YouSaid · the spoken record

Jean-Charles Samulian

lines on the record
34
first
2020-04-03
most recent
2020-04-03
sittings or episodes
1
sources
podcast

Every line below is reproduced as it was said and linked to the record it came from. Nothing here is summarised or generated. Directory · Search · Corrections

  1. “The two are really connected, and for us it comes back to our vision, which is to be the only app that everyone in Europe is using to access healthcare, meaning the best prevention, the best information, access to care, and having health insurance as the foundation for it. So for me, it's linked to that. It's how we build the organization to have that international growth, to keep differentiating our insurance offering, and to add more and more healthcare services that help people live better, that help people have a more holistic healthcare. And if we manage to do that, we will be really, really happy.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  2. “I think for us right now, one of the hardest roles is B2B marketing because we are both on SMBs and larger companies and there are not that many companies that have really scaled very quickly on B2B for SMBs, for HRs in Europe. And we want people that have experienced Europe because the market is very different from the US. So it's where it's hard, but we are moving forward there.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  3. “Yeah, so it's like every part is written by someone from the team. So it's very distributed. And for me, I think it takes between one to two hours to put everything together, but it's not really writing it. That takes time. It's the strategic thinking and the priorities for the companies and challenging the people of the company that takes time. So for us, it kind of replaces the weekly meeting that executive teams have. So everything is done in a written and asynchronous way. So it's two hours that are really spent on strategy and discussing the problems we have and more than just writing the update that is just a side effect. So I would not see that as like we spend time writing the updates. The update is just a consequence of the work we do as a team.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  4. “I have so many people I should thank that I'm not sure I can list one and I think it would be unfair to the others but I think what I tried to get from every people I interact with which can be my investors other entrepreneurs always try to understand how they think and how they come to conclusions and I think the most fascinating thing is to see how people work and I love shadowing people and trying to follow people in their daily work to see how they solve problems and I think that has been the most meaningful way for me to grow on some topics”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  5. “We were pretty lucky to raise the Sydron when we had only a four-pager document. So it was really people we have built a relationship in the past and it was a few business angels like Brent Obermann, Guillaume Sarkozy was the former CEO of one of the largest health insurance in France, but also a VC, a partek in France, and Paul Demar ⁇, who is also a big owner of an insurance company in North America”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  6. “Yeah, we had tools for everything. We had a trailer board for everything. And for the sitting plan, we had 400 guests. So it was kind of a lot. And so we built this Google Shield document where we put a lot of criteria on how people would fit with each other. And so we did the first mapping like that. And then the algorithm, in fact, was my wife who woke up one night at 3 a.m. She could not sleep. And she took those big blank paper and she draw the tables for 400 people based on the algorithm we built. And it was just amazing. So it's my wife who is the perfect algorithm. She's a genius.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  7. “Yeah, we are very excited with my wife. It's any day, so she can call me right now. But Jok aside, I think it will teach us a lot of things on having a lot more empathy, being more patient, like being able to handle more complexity. I think it's also going to be a great test on my self-organization. I've been kind of extreme of how I allocate my time. So I think it's just going to be new challenges, but I find that, especially in our industry where we are trying to solve healthcare for everyone, being a parent is going to help us build a lot more product, I think.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  8. “Going to answer three literature. It's from Camus Lorient, sorry, it's in French, but it's a beautiful novel on humanism. I think science fiction is foundations from Asimov, which is really amazing on how to think about society and the different shapes that society can take. And in terms of business book, I would say the Everything Store from Bradstone, which is about the history of Amazon, which I find just fascinating, how they dig deeper in everything.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  9. “What we do is that we do the request, so we ask questions and we try to thank, but the way we thank, we try also to do it in a more meaningful way. So having a call or like a really personal message to the people helping us on top of the weekly, we find it even more strong.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  10. “Overview of the company that the whole team is reading every week, the whole team is commenting, and we also ask questions and help for our shareholders, and they answer on that.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  11. “The measure of things we've shipped, what we have learned. We also share the lowlight of the week, what didn't go as expected or what we are not prudent of. And then we share the top three priorities of the company for the week to come. With a quick explanation. So everyone in the companion, every of our shareholders, they know what we are up to. I try also to share our key metrics, so some very important metrics we have. One aspect of our culture, so we discussed a lot of culture, so I try to give an example of what we have done this week that is very compatible with our culture. And then we have a longer part, which is a deep dive in a few topics, which are growth, product, international, brand on communication, people on finance. And for each of those topics, we have the same framework, which is key metrics, highlights, lowlights, top one problem to solve next week. And it gives you a 10-page document that give a really great and simple”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  12. “On what you are struggling with. And it makes, for example, your board meeting a lot more productive because you don't spend time on updating on the business. They know how you think about it. You spend time on strategic topics. And then what is I think really important is how you structure your weekly updates. And for us, what we try to do is to have a few very important parts. The first thing is the strategic update. So every week I write a few lines, a few paragraphs that are connected to our strategy. For example, this week it was what is going to be the impact of COVID-19 on our business, on our team, and on the community, how we can help the community. Then we always share a member story. So a story of one of our users, which can be very positive or from a detractor just to connect the whole team to what our users and our investors to what our users are experiencing. What we add after that is the value we have built this week.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  13. “I think they are the best because they are not investor updates, they are team updates on which I put my investors. And we do a weekly update and we have done every week since even before we created the company. So I think it's 230 weekly updates now. And we share the same thing to our world team and to our investors. And we do it on a weekly basis because first, as we said, you can achieve a lot in one week, whatever your size. And if you don't ship something in one week, I think you have a problem as an organization. So it forces us every week to say what we have achieved, what equity value have we created every week. Also, we tend to think that human beings are kind of free at planning their time and schedule at more than one week. So we feel that it's a good or reason of time just to do an update on the achievement on what we want to achieve next week. Last but not least, it's really an amazing way for people to get updated on what we do, on what you are up to.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  14. “Think it should be both, so it's not a really great answer, but every week I think we all try to celebrate what we have achieved and really spend time to thank the people who have done that and also try to thank yourself. But human beings, we become very used to what we do. What is interesting, that when you do something that seemed so huge one year ago, once you have done it, you say, ah, it's kind of normal. And you need to fight against that. Like you should still celebrate it and it's really important because it makes the company move forward. But you should not forget ambition on the other. So the way we try to do it is to make those celebrations as opportunity for ambition. So it's more really what we have done is amazing and thank the team for doing that and connect it to the long-term vision. And when you just do that connection, how it fits with what we are trying to do, it just connects the dots and I find it super powerful.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  15. “Think where I struggled a lot at some point, and I've been working a lot on it, is to give more praise than criticism. And I have a tendency to consider that when we do something, even if that thing is excellent, we take it for granted it's what was expected from us, and then we move forward. And I think it doesn't scale very well for an organization because you really need to spend time telling people when their job is amazing, because it creates a very good feedback loop. For me, as an entrepreneur, it has been something that has been tough and I've been working a lot on that. It makes a tremendous difference because you focus on what is positive, you focus on reinforcing the good behavior, reinforcing what is great, and it gives so many great examples to your team on what is achieving super well in your company that is transform everything. So I think it was one of my biggest challenges at some point. It's not totally solved, but I made a lot of progress on that.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  16. “Calendar every day from 8 a.m. to 11 a.m. I have a no meeting long thinking time where I go deep into topics. So one day it can be long-term strategy. I spend three hours on long-term strategy. One day it can be explaining better our culture. So three hours on that. One other day it can be what means delighting in our project and trying to define it for the company. One other part of my role is to be sure that the team is growing and”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  17. “I'm always surprised how much people don't consider the value of their time and how they accept to waste 20 minutes here, 20 minutes there. And at the end of the day, they fail unproductive. And for me, it was kind of a necessity to take control of my time, of my notifications as well, of my interaction with others. So for me, for example, it means no notifications on my cell phone, on my laptop. I am the one who go check things when I need to check. But again, for self-organization and extreme self-organization, it goes back to what problem are you trying to solve for your job. And for me, if I try to solve what is my job as CEO, it's mission and vision. Be sure the mission and vision is articulated, that people understand it, and that it translates our strategy. It's organization and culture, and it makes sure we execute on that vision, that people feel empowered to execute. So then my extreme organization try to match what is key to my role. So, for example,”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  18. “That have seen teams from very small to very big and that love to empower people around them. And then the process to hire the people is like you ask your investors, your peers who are the best people they know in the industry, you interview them, you try to find what are the things you really like, the things you don't like, and you try to define what is your ideal profile and you try to find people that match that profile.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  19. “The culture, building a great hiring process, documenting a lot of things, building a salary and equity grid that is public and transparent. But we felt that we needed at one point to have someone that was a lot better than us in scaling people organization. And for us, what was really challenging is that we didn't want someone that was pure people that have done just HR in the past. We wanted someone that really understood very well business. Because for us, people is about organization. And we don't want a centralized HR function when every HR problem or topic is handled by the HR function that it becomes meaning bigger and bigger. We really believe in distributed ownership and we think the role of the Chief People Officer is to empower everybody in the company to make people decisions. And so we have tried to look at what was the best profile and it was a profile who had worked in tech companies but also in more classical companies.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  20. “I think the answer is that it should be sooner than later. I think for us, we have been pretty lucky to do our first people or talent hire when we were only 14 or 15, and it has been really instrumental for us. And then later in the journey, we just now hired a chief people officer. But like hiring for people very early in the journey is really important. Again, I think the way to process it and to think about it for a company is to go back to the problems you are trying to solve. And that's the framework I use all the time. What is the problem we are trying to solve? And it's a problem like you are not sure of the culture of your company. You are not sure of the onboarding. You are not sure on your hiring process. You are not sure on I need to provide a career path to my team. So what are the problems you are trying to solve? And when you have defined those problems, do you feel that your current team is capable of solving them all? And for us, we felt that with the funders and some people that have been there for a very long time, we have been pretty good at building.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  21. “Today's check with, and then you have a coach that you see biweekly, and that is helping you to grow personally and to help you solve the challenges you have. So we really focus on building very strong written knowledge that you can go and dig really deep in the documentation, trainings, and people that are there to support you.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  22. “It's a super iterative process, and for us, I think it's a combination of making the onboarding really warm. So you want people to feel really welcome in the company, and you need to really think about like it's very strange feeling when you are someone joining a group of people that is already big and that already knows each other. So how you make that, the welcome really great. So it's a welcome breakfast. It's a lot of coffee and one-on-one. Then we have very structured onboarding in terms of documentation. So for every day in your first like three weeks, you have what you need to read, you have like training sessions that are live, and then you have three people that follow you very closely. You have what we call the role body. So it's someone that is going to help you understand what your job is at Alam and how you interact with others. You have what we call a cultural body. So it's someone that is going to help you understand our culture and how to interact with others. And you have like daily or every”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  23. “And you know in build scaling, you say you should hire very, very fast. I think we had a contrarian approach at the beginning, at least at the beginning of the company, where we remain less than 20 for a very long time just to consolidate the foundations. And I think what you need to do is define so.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  24. “Written forum on GitHub issues. And that base of knowledge helps every newcomer to see all the decisions we have made on its more than 4,000 decisions we have made in the past in a very simple and accessible way. And that helps build the knowledge and what is the culture and how to scale it. But all that go to trash if you don't build a hiring process and onboarding process that is very strong.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  25. “Would not say it was 100% painless, but it was a lot easier than I thought to scale at that pace. And I think it came with a very strong hiring process on always raising the bar, a very strong onboarding, on the very crisp definition of culture. And I think the biggest challenge is when you think you have a strong culture, but the explanation of it is not very crisp or is not crisp enough. I love the last Benoritz book. What you do is who you are, which explains that culture is not only about the values you have, but also the virtues, how those values translate into actions. What has been key for us to scale is that we documented a lot how we make decisions, how we interact with each other, how we solve problems, how we react in those kind of situations. And that is really great for people on board. One other thing that we did is that we have a lot of written discussion and most of our decisions I'll take in, not in meetings, but”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  26. “It's a really tough one, and you always need to fight for it. And the way we see it is we try to use that framework where we tell people you should make decisions with 70% of the data. So it's okay to make decisions when you don't know everything. You should move forward quickly. What we try to push people is to ask really the right questions. So you need to differentiate by making a quick decision just because it's quick or asking the right questions and just challenging what are the best things to be challenged and what are the best things to be challenged. Very often they are the things that people think are very common knowledge. So the industry is working like that. You should always do that. That's the kind of sentences where you know there is a problem because people have switched their brain off and I've just said it should work like that. That's especially where we push people to dig deeper because it's where you find contrant thinking and where you find innovation.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  27. “Yeah, that's a really good tension to find, and it's really differentiating what is luck and what is execution. And I think it's really important to push people to do bold thing. And if they fail, try to understand if they fail because they took bold assumptions and those assumptions didn't work out, or if it was because of poor execution. And what is not acceptable is like repeated poor execution. It means you don't learn how to execute. And what you should favor and what we push a lot is how you make assumptions and you try to test them. And as in every scientific process, you make assumptions, they can be successful, they can be wrong. It's fine as long as you learn from it. And I think it was Alex Carp, the CEO of Valentia, who said there are two chips of mistakes, productive and non-productive mistakes, and you just want productive mistakes. The one you learn from. And for us, it's just testing the right assumption. So it's how you welcome mistakes as an organization.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  28. “Thing is non consensual, and that's something you need to train on coach people. You need to push people for courage to make decisions. And I like to see a company not as a democracy, and I think we should not be a democracy, but the sum of a lot of small, very enlightened despots who make bold decisions after taking the point of view of their peers, but not complying with the point of view and the difference is that.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  29. “I think first, what you need to start with is what do you want to achieve as a company? And us, for example, we knew that we had a very big ambition. The playing field is huge and healthcare systems are broken all over the world. In order to reach that ambition, we knew that we need to attract the smartest people on earth. And if you want to do that, you want to give them the power to make decisions. So it's where distributed ownership comes. It was just natural. Like you want everyone in your organization to be capable of making the right choices. And for distributed ownership to work, we thought that you need a few principles. First, you need to define what means excellence in your company. For us, it's how you think rigorously, how you make decisions, how you redig deep. Also, it's important for distributed ownership is to tell people they should not fear being contrariants and that they should try to be right. I think you discussed that a lot with Marco Ward on the show, but like building the right”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  30. “I think one of the links between aerospace, healthcare and insurance is that they are all very heavily regulated. And one of the learnings that regulation is not a curse. For me, it's an opportunity to innovate. Markets with high barrier to entry, they are likely to be places where you can make a huge difference because innovation is so hard because of regulation that people don't even try. What you need to do is one of my biggest learning is that you need to see regulation as part of your project, part of your core knowledge. It's really an opportunity to approach things with the jobs to be done framework and not just as a legal constraint on, yeah, there is regulation.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  31. “Without friction and wondering how to do that, we decided that health insurance was the best way to start building a health insurance company because in fact with health insurance company you are in contact with every stakeholders, the users, the doctors, the hospitals, the pharmacists. You have a revenue model, a business model which is kind of very rare in the healthcare system. And the more you add services, the more you differentiate towards your long-term vision, the more you differentiate as a health insurance company. So it seemed pretty obvious. And the last thing was that as an entrepreneur, I had to deal with health insurance for my employees in the past, and it was one of the worst user experience, really unclear, non-transparent. We felt that they were trying to screw us at every step. So like every task we align and we decided to create a land for those events.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  32. “Me is one of my grandfathers got sick and he got diagnosed with a cancer, a lung cancer. And I just knew that I wanted to transform the healthcare industry. Like it was in my guts every morning when I woke up and so I decided to do a transition and I adoption for secondary. So I decided to sell my shares in my first company and to move forward with my teenager dream which was to build a healthcare company. And then it was starting from a blank page again. It's like I know that I wanted to build a healthcare system that was frictionless, fair and friendly for everyone but I didn't know how I went to one of my friends who is now my co-founder Charles who did his career in San Francisco at Facebook and Twitter and we knew that we wanted to build something and that the long-term goal would be to be the only app that people use to access healthcare which means accessing the best prevention, accessing the best information, the best care.”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  33. “Also, the ideas with friends. And one of those ideas was that aircraft sits, so the chair in aircraft were really stuck in the 80s in terms of technology. And very quickly, we managed to convince people from the industry, like the former CEO of Airbus, that it was a good idea to try to transform aircraft seating. And we got like 1 million of financing even before our graduation, even before knowing we were going to build a company on that. And so we just decided to go. And we developed the lightest aircraft chair for economic class, dividing by more than two the weight of a seat, which generates massive fuel savings and massive CO2 savings. And we did that through a few technological breakthrough, composite, titanium, and a lot of ideas and distribution and manufacturing. And it was really a wonderful journey. But at some point, I think like the real armament and it was kind of a sad moment for”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source

  34. “I think I've always been a big fan of technology, like a lot of people on the show. I started building websites when I was 12. I sold the first one when I was 13. It was like very small website, but it was kind of magic to know that you can build whatever you want from your room as a teenager in Southeast of France. And being from a family of doctors, both my parents are doctors, I spent a lot of time wondering why the user experience was so poor for them, also so poor for the end user. That means us, the people unlike it's really weird the system where you have people that really want to make it work, but the experience at the end of the day has no technology, no user experience. It drove me crazy. So I knew all along that I would try at some point to create something meaningful for the healthcare system. And when I was in my engineering university at 2001-22, I was working already on a few healthcare-related projects, but bumping”

    2020-04-03 · The Twenty Minute VC · 20VC: The Framework to Scale A Team From 20 to 190 in 24 Months, How To Structure The Perfect Investor Updates & How To Create A Culture of Distributed Ownership with Radical Transparency with Jean-Charles Samulian, Co-Founder & CEO @ Alan · IDENTIFIED FROM THE TRANSCRIPT · source