Speaker Bio

Jonathan is a legendary figure in the fields of innovation and education – but perhaps best known as a co-founder of Google Sheets. As the Vice President of Product Management at LinkedIn and the leader of Content and Instructor Experience efforts with LinkedIn Learning, he empowers instructors to create exceptional learning experiences and offers a versatile platform for experts to develop their unique teaching methods across various channels and delivery platforms. Jonathan’s impressive career includes founding the G Suite for Education product team, spearheading the creation of Google Classroom, Google Forms with Quizzes, and Google Expeditions to introduce virtual reality as an effective educational tool.  

Jonathan’s journey began in 2005 when he co-founded and sold 2web Technologies, which eventually evolved into Google Sheets. His expertise in launching and scaling technology products extends to advising and investing in startups, established companies, and founders across various industries. With a passion for product-led growth and finding market fit, Jonathan’s invaluable insights and valuable partnerships have benefited executive teams at renowned companies and investment firms. 

Top 3 Takeaways

The key to successful user adoption is building a bridge from your product to something familiar and easily understandable. [User Adoption]

• Google initially faced criticism for sticking to the traditional suite of productivity tools like spreadsheets, docs, and slides, rather than creating something completely different. However, their intention was not to reinvent spreadsheets; instead, they aimed to revolutionize how people share and collaborate.
• By maintaining the familiar structure of productivity tools, Google allowed users to easily adopt new features. They added real-time collaboration in the cloud with auto-save, seamlessly integrating it into the existing slides, docs, and spreadsheets formats. This approach ensured a smooth transition for users while offering enhanced functionality.  

Achieving momentum is crucial for scaling a startup. The question then arises: what drives momentum? [Scaling a Startup]

• The answer lies in narrowing the focus to solve a specific problem and conquering it. Twitter exemplifies this strategy by mastering micro communication through broadcast messages and user interactions.
• On the other hand, Instagram excelled at initial product usage. They attracted a dedicated group of early adopters who not only embraced the platform but also enticed others to follow suit and actively engage. By strategically honing in on a specific problem and effectively capturing initial user interest, startups can gain the momentum needed for rapid growth. 

When founders present an idea targeting a large Total Addressable Market (TAM), it is essential to assess their genuine motivation to solve the problem at hand. [Founder-Problem Fit]

• Do they possess a deep understanding of the problem? If not, how do they plan to acquire that understanding?
• This is crucial because while founders can conduct research on a particular area, it requires genuine effort to reach a level where they can confidently propose a compelling solution and prioritize the necessary criteria for an MVP (Minimum Viable Product) release.
• It’s not just about gathering information; it’s about developing a strong opinion and insight into the problem space to ensure an effective solution is delivered. 

Interview Highlights

Part I: Career & Investor Experience

Part II: Advice for Founders and Early in Career Talent 

Part III: Product Development: Success Factors & Strategies

Part I: Career & Investor Experience 

Q: After achieving success with your previous company and being presented with various opportunities, what motivated you to join LinkedIn and focus on LinkedIn Learning? 

A: There were personal factors that influenced my decision. I have a passion for the creative aspects of technology and music production, and I wanted to explore how technology could support creators in those fields. Additionally, I had discovered my genuine interest in learning, but I didn’t want to limit myself to K-12 education technology. 

When I connected with LinkedIn, I realized that LinkedIn Learning encompassed content creation and the product side of the learning industry. This idea excited me, and I decided to join the team. 

Q: Can you share your experience working on the product that eventually became acquired by Google and transformed into Google Sheets, particularly in building what could have been seen as a direct competitor to Microsoft Office? 

A: When we initially embarked on developing what would later become Google Sheets, we were hesitant to showcase it to others, especially considering Microsoft Office’s dominance in the market. As a small startup, competing directly against a tech giant posed significant challenges. However, our focus was not on challenging Office but rather on addressing specific use cases, such as seamless sharing, real-time collaboration, and cloud-based auto-save within the productivity suite. 

During a meeting with Microsoft, they acknowledged the interesting nature of our idea but expressed no interest in pursuing it themselves. We recognized that Microsoft possessed the resources to build a similar product if they chose to, but it came down to their belief and ability to execute the concept. In contrast, we had unwavering faith in our product and our capability to deliver it. 

Subsequently, when we approached Google, it was primarily for seeking opinions rather than intending to sell our product. The acquisition of our company by Google was an unexpected stroke of luck, as they recognized the value and potential of our offering. 

Q: As someone involved in startups and investments, what factors do you consider when evaluating whether to invest in a startup? 

A: The most crucial factor, and it’s a common answer, is the founders themselves. I pay close attention to whether they have previous success or experience in the industry their startup operates in. However, more important than their experience is their passion and understanding of the problem they are solving. I can relate to this from my own startup experience when I was driven by a genuine passion for the problem at hand. Seeing that same drive in an entrepreneur is a key ingredient that makes me eager to invest or partner with them. 

I always encourage potential founders to ask themselves if they truly care about the problem they want to solve. Will they wake up every morning excited to work on it? If the answer is yes, I say go for it! If not, it becomes challenging to persevere when things get tough. 

When founders present ideas with a large Total Addressable Market (TAM), it’s important to understand their genuine desire to solve that particular problem. Do they deeply understand the problem, or if not, how do they plan to gain that understanding? It takes genuine effort to develop a strong opinion on a great solution and prioritize the necessary criteria for an MVP (Minimum Viable Product) release. 

As an investor, I also look for early signs of success. Even if a startup has only 10 users, if those users are highly satisfied, it’s a positive indicator. Additionally, it’s crucial to assess the potential market size. If there are one million potential users similar to those initial 10 and the startup can make them happy too, it indicates strong product-market fit, which bodes well for future success. 

Q: [Audience Q] Have you ever worked full-time while also pursuing one of your startups? How did you manage the balancing act? 

A: Yes, I have! Balancing a full-time job and a startup can be challenging, and in my case, it ultimately didn’t lead to success. Juggling both requires significant effort and commitment.  

Fortunately, nowadays there are various services available for different aspects of running a business, which can ease the burden of building everything from scratch. In my personal experience, I have an Etsy store where I create unique items using a laser cutter. However, this endeavor is more of a hobby and not aimed at building a full-fledged business. 

If you aspire to build a serious business, it becomes much more difficult to manage alongside a full-time job. It requires substantial time and energy, and the decision to pursue it will depend on your circumstances and priorities. 

Q: [Audience Question] Is a computer science degree necessary to successfully found a technology company? 

A: While having a computer science degree can be helpful, it is not necessarily a requirement, especially if you have a co-founder or team member with a strong technical background. 

Part II: Advice for Founders & Early in Career Talent 
Q: Have you observed any common mistakes or pitfalls that founders often encounter? 

A: One common mistake is when founders are solely motivated by the desire to make money without a genuine passion for solving a problem. It’s important for founders to have a deeper purpose and connection to the problem they are addressing. 

Another mistake is when founders focus too much on secrecy and protection of their idea without taking the next step of developing a prototype or sharing it with others. Requesting non-disclosure agreements (NDAs) based solely on an idea can also hinder progress. It’s more beneficial to start building and refining the prototype, allowing others to provide valuable feedback and insights. 

Q: [Audience Question] How do you find a good co-founder for your startup? 

A: Networking plays a crucial role in finding a suitable co-founder. I always encourage entrepreneurs to never overlook any meeting opportunity, whether it’s with potential investors, advisors, or future employees who could bring value to your venture. Surprisingly, even random outreach attempts have led to incredible partnerships, friendships, and even acquisitions. It’s important to exercise discernment in selecting which events and meetings are worth your time, but strategically prioritize those that can offer valuable connections. 

In my case, I was fortunate to meet my co-founders while working. My first co-founder happened to be my boss, and my second co-founder was a member of my team. Sometimes, great co-founder matches can emerge from unexpected places, so keep an open mind and explore various avenues to connect with like-minded individuals. 

Q: [Audience Question] What advice do you have for individuals in the early stages of their career? How crucial is it to have a strong passion for their industry or product? 

A: While having a strong passion for your industry or product can be beneficial, it is not an absolute requirement for long-term career satisfaction. Discovering your passion often takes time and exploration. Personally, I was fortunate to have a passion for programming since high school, which led me to pursue computer science in college. However, it is common for most people to take time to find a true passion. 

Throughout my career, I also discovered new passions, such as education, after becoming a parent and witnessing my children’s educational journey. If you already know your passion but haven’t found the right career that aligns with it, keep searching and leaning in that direction. It takes time to uncover something you are truly passionate about, and it can evolve as you gain new knowledge and exposure to different industries and roles. Be open to new experiences and continue learning and exploring to find fulfillment in your career. 

Part III: Product Development: Success Factors & Strategies 

Q: What makes a product successful enough to invest in: high engagement with lots of happy users or having a successful business model that is profitable? 

A: It can be either! Having high user engagement and a strong user base is a promising indicator of a successful product. If people genuinely love using the product and it brings them value, there is potential to develop a profitable business model around it. However, it’s important to note that simply having high engagement and happy users doesn’t guarantee a sustainable business. 

Profitability and a viable business model are also crucial considerations for investors. While user engagement is important, it needs to be accompanied by a solid plan for monetization and generating revenue. Investors are interested in products that not only have a strong user base but also demonstrate the potential to generate consistent and sustainable profits. 

Ideally, a successful product would have a combination of both: high user engagement and a profitable business model. This indicates a strong product-market fit, where users are satisfied and the business is able to capitalize on that satisfaction. When pitching to investors, highlighting both user engagement and a successful business model can significantly enhance the attractiveness of the product. 

Q: Ideas are not usually unique, like when Twitter was created. There were over 100 microblogging platforms, but Twitter was the one that prevailed. What makes execution successful? 

A: The key to successful execution is momentum. When it comes to execution, narrowing the scope of the problem you’re solving and excelling in that area can generate momentum. This was a crucial factor in Twitter’s success. They focused on perfecting micro communication, combining broadcast communication and user interactions effectively. 

Another important aspect is the initial usage of the product. Instagram serves as a great example in this regard. They managed to attract a dedicated group of early users who were loyal to the platform. These users, in turn, attracted others to follow them and engage with the content, creating a snowball effect of growth and popularity. 

Ultimately, successful execution involves capturing and building upon the momentum generated by solving a specific problem exceptionally well and gaining initial traction with a dedicated user base. This combination of focused execution and early user adoption can significantly contribute to the success of a product or platform. 

Q: [Audience Q] As someone who is an investor, advisor, and founder, what is a product trend that often brings about strong product-market fit in the consumer world? 

A: One trend that can lead to strong product-market fit in the consumer world is the concept of “anchor users.” Finding an anchor user who can serve as a catalyst for spreading the product to their network of friends is a powerful strategy. As an investor and advisor, I often look for this dynamic in products, which I refer to as “building a bridge.” 

A great example of this approach is seen with Google’s suite of productivity tools, such as spreadsheets, docs, and slides. While some may have criticized Google for not reinventing the traditional productivity suite, our focus was on reinventing the way people share and collaborate. By leveraging the familiarity of existing tools like slides, docs, and spreadsheets, we introduced real-time collaboration in the cloud with auto-save, creating a bridge between the old and the new. 

The anchor user strategy capitalizes on the existing user base and their understanding of familiar tools while introducing innovative features and capabilities. This approach helps drive adoption and facilitates the spread of the product to a wider audience, ultimately leading to strong product-market fit in the consumer world.