to the tech company, I didn’t want to be pigeonholed or sucked into a technology that didn’t interest me. I was told that I would be in strategy, something I saw as the perfect runway.

After toying with these ‘what if’ scenarios for days on end, I made my decision. Despite having a sexy title at the startup, a little bit of equity and enough dogs to play with until I became allergic, knew this was the right move. Being self-aware, I realized I didn’t deserve the role they gave me. I was confident in my skills, but figured they might’ve had clouded judgement if they were willing to give me such a key role so early in my career.
I felt like giving me complete autonomy and decision-making power over others wasn’t the best move for where I was in my career – the start. I didn’t build the company from the ground up and I didn’t help finance the operation. This was a company that was growing fast, and rather than finding the right person for the role, they found the first person for the role. I was extremely grateful, but wanted exposure to the wide variety of the technologies I so craved.

Looking back, I couldn’t be happier with all the choices I made. I’ve grown tremendously since my original skepticism and found I’m able and willing to help others even if I don’t benefit immediately. I was originally scared to be pigeonholed into a bad group, but quickly realized that hard work, networking and a little bit of luck trump any computer-generated pigeonhole.

Today, I’m a digital strategy consultant at IBM where I’ve worked on blockchain offerings, helped kickstart a Tech Talk series and even pushed a Fintech platform to market. I’m happy to be bridging the gap between the corporate world and startup ecosystem and can’t wait for the next adventure.