However, managing mountains of feedback is tough, especially when it’s coming from many different sources. That’s why we’re excited to launch Canny Autopilot!

Autopilot is our suite of AI-powered features that automate feedback management and give you back your time.

“AI is exploding. It’s this new unlock in the world. Everybody is thinking—how can we use it to provide value to our customers? For us, there’s this obvious opportunity. Our customers are already tracking feedback. If we can do this for them seamlessly and automatically (and better than they can do it themselves), that’s a huge value-add right there.”

Andrew Rasmussen, co-founder

Autopilot uses AI to handle your manual tasks. It collects and sorts feedback, finds duplicates, replies to users, summarizes long threads, and more. This lets you focus on improving your product based on what users really need.

Our beta users are already saving time and getting better insights.

“I’m really loving the new [Autopilot] beta. It’s been awesome. It makes me engage with your product on a daily rather than every week or two. So, props to your team to developing this feature because it’s made our usage of your product to go up by a crazy amount!”

Keenan Jones, VP of Product at Credit Repair Cloud

Even if it only takes you a minute to capture feedback from a user, that still adds up to hours saved over time.

Let’s explore how Autopilot saves you time and helps you more effectively manage feedback.

What is Autopilot?

Feedback Discovery: automated feedback collection

Connect Autopilot with your favorite tools like Intercom, Help Scout, Zendesk, and Gong. Watch as it sifts through customer chats, detecting valuable feedback and funneling it right into Canny. This automation cuts down on manual sorting and ensures no feedback gets missed.

We’ve thoroughly tested and optimized our AI, and it very accurately extracts customer feedback. Autopilot is able to capture more feedback than humans.

“We don’t just have a single-stage process. We’re not going straight to the API asking, “What is the feedback here?” or “Is there a bug report in this?” Instead, we have a multi-stage process where we ask one small question at a time. This means we have higher fidelity and accuracy than competitors.

We also don’t cheap out on the models we use. No matter which Canny plan you’re on, you’re still getting the same level of accuracy with extraction and deduplication.”

Niall Dickin, engineer

We spent a lot of time building, iterating, and perfecting Autopilot’s feedback discovery. It started as a proof of concept that one of our engineers built. Then, we built an MVP and released it to beta users. After six months of beta, we’re incredibly excited to take it live.

“The rate at which the field is advancing is a little challenging. Lots of things are happening at once. Canny is a small, bootstrapped team, and we have to keep up with other projects as well.

I’ve been the dedicated engineer on this project, so my daily tasks have included keeping up with AI news, benchmarking new models, and using what’s best for our customers.”

Niall

Organize feedback in one place

Autopilot puts all new and detected feature requests in one spot. You can connect various feedback sources and automatically extract feedback from them. Autopilot will also identify duplicates and merge them to keep your feedback tidy.

You can go with full automation and let Autopilot create posts and votes for you. You’ll be able to see a log of all actions and easily undo them if need be.

Autopilot doesn’t just collect feedback. It also connects it back to the users. Even if feedback is collected automatically, we ensure users are connected to their requests. This way, you can still segment and better understand the urgency of requests. They also get updated as you work on their suggestions. This enhances user satisfaction and trust in your product.

Smart duplicate management

Autopilot is great at spotting when the same feature request pops up more than once. It merges these duplicates and upvotes them for your customers. This keeps your feedback boards clear and focused.

“Autopilot will automate and bring home feedback that would otherwise get missed. Support moves quickly. Canny Autopilot can follow behind and pick up those crumbs to help you build a better system. You don’t need to train your teams or customers to do anything new.”

Jacques Reulet, customer support

Engage better and faster with Smart Replies

Autopilot responds to every feedback post with intelligent questions that sound like you. It helps you uncover additional context. This means you can quickly ask for further details without typing everything yourself.

“You can really understand the sentiment of what your customers are asking for. This way, you can thoughtfully take care of their needs.”

Julia Valade, customer success

Save time with Comment Summaries

Autopilot can also summarize the main points from really popular ideas with many comments. This helps you see what matters most without reading through every single comment.

Seamless integrations

It’s simple to connect Autopilot with your favorite customer support tools. Whether you use Intercom, Zendesk, Help Scout, or Gong, setting it up is straightforward. We’re always adding more integrations, too.

If you have a feedback source we don’t support yet, send text in via our API endpoint and Canny will detect feedback there as well.

Why you’ll love Autopilot:

• Never miss feedback again. Be confident that you’re catching nearly all customer feedback.
• Save time. Let Autopilot handle the routine tasks so you can focus on making important decisions.
• Understand your customers better. Get a clear view of what your users really need and want. This will help you choose which features to work on next.

Not just about AI

We want to be very clear—Autopilot was not made to check the AI box. We want to transform how you manage feedback and AI helps us do that. You can count on Autopilot’s reliability and accuracy to many Canny your source of truth for feedback. With Autopilot, you can reach your goals faster.

How Autopilot fits into Canny’s vision

Canny Autopilot aligns perfectly with our vision—building better products through feedback. That’s hard to do at scale and Autopilot solves that.

Autopilot makes capturing feedback easier and more reliable than ever. With its high accuracy, you won’t miss out on valuable insights. This not only saves you time but also ensures that every voice is heard and considered.

“Canny’s Autopilot ensures feature requests never fall through the cracks. We’ve seen an 80% increase in requests logged since introducing Autopilot.”

Owen Doherty, COO, Orca Scan

A more complete and organized feedback collection process helps you better understand your users. It also lets you prioritize the features your users truly care about. This alignment with user needs drives product development forward.

Managing feedback across a growing customer base becomes challenging. Autopilot scales smoothly with your growth. It handles increased volumes of feedback without losing accuracy. This makes it an ideal solution for larger clients who need robust feedback systems to match their scale.

“We are a small, agile, and bootstrapped team. We’re not at all worried about impressing VCs with fancy terminology. Our number one investor is our customer. We aren’t going to ship functionality that doesn’t work.”

Dan Murray, engineer

Bottom line: Autopilot reduces manual work, saves time, and improves performance

Canny Autopilot takes the manual work out of feedback. This lets you focus on building better products. It makes managing feedback realistic for teams at any scale. 

Ready to put your feedback management on Autopilot?

Sarah Hum

Hey there, I'm one of the co-founders of Canny. As a founder, I dabble in pretty much everything but my expertise is in product design. Outside work, I enjoy digital illustration, a cappella, and hanging out with our dog, Emmy.

All Posts · Twitter

The post Put feedback management on Autopilot—introducing our new AI features first appeared on Canny Blog.

The post Put feedback management on Autopilot—introducing our new AI features appeared first on Canny Blog.

It’s a unique blend of personal and professional worlds. Is it always a good idea, though?

Combining personal and business relationships brings its own set of challenges and rewards. It demands clear communication and a shared goal. You need to learn to navigate both personal and professional challenges together.

You’ll face work stress together, which can lead to more disagreements. Work becomes a major part of your lives and it could come at the cost of a happy personal life.

Andrew and I started Canny together over seven years ago. While I believe working together has strengthened our relationship, I wouldn’t say it’s been an easy journey. Mutual respect and complementary skills helped us get to where we are today.

I’m writing this based on the interview we did in this video so watch that if you prefer. It was fun because we both answered the same questions separately and got to see how our responses differed.

Alright, here are some tips for starting and running a business with your significant other. First, let us introduce ourselves.

Who is Sarah?

I’m Sarah, one of the co-founders at Canny. I studied graphic design in university and my first full-time job was at Facebook. That’s where I met Andrew and where the seeds for Canny were planted. I’ve always been passionate about design and how it can solve real-world problems.

Today, I focus on crafting a functional and user-friendly product design. I thrive on creating products that people love to use. I also spend lots of time trying to understand our users’ needs. On top of this, I juggle many other hats—from marketing to customer support. I enjoy being involved in so many aspects of the business.

It’s not all smooth sailing though. As a co-founder, making tough decisions is part of the job. Letting people go, cutting costs, and deprioritizing exciting projects are just some examples. It’s challenging, but it’s also what makes this journey exciting.

Who is Andrew?

Andrew is my co-founder and the one who built Canny’s foundation. Today, he makes sure our platform is not just up and running but also constantly evolving to be better. He’s heavily involved in shaping our product strategy and many behind the scenes functions that keep Canny going. When he can find the time, he still enjoys coding.

He’s also incredibly dedicated, sometimes to the point where it’s hard for him to step back and take a break.

“I really like talking about work. I can talk about it for hours. I find it really fun, even if you’re not making any material progress. It’s almost therapeutic for me. Sarah is not like that, so she’s the one who maintains our balance.”

Andrew Rasmussen, co-founder of Canny

Canny’s origin story

It all started at Facebook, where I began as a design intern. Andrew was starting his full-time engineering job, and we met through mutual friends. It wasn’t long before we realized we had much more in common than just our workplace. We began collaborating on small projects and participating in hackathons.

“One memorable experience was at an AT&T event in Las Vegas. Our team won the hackathon, and the prize was $45,000. This wasn’t just a victory for us; it was a turning point. It made us think: “Maybe we can really do this—build products together.”

Andrew

Realizing we work pretty well together, we looked for something we could turn into a real business.

Canny’s evolution

Early versions of Canny were targeted at consumers and attempted to give them a say in the roadmaps of products they were using. We soon realized that we had it backwards: we needed to go to the companies who wanted to process that feedback. We shifted our focus to B2B SaaS companies. This change really transformed Canny into what it is today—a comprehensive feedback management tool for software teams.

Every step of the way, we leveraged our strengths—my design expertise and Andrew’s engineering skills. This synergy drove product development and helped us grow quickly.

Working together

When you work with your significant other, having clear roles is essential. In our case, it was easy. We capitalize on our individual strengths.

A part of why we work well together is because we have complementary skills. It’s not very helpful for co-founders to have the exact same skillset. We balance each other well.

Andrew is an engineer, so he has a final say in everything related to engineering. He also works on our business vision, revenue, compliance, and legal.

I’m a designer, so I’m in charge of design. I also get involved with product, marketing, customer service, and other areas.

Lesson: Assess your skills and capitalize on your strengths. Have defined roles from the start. The other stuff will fall into place as you go.

Aligning our vision for Canny

We often discuss and reassess our goals to ensure we’re on the same page. Our alignment comes from understanding each other’s perspectives and finding common ground. We don’t always agree. Over the years, we’ve learned to “disagree and commit.”

“We don’t always see eye to eye, but we can make most decisions together. You don’t have to get every decision perfectly right. We certainly don’t, and that’s OK.”

Andrew

Suppose one of us has strong convictions about a particular decision. In that case, the other partner is open to trying it out. Ultimately, it’s about trusting each other’s judgment and committing to our joint decisions. If the decision turns out to be the wrong one, we adjust, no harm done.

One of my favorite things about our relationship is trust. It’s easy to take things personally but we both trust each other to make the best decision for the business

Lesson: Trust your partner to own decisions in their area of expertise. Otherwise, when you need to make a decision and don’t agree, try “disagree and commit.” 

Being a couple

When you run a business with your significant other, work can quickly take over every conversation. Andrew and I manage this by setting clear boundaries. We have a rule: discuss work for a limited time, then switch off. When we walk our dog, we can talk about work on the way out but no work talk on the way back.

We are very intentional about these boundaries so that we have space for our personal lives.

“It’s all about finding that switch between work and play modes. Regardless of how Canny is doing, we turn off the “business brain” at the end of the day.”

Andrew

Lesson: Set boundaries and don’t let work take over every conversation. Make space for work and for being a couple.

What makes our relationship work

Our shared vision and values are the core of our relationship.

There are definitely advantages to starting a company with your significant other. Andrew and I already had a foundation of trust before we started Canny. We also knew how to communicate and have disagreements.

Startups aren’t easy. If they were, everyone would start a small business. We’ve seen some co-founder relationships fall apart because of little things. It usually happens because of a lack of trust.

I can’t imagine stressing over ownership percentage, for example, on top of running a business.

At the baseline, we are pretty different people. Still, we share the same morals, beliefs, and goals for the future. This alignment keeps us grounded and focused when dealing with daily tasks or big life decisions. We both know what we’re working towards every day.

Lesson: I’ve already talked about how important trust is but it’s nothing without communication. Understand how each person prefers to communicate. You need to be able to talk to each other about anything. Otherwise, both your personal and business relationship may suffer.

The future

To be honest, the future feels pretty uncertain right now. The economy isn’t great, but we have a great team and exciting plans for Canny.

When I read books or get advice from other founders, it doesn’t hit me until I feel it myself. Nothing replaces your hands-on experience, so welcome it.

Our exit strategy?

We sometimes get asked about our exit strategy. “If Canny blows up, will you cash out?”

We don’t have any plans on cashing out. Our focus is on building a long-lasting and successful business. We want to start offering equity sales every few years to give our team some liquidity. Our heart is in Canny for the long haul.

“I love this company and team we’ve built. We’re planning on operating this company for the long term.”

Andrew

Lesson: Enjoy the journey.

For those starting a business with their significant other

Here are our biggest learnings for entrepreneurial couples contemplating starting a business together.

1. Complementary skills are key. It’s about having strengths that balance each other. People are happier when they get to do what they love too.
2. Prioritize communication. It’s the vital foundation of any relationship. Be clear, open, and honest with each other, especially when disagreements arise.
3. Learn to disagree productively. Not every decision will be unanimous. Disagree and commit, respect each other’s perspectives, and make a joint decision, even if it involves compromise.
4. Balance work and personal life. Set clear boundaries. Find that switch from work mode to play mode. This balance is essential to maintain a healthy relationship outside of work.
5. Support each other through challenges. The path won’t always be smooth. Support each other even more when the business is challenging. Your partnership should be a source of strength in good and challenging times.
6. Celebrate small wins together: Take time to acknowledge and celebrate your successes, no matter how small. These moments of joy can be a significant morale boost on your entrepreneurial journey.

As we reflect on our journey with Canny, one thing is clear: starting a business with your partner is a unique and special experience. It blends the lines between personal and professional life in challenging and rewarding ways.

While it’s not always easy, the journey is worth it. Embrace the challenges, celebrate your successes, and cherish the experience. I wouldn’t have it any other way!

Want to hear more from us? Subscribe to our updates here.

Sarah Hum

Hey there, I'm one of the co-founders of Canny. As a founder, I dabble in pretty much everything but my expertise is in product design. Outside work, I enjoy digital illustration, a cappella, and hanging out with our dog, Emmy.

All Posts · Twitter

The post Starting a startup with your significant other: what it’s really like first appeared on Canny Blog.

The post Starting a startup with your significant other: what it’s really like appeared first on Canny Blog.

We’ve learned a lot about startup hiring since starting Canny. We launched Canny in 2017, and after reaching ramen profitability, began hiring in 2018. 

We discovered that organic growth and deliberate hiring decisions are crucial. Unlike heavily funded companies, bootstrapped companies like Canny don’t feel the same pressures to hire rapidly. We grow our team as our revenue grows. We always keep profitability top of mind.

How we began hiring

Our first hire at Canny was a big step for us. Sarah and I were managing everything ourselves, but we were also quickly getting stretched thin.

“We were starting to feel overwhelmed. From building our product to doing marketing, we split founder time into many areas. Since we were profitable, we started to ask ourselves – how can we best spend our money to grow faster?”

Sarah Hum, co-founder at Canny

At some point, we became so busy that we realized we needed help. Our main duties were demos, customer support, content marketing, and product development. This is a lot for two people. The day-to-day operations were keeping us from focusing on the bigger picture.

On top of that, we didn’t have any experience with sales, support, or marketing. We wanted to bring in experienced people who focus on one thing full-time and do it even better than we could.

We asked ourselves: “What’s the one role that would make the biggest impact right now?”

We landed on content marketing. Many advisors have stressed the long-term importance of content marketing and SEO for SaaS companies. That it takes 6-12 months to really start working. This determined our first hire.

Lessons from the first few hires

Every new team member changed Canny a bit. We learned to look beyond skills. Fitting in with our company culture mattered a lot.

When culture-add team members join, they fit right in. They also hit the ground running right away. This is an awesome feeling for everyone.

Sometimes, things won’t work out – it can be difficult to technically vet for a role that you’ve never done yourself professionally. We learned that take-home assessments are very important. It gives us an idea of the work a candidate will produce and how well they take feedback. For example, today we ask all content marketing candidates to complete a blog post outline and draft. 

We went through lots of challenges, and we view them as lessons. The first time we had to let someone go was extremely difficult but necessary. Going forward, we tried to polish our processes and learn from our mistakes. We are still learning.

Key lesson: don’t rush hiring. Take time to find people who you are confident are great at their job. This may involve a longer hiring process and asking others for help.

Tools and processes we used

We started simple. Online job boards and our network were our go-to. In particular, Hacker News: Who is hiring? and RemoteOK forums came in handy.

As we grew, we adopted tools like Recruitee. It helped us reach more candidates and streamline the hiring process.

Initially, our process was basic:

• Understand what’s bringing in revenue (sales, marketing, advertising, etc)
• Determine what role we need to fill based on that
• Find gaps in the business – where are we stretched thin?
• Make sure we have enough money to hire

As we hired more, we saw the need for structure.

We set up clearer stages in the interview process and defined roles for team members in hiring. It made everything more efficient and fair.

Our team enjoys being involved in hiring – it gives them a sense of ownership. They feel that they have a say in what happens at Canny.

Recently, we hired a head of operations, Clare, who’s now in charge of recruitment. Here’s what she shared about hiring:

“Hiring is a task that many people own at Canny. This means we need to be crystal clear on our ideal candidate from the start.”

Clare Garrity, head of operations at Canny

Key lesson: start with simple tools and grow your process as your startup expands. Emphasize clarity and structure in hiring. Involve your team for a sense of ownership.

Signs for other founders

How do you know when it’s time for you to hire? Most founders try to do it all themselves for way too long. Others hire too early.

Here are a few signs to look out for. They’re good indicators of whether or not it’s time to hire.

Hiring when you need to

Timing is everything in hiring. It’s tempting to build a large team quickly, especially when you see others doing it.

At Canny, we learned to hire in sync with our revenue growth. This means understanding your business’s actual needs and not just hiring to fill perceived gaps.

Ask yourself: “Is this role essential for our next growth phase?” If the answer is no, it might be wise to wait.

Making cost-effective decisions

Bootstrapping teaches you the value of every dollar. We apply this to hiring – we’re strategic about who we hire and when.

It’s not just about salary costs. Factor in the costs of recruitment, training, and onboarding. Sometimes, it’s more cost-effective to outsource certain tasks temporarily or use automation tools until you’re ready for a full-time role. We still hire freelancers and consultants from time to time.

Balancing skills and budget constraints

In a bootstrapped startup, you might not be able to offer top-market salaries. This means getting creative. You can offer equity, flexible work arrangements, and growth opportunities.

Look for candidates who are motivated by the role and your company’s vision as opposed to just a paycheck.

Key lesson: grow the team alongside revenue. Assess the real need for each role. Prioritize strategic, cost-effective hiring decisions over rapid team expansion.

How to drive quality applications and fill roles quickly

We mentioned that rushing through hiring isn’t the best idea. However, taking too long to fill a role might hurt your efficiency. It’s all about balance.

At Canny, attracting a large pool of quality applicants wasn’t an overnight success. It took time, experimentation, and refining our approach. Here’s what we learned.

Create a clear and streamlined hiring process

Admittedly, we haven’t always had a solid process. But we’ve learned along the way.

We have clear stages for our hiring process and assigned owners to each stage. This helps with accountability and efficiency. From the initial application to the final decision, every step is structured. This makes the process smooth for both candidates and our team.

We’re happy to see the results of these efforts now. Today, we publish a listing and get 1,000+ applicants. Recruitee is a great platform that helps – it pushes the listing to Google, Indeed, and LinkedIn. Hacker News: Who is Hiring is another great source of candidates.

This presents a new challenge – going through such a large number of applications. Here’s how we overcome it.

1. A freelancer goes through all applications, filtering out candidates who:

• Don’t have relevant experience
• Didn’t answer the “Why do you want to work at Canny?” question well
• Don’t meet any other requirements we included in the job listing (eg. timezone, experience)

Note: we find that onboarding and initial collaboration are tough outside of North American time zones. That’s why we prioritize them.

2. For some roles, we first schedule an initial screen. For others, we send them the technical assessment right away.

3. Then we schedule 1-2 technical interviews (depending on the role).

4. We progress candidates to the culture interview.

5. We book a final call to present them with an offer and discuss it.

We ask our new hires how the hiring process was for them. Here’s what one of our recent hires shared with us:

“I applied around Christmas time. I didn’t expect to hear back until late January. In the end, Canny got back to me within 10 days – the first company I heard back from. After each stage, I heard back within an hour! The team was lightning-fast with feedback. It felt like they were as excited about me as a candidate as I was for joining Canny!”

Niall Dickin, engineer at Canny

Build a strong employer brand

We quickly realized how our brand affects attracting top candidates. Many people don’t want to work for any company. They want to connect with the brand.

We’ve been consistently showcasing our culture and values through our content. The goal has always been to highlight what makes Canny unique. Sharing our story has always helped with that.

Adapt to economic changes

The economy always plays a role in hiring.

Economic downturns can lead to a larger pool of applicants. But they also bring challenges like budget constraints.

We don’t let economic fluctuations deter our hiring. Instead, we adapted. We only hire when we have the budget for it. Being bootstrapped helps with this. We also try to focus on essential hires that directly contribute to our growth and sustainability.

Key lesson: invest in attracting the right candidates. Use recruitment platforms, community forums, and social media. Showcase your employer brand, and evolve with the market.

Canny’s hiring approach

We’ve spent a lot of time polishing up this process. We wanted to make sure that we’re hiring efficiently, treating candidates fairly, and finding the best culture fit. Here’s how we achieve this.

Setting clear criteria for each stage

Every stage of our interview process has specific criteria for passing or failing. This clarity helps us maintain consistency in our assessments. It also ensures that all candidates are evaluated based on the same standards.

We use Recruitee’s scorecards to set clear passing and failing criteria. This helps everyone involved in hiring.

We want to be fair and transparent throughout the process. It differs from role to role, but here’s how it works:

Screen

This is the 15-30-minute call to get an alignment check. We try to understand where each candidate has been (work-wise) and where they want to go. 

 To assess how it went, we ask ourselves:

• Did this person meet the minimum criteria we set? (experience, skills, etc.)
• Did they answer all the questions thoroughly?
• Can we give them the career opportunity and progression they’re seeking?
• Will they fit in well?
• Do their compensation expectations match what we can offer?
• Will the logistics work out (primarily time zones)?
• Do they care about joining Canny more than just wanting any job?

We place a high emphasis on relevant experience. For most of our roles, we look for candidates who have experience in:

• A similar role
• B2B SaaS companies
• Startup environment

“We work as a team to identify who our ideal candidate is. It’s important to distinguish between the areas of the role a person can learn on the job and what experience we need them to have already.”

Clare Garrity, head of operations at Canny

This is not just about the years in the field. We look for practical skills and knowledge.

“It’s important to hire engineers that can identify an issue’s root causes, not just mask its symptoms.”

Dan Murray, engineer at Canny

Assessment

We design a technical assessment for every role. It’s meant to be a quick take-home assignment that mimics a typical work project at Canny.

For engineering roles, we’ve decided to put the assessment first, before the screen. This helps us remove bias and surface technically able candidates faster.

Candidates can get a sense of what working at Canny feels like. They get a few days to complete it, so they can work at their own pace.

“Canny’s interview process involved a fun and relevant take-home task. This is a rarity when interviewing for software engineer roles.”

Niall Dickin, engineer at Canny

Some companies forego the assessment stage to move faster. We found that, if you design the assessment well, grading it should take only a few minutes. When you can evaluate assessments this fast, you can still consider many candidates. This benefits both you and all the candidates who applied. And everyone gets a taste of collaboration.

Technical skills are a cornerstone of our assessment. This is especially true for engineering roles. 

We seek engineers who think deeply about problems and are committed to sustainable, long-term solutions. We also need people who aren’t afraid to try something they’ve never done before and “fake it till you make it.”

Dan Murray, engineer at Canny

Technical interview(s)

We might schedule one or more technical interviews depending on the role and the candidate. This is a chance for the candidate to dive deeper into their technical knowledge and explain their thought process. We explore areas like:

• Technical knowledge and skills
• Logical and critical thinking
• Creative and effective problem-solving
• Attention to detail
• Adaptability and eagerness to learn and try new things

“It felt less like a test environment and more like pair programming.”

Niall Dickin, engineer at Canny

Culture fit

We put a heavy emphasis on culture fit. So far, we’ve managed to build a team where everyone feels comfortable with each other. We’d like to keep it this way.

“I like to say we’re looking for a culture add, not just a culture fit. Of course, the vibes need to feel right, but I like to see diversity of thought or experience.”

Sarah Hum, co-founder at Canny

Ultimately, we want everyone to enjoy working at Canny. That’s why we assess the culture fit very seriously. 

We select three people to conduct the culture interview. We always have one of the co-founders (usually Sarah) there. Dan, one of our engineers who has been at Canny for 5+ years, is generally there too.

“Most of all, we look for candidates who understand and value the MVP approach. It’s about identifying what is the 20% effort we can invest for 80% of the value. This mindset is crucial in startups – where resources are limited, and efficiency is key.”

Dan Murray, engineer at Canny

The third person is typically someone who wouldn’t work directly with that new hire. We want this person to assess the candidate’s culture fit versus the technical skills at this point.

We focus on things like:

• Are they easy to talk to?
• Do they seem like a well-rounded and interesting person who can add something to the team?
• If we met them outside of work, would we want to spend time with them?
• Will we be comfortable with them during our team retreats?
• Will they be comfortable communicating with our team?
• Do they make a good impression?
• Do they seem like a person who will take the initiative and help others?
• Are they a culture add?

“Some people assume that making it through the technical interviews means you’re basically in. We actually end up rejecting many candidates at the culture stage. That’s how much we value the culture aspect. Several times, it’s the deciding factor between two or more technically solid candidates.”

Sarah Hum, co-founder at Canny

Simon Sinek, a well-known speaker on business leadership, shares similar advice for finding culture fit.

Interviewing can be stressful. We try to make the process as enjoyable and valuable as possible. Our team members seem to think we’re doing a good job with this 🙂 

“This was probably the best interview experience I’ve had with a tech company! And it was a strong selling point for me. It was clear the interviews placed as much emphasis on testing your technical abilities as well as your compatibility within the team. It’s nice to feel valued for more than just how good your code is!”

Niall Dickin, engineer at Canny

Offer

We always schedule a call to present a candidate with an offer. I’ve done every offer call since Canny’s inception and enjoy doing them. Just sending an email with an offer letter feels dry and impersonal. We want our new hires to feel special from the get-go.

During the offer call, we discuss:

• Position, responsibilities, and title
• Compensation (salary, benefits, stock options)
• Work arrangements (remote job, tech setup)
• Perks (retreats, etc)
• Start day
• Any pre-planned time off
• Next steps
• Anything else the candidate wants to cover

Key lesson: assess technical skills of each candidate. Don’t forget about the culture fit. Lots of people underestimate it.

How bootstrapped startup founders can build a great team

Here are some lessons we’ve learned at Canny that can help you on this journey.

Learn from our experience

One of our early challenges was hiring for roles we weren’t familiar with (sales and marketing). If you’re in a similar position, ask others for advice. Ideally, you have a friend who is experienced in sales or is a founder who has run a sales team. They can provide valuable insights and help you avoid common pitfalls.

Hire slow

Don’t rush into hiring decisions. Taking the time to find the right person is crucial.

Letting someone go is painful. It can also disrupt your team and operations. A deliberate approach to hiring pays off in the long run.

Assess your hiring needs carefully

Make sure each role you plan to fill is absolutely necessary and within your budget. Overstaffing can drain your resources. Understaffing can hinder your growth. Balance is key here.

Implement an onboarding process

Canny didn’t have a formal onboarding process for our first few hires. You might not need one either, especially at the very beginning. With time, start thinking about it to drive efficiency.

“Onboarding is one of the most important aspects of the employee experience. It’s a new hire’s first chance to see if what we sold them in the interview process is true. So we take onboarding seriously at Canny.”

Clare Garrity, head of operations at Canny

We use tools like ClickUp to outline goals for the first day and week. This sets new hires up for success and gives them space to ask questions.

“One of the aspects I enjoyed the most during onboarding was the welcome Slack channel. We set it up for every new hire. Everyone on the team asks them a fun question and shares their answer. Sometimes other team members also answer, and you learn a little about everyone.”

Clare Garrity, head of operations at Canny

These small things make a big difference, especially for fully remote teams like Canny.

Be economical and aim for ROI

Before you start spending on recruitment, set ROI criteria. This way, you’ll know what works and what doesn’t. Then, you can adjust your process for the future.

While we are mindful of costs, we don’t compromise on the quality of our hires. We invest in recruitment processes that bring us excellent candidates. This sometimes means spending on effective job boards or tools that bring in higher-quality candidates. As a result, we get skilled candidates who also align with our culture and vision. And we spend less time finding the perfect fit.

We need to be economical but also understand that unfilled roles can have costs. For example, productivity may decrease, existing team members can get overworked, and we may fall behind.

Key lesson: don’t rush with hiring. Make sure you actually need to hire and can afford it.

Hire, but be smart about it

Hiring is a tightrope walk, especially when you’re bootstrapping like we are at Canny. It’s all about finding that perfect balance.

Each phase of our Canny journey has taught us that hiring isn’t just about filling a seat. It’s about finding those gems who will bring something extra to the table.

Our biggest learning: take your time and don’t be afraid to wait for the right fit. Trust us, it’s worth it in the long run.

In short, hire smart, stay true to yourself, and keep building that dream team.

Andrew Rasmussen

Hi, I'm a co-founder of Canny. Before that, I was a software engineer at Facebook. I love JavaScript, rock climbing, nerding out about the future, and SaaS.

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This article will dive into the customer onboarding process. Plus, we’ll explore why onboarding is vital for customer retention and customer education. Then, we’ll provide tips to help you craft the perfect customer onboarding plan. Integrate it into your customer success plan, and you’ll soon make a great impression.

What is customer onboarding?

The customer onboarding process helps to familiarize a new customer with your product. It involves guiding and nurturing users.

The user onboarding experience should cover the entire customer journey, especially if you want to excel in customer success management. The best experiences will include:

• Answers to FAQs
• Step-by-step guides
• Tutorials
• Customer support

Client onboarding should make it as easy as possible for new users to get to know your product. 

Why is customer onboarding important?

Customers might have viewed your ads. Or maybe they browsed your product page or read a glowing testimonial. Either way, they’re going to have certain expectations. It’s your job to meet these expectations. You must also ensure customers realize the advertised benefits as quickly as possible.

This proves to users that your product can do everything you’ve promised. That reduces the chances of getting a negative review because a user can’t figure out your product. 

User onboarding also helps to speed up product adoption and boosts customer satisfaction. A new customer who can make full use of a product is more likely to recommend it to others. Plus, those who like a product from the start are more likely to become repeat customers. 

A customer onboarding experience sets the tone for your relationship with a new user. 

Onboard them onto your product and keep lines of communication open. This shows that you care about their experience. It also lays the foundations for a positive relationship brimming with customer satisfaction. 

Consider the example below. Coda expresses authentic warmth towards a new customer. They start by welcoming them into the community. From there, they provide resources to improve customer education. They also ask questions to personalize the customer onboarding process.

Successful customer onboarding can reduce customer churn. Positive onboarding can reduce customer churn. And it can also increase customer lifetime value. Customers tend to trust companies who care about them. 

Every business should try to foster a positive relationship with their customers. This encourages customer retention and leads to long-term loyalty. Effective user onboarding is a vital step to securing customer loyalty. It should form a key part of your customer success strategy. But how do you develop an effective customer onboarding process? But how do you develop a customer onboarding process that works?

Developing a customer onboarding process

An onboarding strategy provides a clear goal to work towards. It will guide your efforts as you build your customer onboarding experience.

The process will differ depending on your business and product. But, there are a few key touch points. Building your strategy around these is a great place to start.

You can find a customer onboarding template online. These templates make it easier to craft emails for each stage of the onboarding process. 

• Sign-up. The customer onboarding process starts at the first sign of interest. Getting a head start at this stage can even help convert leads into paying customers.

• Welcome email. Once your customer has signed up, you can begin in earnest. A welcome email is a great first step. You can use it to thank them for their business and show them where to get support. Add value right away by mentioning unique features. You can also offer discounts and provide helpful resources that encourage them to start using your product right away. 

• Product demo/tour. This is a great way to show off the main features of your product before your customers get hands-on with it. Does the app have an intuitive UI? Can you integrate with other apps? Show it off here.

• Initial use. This will be the first ‘in-person’ impression that a customer has of your product. You should make the initial setup or login to your product as simple as possible.

• Follow-up emails. Onboarding shouldn’t stop once the customer is up and running with your product. Send emails from time to time to share tips and resources. You can also use these emails to highlight new features and gather customer feedback.

• Text messages. Don’t underestimate the power of well-placed and timely text messages. These give you more ways to build awareness, drive engagement, and foster adoption. Send texts to incentivize or celebrate reaching key milestones in the onboarding process. You can also use them throughout the customer journey. Don’t overdo it though. SMS can become annoying and intrusive for customers. 

6 customer onboarding strategies

Now you know the cornerstones of a strategy, let’s go into more depth. Here are six tactics to get you started.

1. Welcome your customer

As we’ve mentioned, a welcome email is a great start. They have the added benefit of boasting high open and click-through rates. According to GetResponse’s report, welcome emails have average open rates of 63% and click-through rates of 14%. It might not sound like much. But that’s 3x more open and click-through engagement than email newsletters. 

An introductory survey is another helpful tool when onboarding customers. You can use this to capture key information about your customer. This helps to personalize their onboarding experience.

For example, you can ask them about:

• How you can contact them in the future
• How often they want to receive emails
• What type of emails would they like to get 

Query them about the product too:

• Which features are they most interested in?
• What are they going to be using your product for?

The answers can help you create a positive experience that aligns with individual customers’ preferences, wants, and needs. 

The answers can help you create experiences that align with individual customers’ preferences, wants, and needs. 

Once again, don’t overwhelm your users with too many questions. Be strategic about what you’re asking.

2. Put in place user segmentation

User segmentation is the practice of dividing your customer base into smaller sections. It can be based on demographics, location, behavior, and many other factors. 

Let’s take geographical segmentation as an example. In your segmented emails, you can adjust your email copy. This might include local spellings, words, and phrases for that specific place. 

Plus, you can offer location-based content and discounts to encourage engagement. Don’t forget to link to your local domains, too. This could be your .uk domain for UK customers and your .sg domain for Singapore customers for example.

Segmenting your users allows you to provide a more personalized onboarding experience. This way you can create content relevant to specific audiences and share it accordingly. 

Many customers today love staying up to date with the latest tech. These users will receive all news-related content. Meanwhile, those who don’t aren’t subjected to these emails. This increases the chances of them sticking around long-term. 

Doing this ensures every customer receives a high-value onboarding experience. They’ll be able to move through the process at a speed that’s right for them. Plus, they’ll be following instructions and prompts that let them get the most out of your product.

3. Create an onboarding checklist

Break your onboarding process into smaller chunks. This makes it more digestible for your customers. Forget about long-term, time-consuming to-dos. Instead, send customers a series of small tasks that can be easily completed.

Additionally, it’s a great way to keep things organized. You can both see the progress they’ve made and what they’ve got left to tackle.

The ability to check off tasks on a checklist adds a gamification element to onboarding. This helps to keep the process fun and lighthearted, keeping your customers engaged. 

Here’s an example of Canny’s onboarding checklist (custom-built by the Canny team).

Stripo boosted seasonal open and click-through rates using email gamification. They created a gamified newsletter with a word search that, once successfully completed, led to a promotional code. This boosted engagement as well as increased registrations and ebook downloads. So look into it to improve your email marketing and customer onboarding strategies. 

4. Provide interactive customer walkthroughs

You might have provided a product tour or demo as part of your sales process. Now that your lead is a paying customer, it’s time to go into more depth.

An interactive walkthrough is a great way to achieve this, because it educates customers on how to use product’s features and make the most out of them. By the end, customers should understand how they can use your product successfully.

Walkthroughs are an engaging way to get your customers started with your product. Plus, they can refer to them again and again. That means they don’t have to call your live support team. This can be frustrating and inconvenient for customers. Instead, they can refer to your interactive walkthrough and get the answers they need. 

As we mentioned before, make sure you’re not being intrusive. The last thing a user wants is to have their workflow interrupted. So be careful and strategic with your walkthroughs. Test them and be ready to turn them off if you see little to no engagement.

5. Provide support

Interactive walkthroughs may help reduce call volumes. But they won’t eliminate them. After all, nothing works how we want it to 100% of the time!

It’s a good idea to have product support available to your customers when these issues crop up. The faster you can resolve their issues, the faster they can get back to using your product. And the happier they’ll be.

You need to think about the different types of questions and support customers will need. For example, maintaining call center efficiency can be vital when it comes to the onboarding experience. This is because new customers are likely to have numerous questions. They want to have access to robust support with a human touch. 

On the other hand, another great resource is a knowledge base, as they help customers carry out self-serve support. This allows them to solve simple issues in their own time, at their own pace.

Chatbots that use conversational AI are another great resource for providing customer support. They can use knowledge bases and FAQs to provide customer support on simple queries. This gives agents more time to focus on complex problems. Overall, this creates a better customer experience.

Take Canny’s AI chatbot. It can resolve simple queries and offer quick solutions for customers. It can also direct customers to live agents if their questions are too complex. It might also do this if they’d simply prefer to talk to a human.

6. Collect feedback

So, you’ve implemented the above strategies. Chances are you’re providing each new customer with a stellar onboarding experience. But there’s always room for improvement! And who better to tell you than your customers?

Collecting feedback will help you improve your system for future customers. You can do this with simple surveys. You can present these to customers at the end of the onboarding experience. Or you can do this at key points throughout.

Surveys aren’t your only option for collecting feedback, though. Using powerful integrations, you can collect feedback from a variety of sources, including:

• Customer interviews
• Live chat
• Social media
• Sales calls
• Customer service calls

You can then centralize this feedback into one system for easy access. Canny is a great option.

This should provide you with plenty of useful data. These insights will show which aspects of your onboarding experience customers found useful. It also highlights which they feel could use some improvement.

Identifying and addressing pain points in the process is crucial. It will help you reduce churn in your next batch of customers further down the line.

Drive customer loyalty and retention with customer onboarding

Customer onboarding helps engage a new customer and build a long-lasting, valuable relationship.

You can show off key product features and educate users on how to get the most from them. This drives customer satisfaction. And it helps reduce the workload for your support teams.

Remember to get off on the right foot. Welcome customers and personalize the user experience to make it relevant and engaging.

Use a checklist to guide customers through the process. And use interactive tools to show off your features and how to use them.

Provide support where needed, and collect feedback once the process is complete. Before long, you’ll have the perfect onboarding experience.

Jenna Bunnell

Jenna Bunnell is the director for field and strategic events at Dialpad. It's an AI-incorporated cloud-hosted unified communications system. It provides valuable call details for business owners and sales representatives. Jenna is driven and passionate about communicating a brand’s design sensibility. She enjoys visualizing content and presenting it in creative and comprehensive ways. Jenna has also written for other domains such as PingPlotter and TRACX.

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The post 6 customer onboarding strategies to make a good impression first appeared on Canny Blog.

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Either way, you know the struggles of keeping the culture alive when working remotely. Even the most introverted team members feel isolated. Don’t get us wrong, we prefer and love remote work. However, we know it comes with its challenges.

How do we overcome them? Team retreats.

When your whole team travels together, very special connections form.

Let’s go behind the scenes of our latest team retreat near Toronto. We’ll tell you all about the planning, execution, and lessons we learned from this experience.

After every retreat, we send out a quick survey to see what the team enjoyed and how we can improve. We’ll share quotes from our team members throughout the article.

Follow along!

Why retreats?

Especially if you’re a remote-first company, we highly recommend team retreats. They’re a big investment (of time and money), but the benefits far outweigh the costs.

We’ve been doing team retreats since we hired our first person in 2018. From a 3-person to 16-person company, we’ve always prioritized retreats (except for a break during the pandemic).

Everyone always bonds so much during our retreats. People who typically don’t work together start collaborating. Team members who might otherwise stay quiet come out of their shells. Everyone has a chance to share ideas, speak up, and get involved.

Having fun together outside work helps to form special connections between people. Those connections then boost work relationships. We always feel extra energized and motivated after retreats.

“Remote work is like a long-distance relationship. You don’t see your coworkers for 4-6 months and start missing them. When you finally see each other, you have an awesome time together. That’s what makes these retreats so incredible.”

Andrew Rasmussen, co-founder of Canny

This retreat near Toronto was our 8th retreat. We plan each of these retreats ourselves, with no external help. It’s a lot of work, but we enjoy the process and feel very accomplished at the end.

How we pulled it off

As the team grows, planning needs to become more and more detailed and strategic.

Canny started with just two people—me and Andrew. As the team grew, we planned retreats for up to five people, and it was pretty manageable. Finding affordable accommodations was much easier, and everyone could stay in the same place.

Now that we’re a team of 16, a lot more planning is involved.

We’re lucky to have a very passionate and dedicated team that helps organize. For Canny Cottage, six of us volunteered to help with retreat planning.

Note: we created a Slack channel to get this going. Anyone can join, but everyone who does has to contribute. That’s our only rule: no lurkers! 🙂

We typically start planning the next retreat as soon as the last one is over. Here’s how it goes.

Choosing dates

Personal trips and other commitments often get planned 3-4 months in advance. We lock in the retreat dates early so everyone can block their calendars.

First, we send out a survey to see which dates work for everyone. Usually, we do a spring and a fall retreat. Summer and winter tend to be busier for people, and we try to avoid intruding on anyone’s personal lives. We also want to make sure most people can attend—this maximizes the value we get out of the retreat.

We always plan our retreats to include a weekend so we have full days away from work. From there, we keep things flexible.

During our previous retreat in Japan, the weekend was rainy. Instead of trying to enjoy Japan in the rain, we shifted our schedule. We spent Friday outside and worked on Sunday.

We used the same strategy this time. It works really well! It’s also easier to book most things on weekdays.

Tip: Choose dates early—3-4 months in advance. Ask for everyone’s availability using a survey and optimize for the majority.

Picking a location

Once we find the dates that work, we start brainstorming destinations. Here’s what we consider each time:

• Visa requirements
• Flights and layovers (we have team members in the US, Canada, Spain, and Turkey)
• Accommodations
• Activities and meals
• Safety and security
• Costs for all of the above

In the past, we’d been to Portugal, the Czech Republic, Croatia, the USA, Spain, Mexico, and Japan. Right now, more than half of our team lives in Canada, with six in Toronto. That made picking Ontario an easy choice, especially after a Japan retreat. 

This time, we wanted to focus on accommodations over the destination. We wanted a place where 14 people could comfortably work—both together and independently. Some of us need focused uninterrupted time. Others have to take calls and attend meetings. Our accommodations had to serve both purposes.

We found a luxury lakefront cottage one hour away from Toronto. On top of being a large and beautiful space, it offered lots of cool amenities. We had access to the lake and kayaks, a sauna, multiple hot tubs, and a cold plunge. Indoors, we had a game room, a gym, a movie theater, and lots more.

While the Ontario cottage country isn’t as exotic as Tokyo, we made up for it with an amazing Airbnb.

“The location emphasized to me that the destination isn’t what made it fun. It was the people.”

Adam Laycock, engineer at Canny

All 14 of us couldn’t comfortably fit into one Airbnb, so we rented another smaller one two doors down. This meant everyone could have their own bedroom—almost all had an en suite!

“Accommodations were super baller. They had all the activities to keep us engaged. It was such a comfy stay.”

Alice Wong, sales at Canny

Everyone had enough space to rest, work, and play.

“I loved the accommodations. Something about staying in such a nice space really makes the event.

Some attributes I loved about our place:

• Huge living room and kitchen that can easily fit our whole group
• Great amenities like games room, movie theater, sauna, gym
• Luxurious level of quality”

Andrew Rasmussen, co-founder of Canny

Tip: If you want to encourage brainstorming and collaboration, make sure your accommodations can serve that. Find a place that offers enough room and a variety of spaces. Large shared spaces, some secluded and quiet areas, and, ideally, “fun” spaces as well.

Arranging transportation

We booked flights for out-of-town guests well in advance to get the best prices.

For transit on land, we rented two Chrysler minivans. We coordinated flights and pick-ups in advance to make logistics go smoothly. 

Tips:

1. For best cost-savings, think through transportation logistics ahead of time
2. Don’t plan any group activities for the first day of the retreat
3. Give people time to settle in for the week ahead

Feeding the whole team

This required more planning than usual. Since we didn’t stay in a densely populated city, food options weren’t as readily available.

We started by researching restaurants in the area. Most of the good ones were in a larger town nearby. We wrote down some restaurants and contacted each to see if they needed advance notice for a large order. We also researched delivery options for each. Then, we looked at our activities itinerary and decided which restaurants were on the way to or from those activities. 

We briefly considered getting a private chef, but that turned out to be extremely expensive. Catering options were very limited.

When we weren’t going out, we had to make sure we had enough food at home. Since we were staying in a smaller town (35K population), we decided to cook most of the meals ourselves. After all, we had a fully-equipped kitchen in our Airbnb! This worked out well and gave us more opportunities to bond and collaborate.

We planned for all breakfasts and several lunches to be self-serve. We made a food list and a separate food itinerary in Notion. Here’s what it looked like:

Getting organized in advance simplified shopping. We knew exactly what and how much we needed for each meal. In stores, we picked a category (breakfast, lunch, snacks, drinks, etc) and split up. This made shopping more efficient.

A few team members highlighted the home-cooked meals as one of their favorite parts.

Tip: Get super-organized about food. During the retreat, you’ll be too busy to think about it.

Planning activities

Great activities are a big part of making a retreat memorable, so we put a lot of thought into what we want to do.

Before committing to anything, we asked the team what they were interested in. We actually set up a separate Canny board where team members submitted ideas and voted on existing ones 🙂

You can do the same in Canny, and it’s completely free.

We also purposefully made some of them optional. Our past experience showed that some people like to always be on the go, and others prefer more downtime. We wanted everyone to get what they wanted out of this trip.

We researched, planned, and booked the following in advance:

• Local hockey game
• Curling
• Pumpkin patch visit (pumpkin picking, corn maze, hayride)
• Escape room
• Murder mystery game at home

We reserved plenty of downtime to enjoy our Airbnb and everything it had to offer. That included:

• Jam sessions (we rented musical instruments)
• Halloween decorating and party
• Board games
• Movie nights
• Pumpkin carving
• Numerous sauna, hot tub, and cold plunge sessions

Tip: Some things to consider for activities are:

1. What’s unique to where we’re staying?
2. What festive events might be happening?
3. What kind of energy levels can we expect each day?

The itinerary doesn’t need to be jam-packed—allow for sufficient downtime. This leaves room for spontaneity and space to recharge.

“It was nice to have the emphasis on bonding with the team versus exploring the country (like we did in Japan).”

Niall Dickin, engineer at Canny

Getting work done

Retreats are actually some of our most productive work times. It’s a great chance to collaborate in person. We typically do more high-level strategy meetings.

At the beginning of the retreat, we recommend that leadership does a kickoff. It’s a great way to get everyone aligned and in the same mindset for what’s to come during the week. It’s also a good time to share big plans.

These trips give us a great opportunity to brainstorm together in person. After we go home, we keep that momentum and collaboration going.

To ensure these retreats are productive work-wise, we specify what we want to get done beforehand. This can include:

• Which meetings do we want to hold?
• What specific things do we want to achieve? (complete a project, ship an MVP feature, record a video, etc).
• What ideas do we want to collect? (product features, blog ideas, onboarding initiatives, etc).

Everyone can run a meeting, see how others work, and get involved. We plan meetings in advance and set clear goals and agendas.

“The collaboration was great. It was easy to take action on things quickly.”

Adam Laycock, engineer at Canny

One of our team members, Julia, joined Canny only a week prior to the retreat. This was a great opportunity for her to get to know everyone, shadow others, and bond with the team.

“The collaboration during onboarding was amazing. It provided a great opportunity for us to come together, share insights, and really get to know each other. It was especially helpful in absorbing all the new information.”

Julia Valade, customer success at Canny

On an everyday basis, we sometimes miss a chance to walk up to someone’s desk and pick their brain. This is exactly what retreats like these accomplish.

“Compared to other retreats, this one felt the most productive. I also enjoyed being included in all activities, and I returned home not as tired as from previous retreats.”

Maria Vasserman, content marketing at Canny

The marketing team was able to create lots of content during this retreat. You’ll see some photos and videos pop up on our social media soon. Give us a follow to see them 😉 

• LinkedIn
• Twitter
• Youtube
• Facebook
• Instagram
• Tiktok

Tip: Make sure your team’s leadership thinks about how best to use your time together in person. They should be prepared to run meetings by having goals and an agenda. We always have action items noted down at the end of each meeting.

Hackathon

This activity deserves a special mention. After the kickoff, we brainstormed some ideas that aligned with where we want Canny to go. Then, our developers split into pairs, picked an idea, and got to work. They only had a few days to work on their idea, so the goal was to build scrappy but functional MVPs.

Design and marketing teams assisted engineers—they mocked up designs and planned promotions.

On our last day, each team presented their ideas. This day fell on Halloween, so we presented in costumes.

Our Smart Replies feature was born out of this hackathon.

“The highlight was the hackathon. Not just because we built some cool stuff, but also because it let me work 1:1 with a colleague that I haven’t directly worked with before.”

Ramiro Olivera, engineer at Canny

What we learned

Our biggest goal for these retreats has always been bonding. We prioritize culture, and retreats are a huge part of it.

We believe that we achieved that—many people on the team mentioned bonding as one of their highlights.

Spending a whole week with anybody can be overwhelming, not to mention coworkers. We made a point to strike a balance between work, activities, and relaxing. We feel like this retreat in particular accomplished that.

Throughout the retreat, I ask everyone to take videos in landscape mode. At the end of every retreat, I put together a little video. It’s a great way for us to relive every retreat and the good times we had. The video also gives future teammates a glimpse into what working at Canny is like.

We took note of some things to improve for next time:

• Apply for visas even earlier than we think
• Ask for more help with planning when we need it
• Delegate shopping/cooking responsibilities even more
• Make more activities optional

How you can make your corporate retreat awesome

If you’re sold on team retreat now, that’s great. You’ll get a lot out of it, and your team will definitely thank you. Here are a few pointers to help you make it a success:

1. Survey the team as much as possible in advance. Ask about dates, locations, preferences, dietary restrictions, activity ideas, etc.
2. Plan as early in advance as possible—at least 3-6 months. Think of dates, locations, travel, transportation, visas, schedules, food, activities, and work. We know, it’s a lot.
3. Ask for help from the team when you need it. Don’t try to do everything yourself.
4. Encourage each team member to set a goal for the retreat. This will help keep this productive and worthwhile.
5. Encourage collaboration and participation. Schedule meetings and brainstorms, but also leave time for people to split into groups and do their own thing.
6. Remember: it’s impossible to please everyone. Just do your best!

We hope that you’re now excited to plan your team retreat. We’ll share more about our retreats and team activities, so stay in touch.

Sarah Hum

Hey there, I'm one of the co-founders of Canny. As a founder, I dabble in pretty much everything but my expertise is in product design. Outside work, I enjoy digital illustration, a cappella, and hanging out with our dog, Emmy.

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But sometimes what starts as a bug report can turn into a great new feature.

Identifying these feature opportunities can help product development and lead to smarter use of resources.

Not to mention they make your customers feel heard!

In this post, we will:

• Explain the difference between a bug report and a feature request (it’s not as obvious as you might think!)
• Show how to sort bugs to identify feature requests
• Share how we at Marker.io use Canny to organize and prioritize these requests

Let’s dive in!

Bug vs feature: what’s the difference?

A bug is an unintended software error. A feature is an intended functionality.

Bugs disrupt the user experience and appear under specific conditions. Features should enhance the user experience.

And at first glance, it’s that simple.

But in real-world scenarios, the lines start to blur:

1. Design decisions. What your users consider a bug (“Why can’t I do X?”) might actually be a conscious design decision from the product team.
2. Undocumented features. Developers sometimes add minor product features that new users might perceive as bugs or glitches. This highlights the need for a solid changelog.
3. User expectation ambiguity. Different users might interpret features differently. This leads to a gap between expectation and actual functionality.
4. Unintended benefits. What starts as a bug can become a feature if users find value in the unintended behavior.

People who aren’t tech-savvy often label any undesired behavior as a “bug” – even if it’s just a feature they don’t understand. Testing the product with users first can help avoid this confusion.

So, while the terms “bug” and “feature” may sound simple, they can get confusing in practice.

Now, let’s look at how you can clear up these confusions.

How to turn a bug report into a feature request

Let’s look at a real-world example.

Marker.io, our tool, helps development teams collect website feedback from clients and colleagues. This includes bug reports with screenshots, annotations, technical metadata, and more.

A few months back, a customer contacted support. They said: “Hey, my client can’t see bugs that were already logged by our internal QA team. This leads to duplicate reports. What’s going on?”

But our tool is made this way on purpose. We wanted to keep it simple for guest reporters who aren’t tech experts, so they don’t get overwhelmed by lots of complicated bug reports.

Again — a conscious design decision, perceived as a bug!

So, we turned that bug report into a new feature request, in Canny, on behalf of the client.

This turned out to be something other customers wanted, and it gave us:

• Insight into our customers’ pain points, which we can use when designing the new feature
• Ideas for other use cases, explanations, and expectations from our end users

This kind of information is invaluable to us.

But there are a few challenges:

1. Figuring out the problem and rephrasing it as a feature request. “My client can’t see feedback from internal QA” – presented as a bug – really means “Allow guest reporters to see feedback from members”. In some cases, we need to discuss this further with the customer.

2. Grouping similar feature requests. Users describe your platform in various ways. This means customer support has to work hard to figure out what features are being asked for. They have to avoid duplicate requests and combine them into existing ones.

Want to easily manage feature requests? Try Canny’s feature request software for free. 

Case study: transforming bugs into features

Sometimes, features and enhancements can be perceived as bugs.

They can:

• Create performance issues
• Cause unwanted behavior (e.g., autoplaying videos…)
• Introduce security flaws
• Make the product more complicated from a user experience perspective

But with smart product design, you can also flip the script, and turn limitations into advantages.

That’s exactly what happened with Gmail.

They had a built-in delay of about five seconds when processing an email message.

Some might have viewed this as a performance issue or minor bug. But the Gmail team turned it into the “undo send” feature.

Now you can even customize how long you have to cancel an email, from five to thirty seconds.

If your product makes users wait for a bit, consider implementing a similar hack. You can get an easy win that elevates your product’s user experience.

This proves once again that sometimes the line between a bug and a feature is more about perspective and creativity than anything else.

Bug vs feature: how to prioritize

Managing a backlog full of customer issues while juggling a feedback board loaded with feature requests can be tough.

Some teams choose to “fix all bugs before working on new features”.

However, developers often find working on new features more exciting.

For a novice project manager, deciding what to prioritize can be tricky.

But there’s a simple solution to this issue. Despite their differences, bugs and features share one thing: missing functionality.

Simply put, “bug” or “feature”, as shown above, is just a label.

Yes, understanding the nature of each issue aids in task prioritization, but:

• Can you confidently say that all your bug fixes are more crucial than new features?
• …and are these new features truly going to affect your bottom-line more than this app-breaking bug?

(Extreme examples, but the point stands)

What brings the biggest value for the customer?

Whether it’s a bug or feature request — rearrange your bug tracker’s labels. For instance:

• Paying (this bug/lack of feature is impacting paying customers)
• Breaking/deal-breaker (we will lose customers due to this missing feature/bug)
• and so on

With proper organization, the item with the highest customer value tops the list, whether it’s a bug or a feature request.

Another good way to gauge feature request value is with Canny’s upvote feature (and you can even sort by MRR impact!).

Remember these two points during this process:

• Don’t assume that creating a new feature is quick. It often ends up introducing more bugs.
• Your developers are likely to advocate for new features over bug fixes. Yes — working on a new feature is more fun than fixing bugs. No surprise there!

Maximizing product development: the bug vs. feature equation

Turns out that the difference between a “bug” and a “feature” is pretty nuanced.

Design choices and how customers see things can make a bug become a feature, or vice versa.

But the main principle stays the same: focus on customer value. Evaluate the impact of the bug or feature on the user experience, improve your product, and prioritize tasks effectively.

Nathan Vander Heyden

Nathan is Head of Content & SEO at Marker.io, a visual feedback tool to collect bug reports and feedback during website development.

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One powerful tool that can really help is Canny. And in this blog post, we’ll explain how.

We’ll also explore how Canny can help your business thrive, especially in the B2B context. Keep reading!

What is Canny?

Canny is a product management tool focused on user feedback. It’s designed specifically for businesses. It helps companies to collect, manage, and analyze customer feedback effectively.

When you harness the power of customer input through Canny, you can make informed decisions. That helps you improve your products and services.

Understanding the B2B environment

Before we dive into how Canny can assist in growing a B2B business, let’s take a moment to understand what B2B actually is.

In B2B (business-to-business) transactions, companies sell their products or services to other businesses. In contrast, B2C is business to consumer. These relationships are typically long-term and involve larger purchase volumes. Building strong and lasting relationships with clients is vital in this space.

Canny can help you keep, improve, and build more B2B relationships in the following ways.

1. Collecting customer feedback

Canny allows you to gather valuable feedback directly from your clients. Our feedback portal invites your customers to voice their opinions, suggestions, and concerns. This feedback is invaluable in understanding your customers’ needs and expectations.

2. Prioritizing feature requests

Canny enables you to categorize and prioritize feature requests. By analyzing the feedback and identifying patterns, you’ll know exactly what to build. You can focus on developing features that align with what your customers need. This helps to create a more customer-centric product and streamline your business.

3. Enhancing customer engagement

Canny can help improve your communication and engagement with your clients. How?

You can respond to customers’ feedback and update them on feature developments. This level of interaction fosters a sense of partnership and builds trust.

4. Driving product development

You can use the insights from customer feedback in Canny and decide where to take your product. You can also identify:

• Areas for improvement
• New features to incorporate
• Potential product enhancements

This process ensures that your offerings align with your customers’ evolving needs. 

5. Demonstrating transparency and trust

With Canny, you can become more transparent.

When you showcase the feedback you’re getting and how you action it, customers start trusting you more. They feel that their opinion matters and that you actually care.

This transparency can become your powerful differentiating factor in the competitive B2B landscape.

Listening to your customers and adapting to their needs is essential for growth and success. Canny offers a comprehensive solution to collect, manage, and analyze customer feedback. These insights you get from user feedback can drive your business forward.

By implementing Canny in your B2B operations, you can:

• Enhance customer engagement
• Prioritize feature development
• Build strong client relationships

So start embracing this customer-centric approach today. It’ll position your business at the forefront of your industry, fueling its growth and profitability.

Get started with Canny for free today!

Canny

Canny is a user feedback tool. We help software companies track user feedback to build better products.

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Now’s the time when everyone starts sharing their amazing accomplishments, their growing numbers, and their big wins. It’s easy to get sucked into this comparison game and feel not so great about yourself.

Turns out that the business world isn’t that much different from the everyday social media world. Someone’s always better, stronger, faster, younger, more agile, and overall more successful. Or, so it seems. This can take a significant toll on our mental health.

Startup founders are built to doubt themselves. No matter how far you’ve come, you’re always comparing yourself to that large and well-known competitor. And suddenly your achievements don’t seem so grand. So here are a few tips on how to break that unhealthy habit and regain your confidence.

Focus on cold hard facts

This will be different for everyone. But try your best not to compare yourself to others blindly. Analyze your numbers (whichever are the most important to you). And then compare them to your own numbers from last year, from the year prior, from year one of your business. Better yet, calculate that growth percentage. Yes, it’s easy to grow 500% at the beginning because you started with nothing. But still – pat yourself on the back for that.

Bottom line: try to outperform your old self.

Moreover, you could be comparing your fourth year to somebody else’s fourteenth year. And that’s clearly not a fair comparison. So, keep that context in mind.

It’s good to look to others for some aspirational routines, but don’t let that bring you anxiety.

Instead, analyze what went right and led to your success. Break down what could have been better and how you can use that as a learning opportunity. Try to document all of that too, and set reminders to refer back to those notes.

Better yet – try to analyze competitors’ wins and, more importantly, fails. You can probably learn a lot from them too and prevent similar mishaps in the future.

Inspire your team

It’s good to be competitive, always challenge the status quo, and reach for the moon. But…not everyone enjoys that. Some creative thinkers will get demotivated very quickly if they feel like they’re never good enough.

Has this ever happened to you?

• You come home from school with an A- only to hear your mum say: “Oh, I wonder why it’s not an A or an A+”?

• Or maybe you come across a social media profile of someone you knew in high school and conclude that they’re much more successful than you (psst: it’s probably not true).

That’s how your team might feel when you set moving targets for them.

It’s OK if you work best this way. Keep at it! But figure out what your team needs and encourage them in the way that works best for them.

One way to combat this feeling of “not good enough” is to set SMART (specific, measurable, achievable, relevant and time-bound) goals. You’ve probably heard this acronym before, and it really does work.

When your goals are SMART, your team can better align on the desired outcome. And then you’ll all know from the beginning what you’re working towards, what success looks like, and what the expectations are.

Improve everyday productivity

Sometimes we get too caught up in our quarterly or even yearly goals (OKRs, KRAs, etc) and lose sight of what’s happening daily. Chances are, you could increase your everyday productivity and see awesome benefits quickly.

Assess how you spend your time on any given day. Is there any wasted time? Once again, don’t beat yourself up. Just set a reasonable expectation for yourself and your team. A never-ending list of items leads to burnout and too many unfinished tasks. So look for balance.

Here are a few productivity tips from Sarah Hum, co-founder at Canny:

• Block off time in your calendar for calls/meetings so the rest of the time can be used for focus
• Prioritize your tasks
• If you’re on the fence about doing something, say no
• Fewer meetings, more async
• Learn how to be good at delegation

Little things like that can lead to very big changes in the long run. Time management is tricky, but it makes all the difference.

Strive for balance, not perfection

Balance is key. If you’re constantly juggling more projects and tasks than you can handle, you’ll eventually burn out. You need to take time to recharge your batteries and enjoy life. 

Remember: your team looks up to you and mimics your work style. If they see that you’re always working after hours and on weekends, they’ll feel obligated to do the same. And that hustle culture can be too much for some people and can lead to people leaving your team.

So encourage a healthy distraction!

At Canny, we have many Slack channels to just chat. We also have random coffee chats every week (a Slack bot pairs us up each Monday). Once every 2 months we have a 90-minute “Team Hangs” call (attendance is always optional!). And we always talk about our weekends and fun things during every call.

These breaks between tasks really help us all unwind and get inspired. Try them out!

Celebrate wins, big and small

You’ve come a long way. No matter where you are right now, you’ve worked hard to reach this level. So did your team. So take a moment to celebrate.

Remember – it’s only natural to feel guilty, “not good enough”, get that imposter syndrome, and everything that comes with it. So acknowledge it. And then put your head down and keep going.

Sarah Hum

Hey there, I'm one of the co-founders of Canny. As a founder, I dabble in pretty much everything but my expertise is in product design. Outside work, I enjoy digital illustration, a cappella, and hanging out with our dog, Emmy.

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The post How to handle productivity guilt as a SaaS founder first appeared on Canny Blog.

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But it’s not always so simple. SEO has been a major growth strategy in many industries. And especially in SaaS, the landscape is pretty competitive. To ensure your SEO strategy is set up for success, you need to tick a lot of boxes.

You need to make sure that the SaaS SEO metrics you’re measuring are relevant. We run a SaaS company at Whatagraph and SEO is one of our main growth channels. Today, we’re going to give you an overview of the most important metrics to follow.

Organic traffic

There are many vanity metrics in digital marketing, and organic traffic is not in that type of SEO metric. The more people that come to your website, the higher chances you have at converting some of them. You can define conversions however you’d like. For SaaS companies, it’s usually free trials and paying customers that matter.

Measuring organic traffic is pretty easy. You can see it all broken down in your Google Analytics report. Besides organic traffic, you can analyze your page performance. That way, you can see which pages get the most visits.

If you have a seasoned SaaS website, you’ll notice that some pages are getting a very small volume of traffic. Moreover, some don’t get any traffic at all. Before doing anything, determine the type of page that is getting low traffic.

For example, having 10 visits to a money page (landing page that drives conversions) per month and turning those 10 visits into $1,000 is an excellent result. On the other hand, 1,000 visits to a page that brings no revenue does not sound so impressive in the realm of SEO metrics.

Therefore, look at traffic in context instead of isolation as an SEO KPI. A simple look at Google Analytics will tell you which pages are getting traffic and conversions. However, if a page is getting no traffic at all, it’s a sign to intervene.

Keyword research and content audits

This is when you know it’s time for a content audit in your SEO efforts. You can choose to update, rewrite or remove these pages, depending on your goals.

The best way to grow your organic traffic is to perform keyword research. 

It lets you identify keywords your target audience uses, and prioritize which terms you want to target based on search volume, competition level, and search intent.

Find these keywords, and then write amazing content around them. You can find these keywords using a tool such as Ahrefs or SEMRush.

Check out our list of free SaaS tools. Some can help with SEO too! 

Keyword research deserves a topic on its own, but we can say a few words to guide you in the right direction. There are probably thousands of keywords you can pick from that are relevant to your business, so make sure to choose the ones that make an impact.

This is the key part: not all keywords have the same effect. Some are for bringing traffic to your website (high volume), some are for raising awareness about your product (middle of the funnel) and others are mainly for conversions (bottom of the funnel). 

For example, consider these 3 keywords:

1. “SEO” – this is a super broad keyword and likely indicates someone wants to learn about SEO. It’s top of the funnel, and the searcher is far from buying an SEO tool
2. “SEO tools” – this is a mid-funnel search term. The searcher has some interest in SEO tools but needs to evaluate their options
3. “Buy SEO tool” – this is a bottom-of-funnel search term. There’s a clear purchase intent, and the searcher is just picking which tool to buy 

You’d create different content for each of those terms. The first would likely be a long blog post or guide. The second would likely be a comparison post looking at different vendors. And the last would likely be a sales page promoting your software. 

You see, while getting more traffic is great, it’s not the end goal. Sometimes, a page that gets 10 visits per month has a high conversion rate. On the other hand, a page that gets 1,000 visits may not convert at all.

Organic traffic is a crucial metric, but make sure not to look at it in isolation.

Further reading — what is a marketing roadmap?

Backlinks

You get a backlink when another website adds a link to your site. There have been many conflicting statements from Google throughout the years on the importance of backlinks for search engine results. However, backlinks are still a major ranking factor.

In theory, this means that pages that have more links pointing to them often rank well. In practice, it’s usually like this, but we need to add some fine print here.

Not all links are created equal. Google looks at the quality of the sites linking to you. 1 link from a great site is more valuable that 10 links from low-quality sites. Most SEO tools have a metric called domain authority that helps you judge link quality. 

If your content is superb and satisfies the search intent of your keywords, backlinks can skyrocket you in search engine results. If your content is poorly written, no amount of backlinks will help you rank well.

What does this mean for a SaaS company?

Naturally, you want to earn as many backlinks as possible. So monitoring new and lost backlinks should be a regular activity. The more backlinks pointing to your website, the more of an authority you become in Google’s eyes.

The most important aspect of links is making sure you’re getting links to the right pages. Even though the premise of getting 100 new links per month sounds amazing, those links need to go to the pages you want to see ranking well.

Your new backlinks should be pointing to the pages you’re trying to rank high in search engine results (i.e. pages that drive conversions). One of the most important things about links is to strategically direct them to your most important pages.

Monitoring Your Backlinks

At the same time, make sure to stay on top of lost backlinks. Losing one or two per month is OK, but anything more than that could harm your SEO efforts. That’s especially true if they’re links from sites with high domain authority. 

Most good SEO tools offer the option of getting automatic updates for new and lost backlinks.

Losing backlinks may not be a huge deal if it’s a few per month. It actually happens naturally as content gets updated, curated and deleted. However, losing many of them over a short time period could tank your rankings.

It’s important to keep perspective on what percent of your links you’re losing too. If your site has thousands of backlinks, losing a couple isn’t likely to hurt you much (unless they’re from high domain authority sites). 

If you do lose backlinks, be sure to investigate what happened. You’ll want to try to get the link back, and sometimes all it takes is contacting the linking website and asking to have the link restored. 

Building Links

Last but not least, keep in mind that most backlinks are earned and built in some way. There are very few websites that will link out to you naturally without some sort of prompt or incentive. This is not to say that you should buy links. But be prepared to work hard for each link that comes your way, especially for high-quality links from relevant websites.

But what about buying links? If you’re in marketing, your inbox is probably swamped with offers for cheap backlinks on Fiverr. And you may be tempted to buy, but those links will do more harm than good. In fact, buying links (or giving anything in exchange for backlinks) is against Google’s guidelines.

In general, outright paying for links is a practice you should avoid. A good link ends up costing money in any case. 

So, how do you build links then?

A very common tactic is guest posting. You need to pay a writer, an SEO specialist, an editor or someone who does outreach. They’ll contact websites in your niche, offer to write a guest post for them, and then create the content in partnership with the site. When they do that, they can control what link to your site is created.

No backlink is really free. But, it’s better to invest in your own SEO team rather than paying website editors to add your link and risk Google penalties.

Besides link exchanges and guest posts, there are other ways that you can naturally build and earn links for your website.

Some of them include:

• Creating link magnets/linkable assets (such as guides, unique research, or infographics) that writers use as references in their content
• Submitting quotes to other people’s content (using platforms like Help a Reporter Out)
• Broken link building (reaching out to websites with broken links to your competitors)

Once again, you’re technically not paying for any of the links you’re earning and building, but creating these assets and reaching out to other websites will does require investment.

Keyword movements

We all want to rank #1 for our most desirable “money” keywords. However, any good marketer can tell you that the journey from hitting “Publish” in your CMS to ranking #1 is a long and bumpy road. It usually takes months to get anywhere close to high rankings in search engine results.

You write amazing content and optimize it for SEO using a variety of tools. You then build internal and external links to it, and cross your fingers hoping it ranks. And, when you start thinking that things are going well, Google comes out with another algorithm update, and you’re back to square one.

Your keyword rankings can vary wildly across weeks, let alone months. This is why it’s a good practice to keep tabs on your main keywords and their movements. Your favorite SEO tool will have this feature, so you can load up your keywords and get daily updates on movements.

Tracking rankings is important because many times it’s a easier to see progress compared to organic traffic. You could see your rankings shoot up quite quickly while increasing organic traffic can take weeks or months.

If you run a SaaS business (or any business, for that matter), your priority should be keywords that are on the top of page 2 (positions 10-20). Just a small push can mean that they’re moved to page 1, bringing a hefty increase in clicks, views, and ideally conversions.

Tracking movements is also a quick way to determine which pages need some more attention. If you see a page dropping off or just barely touching page 1, it means it could benefit from some optimization or a few new backlinks.

Branded vs. non-branded traffic

If your company is Canny, the branded search term will be “Canny”, and you should monitor it as one of your main keywords. Even if it doesn’t seem like a super relevant keyword for conversions, it’s a good representation of the strength of your brand.

Branded search makes up for a good chunk of our organic traffic at Whatagraph. This means that people who search for our brand name are highly likely to convert and become paying customers.

As your position in the market grows and you become a household name in your niche, your branded traffic will grow. While it’s not a measurement of your success with SEO, it is a sign that you’re building your brand the right way.

You should be ranking #1 for your branded search term. If you’re not, you need to understand why and prioritize ranking first.

If a competitor is able to outrank you for your own branded terms, they will capture large amounts of traffic that are looking for your company.

Over time, increasing the search volume for your brand name, which is the result of your overall marketing efforts (not just SEO), can also show your team’s success.

Besides your main term, make sure to monitor related braned keywords. Based on our Canny example, these could include:

• Canny pricing
• Canny features
• Canny alternatives
• Canny reviews
• And others including your brand name

MRR from organic traffic

Ranking well for your most desirable keywords and having a lot of organic traffic are admirable achievements. But in the end, organic traffic does not pay salaries, so let’s look at some tangible traffic.

At Whatagraph, we use a combination of Google Analytics, Salesforce and Dreamdata to attribute all of our revenue. This allows us to pinpoint almost every dollar that came to the company, down to the first and last touchpoint.

This is by no means a plug for any of these tools – we’re just trying to drive a point. With this combination, we can pinpoint how much of our monthly recurring revenue came from organic and SEO. We can see what the average deal size is, what the annual contract value is and more.

MRR from organic traffic is just an illustration of the metric that you can use. You can use some of the following:

• Conversions from organic traffic
• ACV from organic
• Average deal size from organic
• Pipeline created from organic

The point is tying organic traffic to specific business outcomes. Metrics such as views, sessions, and even bounce rate are important to marketers. While these are excellent ways to gauge if you’re doing good marketing work, these metrics won’t mean much to a CFO or a CEO.

For internal purposes, we also use metrics such as conversions from organic traffic. We use these metrics to track our campaign performance. We also use it to stay on top of movements down the sales funnel.

Start tracking your way to SEO success today

What gets measured gets improved. The problem is, in the marketing world, there are so many options to choose from. Many times, it can be hard to determine which metrics actually move the needle. Hopefully, we shed some light today on which metrics matter for a SaaS business.

Mile Zivkovic

Mile Zivkovic is the Head of Content at Whatagraph, a marketing reporting tool used by top agencies and in-house marketing teams.

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