Latest news with #ParetoPrinciple
Techday NZ
2 days ago
- Business
- Techday NZ
Roofbuddy processes NZD $78.7 million as it transforms roofing
Innovation occurs at the intersection of complementary disciplines. Apple entered the market at the intersection of personal computing and design, making the PC sexy and approachable. IBM was the dominant market leader, but until Steve Jobs introduced Apple's iconic design aesthetic, the PC was about as sexy as Bill Gates dancing on stage at the Windows 95 launch - an acquired taste at best. Roofbuddy sits at the intersection of the Trades and Tech and has found this a rewarding and somewhat neglected niche. The first principle that became part of our DNA was to test everything under real-world conditions. To call the system we entered the market with in May 2022, a BETA would be generous, we pushed the envelope for what could be called a minimum viable product and went straight into the market to transact. It was messy, uncomfortable, time-consuming and incredibly manual, but it worked (just). 3 transactions in May, 15 in June and 10 in July - it was like the Wright Brothers prototype; off the ground, and we built the rest while we were in flight. Ukraine's drone industry has transformed from nascent to world-leading in under 3 years. For this very reason, they didn't have the best people, tech, or abundant funding - the advantage they had was real-time battlefield testing. Test in the real world, fail fast, measure results, adapt, iterate and optimise - this is one of our core values we discuss internally as a "culture of continuous improvement". Secondly, money talks AND pays the bills, transacting early generates revenue that fuels growth and covers costs. If you are profitable, the runway is infinite, you retain your autonomy, set terms for investors or eschew them altogether and exist in a healthy 'growth management' mindset. The Eisenhower Matrix, Pareto Principle and Elon's much-touted "First Principles Thinking" all guide the Roofbuddy team to the same conclusion - earning income and remaining profitable is core. It follows that supporting revenue growth has been the tech team's primary prerogative from the outset. We have built more than our fair share of zombie features that didn't commercialise as anticipated - that's healthy attrition. However, if every epic, sprint and ticket is viewed through the lens of increasing revenue or decreasing cost, prioritisation becomes incredibly simple - estimate by magnitude and execute. The Roofbuddy marketplace has been an ambitious, tech-driven reimagining of how roofing transactions are conducted - so far as we know, we are the greatest (only) roofing, sales, tech, price aggregation marketplace in the world. When Uber and Airbnb started growing parabolically, they got significant blowback from market incumbents with entrenched vested interests. We have seen a bit of that ourselves, too and anticipate more. Transcending these 'speed limit' warnings is all about value creation - how is our product and service making the lives of our users easier and better? Roofers can quote a job in 2 minutes instead of 2 hours - that's measurable value created. Customers can get multiple competitive, comparable quotes in 24 hours instead of 24 days - more value. A core function of technology is to systematise and rationalise complex information and distil it down into its functional essence - in Roofbuddy's case, that means answering one question as quickly and accurately as possible: What is the price? The extent to which we have made that easier for our Roofing partners to calculate and our customers to receive and understand; that is the value we have created. True value is immutable; Trademe is not a garage sale. Napoleon's Grand Armée conquered the entire European continent in an administratively led war of self-defence, ostensibly. This revolution in military affairs had nothing to do with better muskets, cannons or ships. It was a revolution of meritocratic management, administration, supply chain, logistics and information flow - doing the boring stuff several orders of magnitude better than competitors was (and still is) the path to total victory. Creating our own proprietary CRM as opposed to grafting our tech stack onto an existing offering was a huge inflection point but dividends abound. It's allowed us unconstrained flexibility and freedom of movement to handle internal and external workflows in a profoundly efficient way. Like the proverbial marble run, our proprietary CRM now serves and automates the information and workflow between customers, roofers and our staff to achieve an unprecedented level of service, accuracy of information and end-to-end workflow management. Roofbuddy's tech excels in the 'boring' details, and it's been a boon for team morale and overall performance. Plugging another of Roofbuddy's values at this point seems inevitable - "esprit de corps"; my penchant for military history foisted on my poor unsuspecting colleagues at every opportunity - and now you too. At Roofbuddy, performance is tangible and measurable across all departments. In 3 years, the Roofbuddy marketplace has served 35,469 unique customer enquiries, delivered 39,325 quotes and processed 3,594 orders totalling $78,707,202.51 in roofing services transacted; we measure innumerable performance metrics that instruct daily discussion and action. Our mature codebase (~2964 commits) sees ~3.3 commits and 1.5 deployments daily, with a robust CI/CD pipeline achieving 100% successful builds, thanks to extensive frontloaded checks. We maintain 71% test coverage, uphold a 99% uptime, and average a 2-minute rollback, ensuring rapid recovery from any issues. New developers land their first meaningful commit within 10 days, reflecting our inclusive, fast-moving culture. Our developers aren't hidden away in caves - they're deeply embedded in real-world problems, working shoulder-to-shoulder with the front line team. From the very start, our engineers are shaped to be product champions, not just coders, ensuring that every line they write solves meaningful challenges. Without a scoreboard, it's just exercise. Roofbuddy enjoys a fantastic culture of high performance and achievement, and I'm proud of the results the team have delivered over the last 3 years - we aspire to be a bright spot of innovation and kiwi dynamism during a bleak and attritional economic period for Aotearoa. We believe we are building unique tripartite, transactional, marketplace technology that can be adapted and utilised in hundreds of different countries and thousands of different industries; Roofbuddy's CTO, Igi Manaloto, just had an involuntary heart palpitation as I wrote that. We have achieved profound product market fit, proof of concept and dramatically altered the transactional dynamics in the Roofing industry - to some incumbents' chagrin. So far, we have greatly improved the level of service and value for money customers can expect from a roofing service provider, that's only been possible with our tech-first approach, and there is much more work to do! Our proprietary tech stack is portable, dynamic and can be deployed into different verticals and horizontals at scale; so we are extremely excited to see how far we can go in New Zealand and abroad over the coming years.
Techday NZ
2 days ago
- Business
- Techday NZ
Roofbuddy processes USD $78.7 million as it transforms roofing
Innovation occurs at the intersection of complementary disciplines. Apple entered the market at the intersection of personal computing and design, making the PC sexy and approachable. IBM was the dominant market leader, but until Steve Jobs introduced Apple's iconic design aesthetic, the PC was about as sexy as Bill Gates dancing on stage at the Windows 95 launch - an acquired taste at best. Roofbuddy sits at the intersection of the Trades and Tech and has found this a rewarding and somewhat neglected niche. The first principle that became part of our DNA was to test everything under real-world conditions. To call the system we entered the market with in May 2022, a BETA would be generous, we pushed the envelope for what could be called a minimum viable product and went straight into the market to transact. It was messy, uncomfortable, time-consuming and incredibly manual, but it worked (just). 3 transactions in May, 15 in June and 10 in July - it was like the Wright Brothers prototype; off the ground, and we built the rest while we were in flight. Ukraine's drone industry has transformed from nascent to world-leading in under 3 years. For this very reason, they didn't have the best people, tech, or abundant funding - the advantage they had was real-time battlefield testing. Test in the real world, fail fast, measure results, adapt, iterate and optimise - this is one of our core values we discuss internally as a "culture of continuous improvement". Secondly, money talks AND pays the bills, transacting early generates revenue that fuels growth and covers costs. If you are profitable, the runway is infinite, you retain your autonomy, set terms for investors or eschew them altogether and exist in a healthy 'growth management' mindset. The Eisenhower Matrix, Pareto Principle and Elon's much-touted "First Principles Thinking" all guide the Roofbuddy team to the same conclusion - earning income and remaining profitable is core. It follows that supporting revenue growth has been the tech team's primary prerogative from the outset. We have built more than our fair share of zombie features that didn't commercialise as anticipated - that's healthy attrition. However, if every epic, sprint and ticket is viewed through the lens of increasing revenue or decreasing cost, prioritisation becomes incredibly simple - estimate by magnitude and execute. The Roofbuddy marketplace has been an ambitious, tech-driven reimagining of how roofing transactions are conducted - so far as we know, we are the greatest (only) roofing, sales, tech, price aggregation marketplace in the world. When Uber and Airbnb started growing parabolically, they got significant blowback from market incumbents with entrenched vested interests. We have seen a bit of that ourselves, too and anticipate more. Transcending these 'speed limit' warnings is all about value creation - how is our product and service making the lives of our users easier and better? Roofers can quote a job in 2 minutes instead of 2 hours - that's measurable value created. Customers can get multiple competitive, comparable quotes in 24 hours instead of 24 days - more value. A core function of technology is to systematise and rationalise complex information and distil it down into its functional essence - in Roofbuddy's case, that means answering one question as quickly and accurately as possible: What is the price? The extent to which we have made that easier for our Roofing partners to calculate and our customers to receive and understand; that is the value we have created. True value is immutable; Trademe is not a garage sale. Napoleon's Grand Armée conquered the entire European continent in an administratively led war of self-defence, ostensibly. This revolution in military affairs had nothing to do with better muskets, cannons or ships. It was a revolution of meritocratic management, administration, supply chain, logistics and information flow - doing the boring stuff several orders of magnitude better than competitors was (and still is) the path to total victory. Creating our own proprietary CRM as opposed to grafting our tech stack onto an existing offering was a huge inflection point but dividends abound. It's allowed us unconstrained flexibility and freedom of movement to handle internal and external workflows in a profoundly efficient way. Like the proverbial marble run, our proprietary CRM now serves and automates the information and workflow between customers, roofers and our staff to achieve an unprecedented level of service, accuracy of information and end-to-end workflow management. Roofbuddy's tech excels in the 'boring' details, and it's been a boon for team morale and overall performance. Plugging another of Roofbuddy's values at this point seems inevitable - "esprit de corps"; my penchant for military history foisted on my poor unsuspecting colleagues at every opportunity - and now you too. At Roofbuddy, performance is tangible and measurable across all departments. In 3 years, the Roofbuddy marketplace has served 35,469 unique customer enquiries, delivered 39,325 quotes and processed 3,594 orders totalling $78,707,202.51 in roofing services transacted; we measure innumerable performance metrics that instruct daily discussion and action. Our mature codebase (~2964 commits) sees ~3.3 commits and 1.5 deployments daily, with a robust CI/CD pipeline achieving 100% successful builds, thanks to extensive frontloaded checks. We maintain 71% test coverage, uphold a 99% uptime, and average a 2-minute rollback, ensuring rapid recovery from any issues. New developers land their first meaningful commit within 10 days, reflecting our inclusive, fast-moving culture. Our developers aren't hidden away in caves - they're deeply embedded in real-world problems, working shoulder-to-shoulder with the front line team. From the very start, our engineers are shaped to be product champions, not just coders, ensuring that every line they write solves meaningful challenges. Without a scoreboard, it's just exercise. Roofbuddy enjoys a fantastic culture of high performance and achievement, and I'm proud of the results the team have delivered over the last 3 years - we aspire to be a bright spot of innovation and kiwi dynamism during a bleak and attritional economic period for Aotearoa. We believe we are building unique tripartite, transactional, marketplace technology that can be adapted and utilised in hundreds of different countries and thousands of different industries; Roofbuddy's CTO, Igi Manaloto, just had an involuntary heart palpitation as I wrote that. We have achieved profound product market fit, proof of concept and dramatically altered the transactional dynamics in the Roofing industry - to some incumbents' chagrin. So far, we have greatly improved the level of service and value for money customers can expect from a roofing service provider, that's only been possible with our tech-first approach, and there is much more work to do! Our proprietary tech stack is portable, dynamic and can be deployed into different verticals and horizontals at scale; so we are extremely excited to see how far we can go in New Zealand and abroad over the coming years.
Time of India
09-07-2025
- Business
- Time of India
The Martech Glossary, an ETBrandEquity initiative
It's not an exaggeration to state that marketing has changed a lot more in the last five years than it did in the last couple of decades. While the tools and methods of reaching consumers have undergone a sea change, so have a wave of new terminologies. This new set of terms have crept into the marketing lexicon, each carving a space of its own. At the risk of sounding patronising, many use these terms, but few understand it. That's why The Martech Glossary , to bring us all on the same page with the world around us. We at ETBrandEquity hope that when the new ABC of marketing is written BE will be right at the starting point. Account-Based Marketing (ABM) : A strategic approach where marketing and sales teams work together to target specific high-value accounts with personalised campaigns. The term "Account-Based Marketing" (ABM) was first coined by ITSMA (Information Technology Services Marketing Association) in 2004. While the underlying principles of focusing on high-value accounts and personalising sales efforts have existed in various forms (like Key Account Management, or KAM) for a long time, ITSMA formalised the concept and gave it the name "Account-Based Marketing," defining it as "treating individual accounts as markets in their own right". The early 2000s, with advancements in CRM systems , marketing automation and data analytics, created the fertile ground for ABM strategies to be implemented at scale, leading to its increased popularity and widespread adoption in recent years. While the formal term "Account-Based Marketing" was coined in 2004, the principles of focusing on high-value accounts and tailoring efforts to this set of customers have existed for much longer, evolving alongside sales and marketing practices. Essentially, any B2B organisation that recognised the Pareto Principle (80/20 rule) in their customer base – where a small percentage of customers drive a large percentage of revenue – was a candidate for early ABM adoption. Naturally, the early adopters of ABM, particularly in the formalised sense, were primarily B2B companies with complex sales cycles and high-value deals, often in the telecom, technology and IT services sectors, even with early forms like "client-centric marketing", due to their high-value, long-term client relationships and companies selling complex software solutions to large organisations. These companies had a clear need to maximise the value of existing key accounts. Retention is king: It's more cost-effective to retain and expand within current large clients than to constantly acquire new ones. Target specific, strategic new accounts: For businesses selling enterprise-level solutions, a broad, volume-based marketing approach was inefficient and ineffective. Improve sales and marketing alignment: ABM inherently demands close collaboration between these two departments. Some characteristics of early adopters and the environment that fostered ABM adoption include: Focus on enterprise clients: Companies whose revenue heavily depended on a relatively small number of large deals. Complex products/services: Solutions requiring significant investment, multiple stakeholders, and a longer sales cycle. Existing "Key Account Management" (KAM) or "Strategic Account Management" programs: These sales-driven approaches already had the foundation of focusing on specific accounts. ABM essentially brought a formalised marketing discipline to this existing focus. Early recognition of the "flipped funnel": Instead of a wide top-of-funnel lead generation approach, these companies understood the value of starting with a defined set of target accounts and then engaging them. Technological advancements: The rise of CRM systems, marketing automation platforms, and increasingly sophisticated data analytics tools in the 2000s and early 2010s made it more feasible to implement and scale ABM strategies.
Miami Herald
27-06-2025
- Business
- Miami Herald
Jim Cramer sends strong message on Nvidia stock at all-time highs
The Pareto Principle, or 80/20 rule, suggests that most outcomes result from a minority of inputs. When applied to investing, the message is simple: most of your returns will come from a minority of your choices. Those lucky enough to own Microsoft since the early days of PCs, Amazon since the dawn of the Internet, and more recently, Nvidia since the start of the artificial intelligence revolution have seen the principle in action. The returns produced by these technology titans have been downright life-changing for many. And in each case, there were plenty of doubters along the way. Related: Gemini, ChatGPT may lose the AI war to deep-pocketed rival That's certainly been true for AI-darling Nvidia. After OpenAI's ChatGPT became the fastest app to reach 1 million users in 2022, seemingly everyone has been tripping over themselves to get in on the AI action. And that's certainly been good news for investors, who have ridden Nvidia to whopping returns in recent years. Yet many have questioned Nvidia's ascent, wondering if AI is a bubble about to burst and musing that Nvidia's valuation is too rich for a cyclical semiconductor company. The naysayers got particularly loud earlier this year, when Nvidia shares retreated over 40% from their early-year peak to their lows in April. The doubters have so far been proven wrong, and that's caught long-time investor Jim Cramer's attention. Cramer, who has been tracking the market for decades, had some choice words for the Nvidia bears this week. Image source: Galai/Getty Images Just like the sellers of picks and shovels profited from the 1800s gold rush, Nvidia has found itself the biggest beneficiary of surging spending on training and running AI chatbots and AI agents. The company's graphic processing units, or GPUs, were initially designed to elevate video gaming, but since then, their ability to process information faster and more efficiently than CPUs has led to their widespread adoption for use in cryptocurrency, and more recently, AI research and development. Related: Veteran analyst drops bold new call on Nvidia stock Coupled with software that boosts performance, Nvidia's GPUs have become the most desired piece of network infrastructure coveted by enterprise and cloud networks. And since most existing network servers are powered by CPUs, upgrades and new capacity have meant surging revenue and profit for Nvidia and its shareholders. The company's revenue has leaped from $27 billion in 2022 to $130 billion last year. And that momentum has carried over into 2025, given sales in the first quarter rose 69% year-over-year to $44 billion. The bulk of the sales growth has come from a consistent rollout of newer, more powerful, and pricey products. Demand has shifted from the H100 to the H200 to its latest Blackwell lineup, which can fetch up to $50,000 more in certain configurations. The B100 costs about $30,000 to $35,000, while the GB200 Superchip can fetch over $60,000. The sheer amount of AI activity is particularly staggering, and keeping up with companies' projects has led to hyperscalers plowing hundreds of billions of dollars into their networks. Last year alone, Meta Platforms, Google, Microsoft's Azure, and Amazon's AWS boasted Capex of $192 billion. Stocks don't rise or fall in a straight line. Even the biggest and best-performing stocks of our lifetime have seen nausea-inspiring pullbacks along the way, and Nvidia is no exception. Those who have profited most from these big winners have been the investors who have been able to withstand the terrifying volatility, staying the course even when the odds appear to be against them. Related: Legendary fund manager issues stock market prediction as S&P 500 tests all-time highs Perhaps, for that reason, Cramer, a long-time fan of Nvidia, took to X to deliver a blunt victory lap on behalf of those who stood by Nvidia's stock during its painful retreat this spring. "I remember a list of billionaires who bailed on Nvidia. Some even touted the sells. Where are these sellers? Shouldn't we run that list??," posted Cramer. Cramer took his fair share of barbs for defending Nvidia when it was out of favor. Now that Nvidia's stock is hitting all-time highs, the shoe is on the other foot. In response to a post by long-time technology analyst Dan Ives praising artificial intelligence, Cramer said, "Still many non-believers!" The rally since April 9, when President Trump paused most reciprocal tariffs that had sent stocks reeling earlier that month, has climbed a proverbial wall of worry, leading veteran Wall Street analyst Tom Lee to call it a "most-hated rally." More Nvidia: Analysts revamp forecast for Nvidia-backed AI stockNvidia stock could surge after surprising Taiwan Semi newsNvidia CEO sends blunt 7-word message on quantum computing Stocks tend to perform best when people are fearful, especially when that fear has led them raise cash, or to bet against leaders expecting more downside. Certainly, Nvidia's large drawdown sparked plenty of fear, and likely short selling. Now, those sellers are likely feeling a bit of FOMO. For them, Cramer has a blunt message. "NVDA is back at an all-time high, and this old fave is the biggest and the best," said Cramer. Todd Campbell has owned shares of Nvidia since 2017. Related: Veteran Wall Street firm makes surprise call on tech stocks The Arena Media Brands, LLC THESTREET is a registered trademark of TheStreet, Inc.
New Indian Express
19-06-2025
- Business
- New Indian Express
Future of work: Human-agent teams built to scale
Organisations and Gen Z are now talking about 'working smarter and sharper' and not just working harder. Thanks to artificial intelligence (AI), employees are making use of AI to work smarter. Microsoft in its special report titled 'Breaking down the infinite workday' says frontier firms are putting the Pareto Principle into practice, thereby focusing on the 20% of work that delivers 80% of the outcomes. 'AI makes this not only possible but scalable. By deploying AI and agents to streamline low-value tasks—status meetings, routine reports, admin churn—leaders can reclaim time for what moves the business: deep work, fast decisions, and focused execution,' it says. In organisations, there are various teams that take care of different functions such as engineering, finance, sales etc. The report says, 'But with expertise available on demand through AI and agents, rigid structures add unnecessary friction. Take a product launch: content lives in marketing, data in analytics, budget in finance, and messaging with comms. A simple update like a price adjustment can take days and multiple meetings. It's time to move from the org chart to the Work Chart—an agile, outcome-driven model in which lean teams form around a goal and use AI to fill skill gaps and move fast.'
