Recalibrating for Entry to the Startup Scene #30
A self-described startup hustler, Ryan Dwana, is firmly planted in Indonesia’s exciting fintech landscape. He is the Head of Product Marketing for Stockbit and Bibit, platforms designed to increase financial literacy and empower retail investors through technology. He tells us his story as an ex-agency man advancing his career in the startup world.
Breaking into the Startup Scene
Entrenched in agencies for the better part of a decade, Ryan wanted more. To level up from managing communication, he knew that needed holistic views to inform his understanding of marketing. He set out to gain a practical education joining his first startup, Sociolla. His role at the beauty startup involved distributing Korean imports through the company’s e-commerce platform, making the job similar to his previous roles. Shift was a bit too subtle, not quite the experience he was looking for, but a step in the right direction.
A little more than a year later, Ryan jumped at the opportunity to work at Bibit. The product was the platform itself. Though he had handled some accounts with apps under an agency, this was different. His scope was much larger. It was a chance to get a helicopter view, fully immersed in the context of the business and industry offering a new vantage of marketing and product.
Essential Mindsets for the Startup Switch
Ryan tells us that taking ownership is one of the most significant mental switches necessary for transitioning to startups. Agencies ultimately are executors, taking direction from marketing departments who engage their services. Work is done according to briefs handed to them. In contrast, Ryan acknowledges the weight of the responsibilities that come with steering a startup:
“I’m in charge of the marketing. I need to understand the users…I cannot be reckless when I'm deciding the USP.”
Sometimes, these constraints put a damper on creative thinking so Ryan actively works to strike the right balance.
One way to achieve this is to build a team with some diversity and a range of experience.
“The team that I have in the office is mostly coming from the startup (space). But I think if there is a chance where I can hire someone from the agency, I might take it.”
Ryan observes that people with startup backgrounds tend to possess a solid understanding of business and products while those from agencies have creativity as a strong suit. Aware that culture in agencies is often different from startups, he considers how new recruits might share the spirit of the organisation.
Success is Forward Motion
Startup leadership is not for the faint of heart. Ryan recalls being told in a meeting that his idea and direction weren’t up to scratch. Not to be deterred, he took this as a challenge. Asking how he can understand the industry, product and users better, he expects to unlock the insights that lead to meaningful innovations for consumers. This year, he’s investigating the issues that grip the market: Why don't they want to invest? Or when they invest, what is their worry? What is their biggest pain point?
“Good product marketers need to react to change.” Startups don’t have the luxury of standing still as competition is agile. Ryan is constantly anticipating changes to adapt and capitalise on new opportunities. As a recent example, BiBit developed Zoom classes as a tool for financial education. A concept replicated by others, they focused on the quality of their content. Getting ahead of the curve, they’re oriented to develop something new even before they see shifts in behaviour expecting people to spend less time on phones and laptops as they rebound from the pandemic.
Focus on Fundamentals when Chasing a Moving Target
Like many hypergrowth companies in Southeast Asia, Ryan’s team at Bibit is comprised of talented young individuals hailing from diverse backgrounds. Working in a fast-paced industry, they’re continuously chasing milestone after milestone. Growth areas are often identified on the fly and leaders are constantly looking to address a wide range of gaps in hard and soft skills.
It’s only been 9 months since Ryan joined the organisation and he himself has some catching up to do to keep pace with his boss who's been in the industry for 9 years. Simultaneously developing in his role and bringing his team up to standard is an impressive feat. In training up his team, instils three fundamentals:
Learn from criticism
Ryan takes feedback in stride and encourages his direct reports to maintain a positive disposition. Critical feedback is reframed as markers for improvement. In a high-pressure environment, his management approach is refreshing: “I'm not demanding anything from you as long as you are learning, and I hope you are doing that.”
Listen actively
“When you’re doing online meetings, you lose the ability to listen.” In a virtual office, it’s particularly important to listen and not just hear others. He approaches communication with a sensitivity to non-verbal cues - taking note of gestures, reading between the lines and exercising empathy.
Work with intention
The startup space can be a bit more forgiving compared to the agency setting, where paychecks are contingent on perfect presentations. This creates allowance for some slack. Ryan prefers to run a tight ship with everyone working with diligence and care. “Use your words impeccably. Write intentionally.” As avid fans of excellence, he and his team pour themselves into their work and do not take their jobs for granted.
Creating Habits for Self-Reflection
Self-reflection is a powerful tool for growth and Ryan is creating habits and outlets for his learning. Over the course of his career, he has amassed a treasure trove of wisdom covering a wide array of topics - from leaving comfort zones to bouncing back from failure. Consolidating and sharing the knowledge through Twitter threads and his very own podcast, Ryan is making sure that he gets the most out of his experience while helping others along on their own leadership journeys.
Reflection Questions
The turbulence of transitions to startups and hypergrowth companies can be minimised with the right attitudes.
How might you harness the value of your team’s diversity and experience?
How can you help your team adapt to change?
What habits of self-reflection can you start today?