Latest / Women Disrupting Tech / How Dayana Marin Valencia Bootstrapped Adasight to Global Growth | Ep. 121

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How Dayana Marin Valencia Bootstrapped Adasight to Global Growth | Ep. 121 · Women Disrupting Tech

0:10
Welcome to Women Disrupting Tech.
0:13
My name is Dear Kanupkas, and on this podcast I give the women
0:16
who work in tech the platform they need.
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To. Inspire and empower each other.
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Join me on a journey into the world of entrepreneurship,
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funding biases, and role models to discover the strategies for
0:30
success in the tech industry. In other words, how women can
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disrupt tech. Are you ready to listen?
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Hey, welcome back to Women Disrupting Tech and thank you
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for tuning in to episode 121. I'm your host tier Konukas, and
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today I'm joined by Diana Marin Valencia.
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Diana is the Co founder of Adasite, a company that helps
1:02
startups and scale UPS unlock the full potential of their
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data. Originally from Colombia and now
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based in Amsterdam, Diana and her husband built their company
1:13
during the AI boom without VC funding, and in this episode,
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Diana and I discuss how she pulled that off.
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By listening, you'll discover how data can be a copilot for
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growth. Learn why she and her husband
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created a Remote First Global team from day one and see how
1:33
bootstrapping shaped Ada Site's success during the AI boom.
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What struck me in our conversation is how she frames
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entrepreneurship as a purpose, as a way to build something
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meaningful while helping others to do the same.
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In the end, it's a beautiful, deep, deep personal conversation
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that I hope captures the essence of Ada Site as a company and
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Diana as a person. So when you're ready to listen
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and learn how Diana bootstrapped Ada site to global growth,
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please welcome to Women Disrupting Tech Diana Marine
2:11
Valencia. So how I started as Co founder
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of other sites. So for this I would like to give
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a little bit background about me.
2:21
So I was always very entrepreneurial.
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So I was born and raised in Colombia.
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I did study industrial engineering and then when I
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graduated was 2012, it was the boom of technology.
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Facebook had some years already in the market, many startups
2:39
were popping up. So I decided to pivot my career
2:44
and I was very attracted by technology.
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So then I started taking a lot of courses and one of those
2:52
courses was at Stanford. Stanford Open a global program
2:57
for people to upskill. So then we form a group.
3:02
So the methodology was to form a group and the group have to
3:07
create a startup and also had to pick a lane.
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And then I picked the marketing lane and I became a marketer.
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So that's how basically I decided to to go by that.
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I was very passionate about numbers and also the combination
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with business creativity. So I think it was perfect for
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me. Then after that experience, then
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when my teammates at the university, we decided to launch
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a startup company. We were backed by the
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government, by the Ministry of Technology back then.
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So that was my first entrepreneurial experience, but
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we noticed we lack of skills. I mean, we were in Colombia in a
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very small town. We were talking about the
3:52
startups. Nobody could really understand
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what we were talking about. So at that particular time, then
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we said we need to probably leave or to be in a place where,
4:05
you know, we can be encouraged then to talk about technology.
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So then I decided then to start looking for a master abroad.
4:16
So that startup didn't work in the end.
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So I started looking for, for masters abroad.
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And then I joined the UVA and the FU in Amsterdam for a
4:27
mastering business with some focus on entrepreneurship.
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And I, I ended up in Amsterdam. So then I was already having
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this interest, of course, in marketing.
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So my first jobs were in marketing until I ended up at
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booking.com. That was one of my references in
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tech and I ended up doing international marketing,
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managing the advertisement in long tail.
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It was called long tail. So in companies like Groupon,
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Honey, Science, Capital One, so we're basically advertising
5:03
booking.com to gain market share of those in those markets.
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And that's kind of the beginning.
5:12
Then you ask me how others I can do the picture.
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The thing is, despite of having a corporate career, I wanted to
5:20
do a startup again. So with my husband who is also
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my Co founder, we had a little bit thinking what can we do?
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So he was working first at Optimizely that was an AB
5:34
testing company quite famous. Then he was hired by Amplitude
5:39
and that is a product analytics company.
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And then I was coming from marketing.
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So we decided to join forces and then basically created other
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sites. So that was a little bit how how
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the story came. We saw a gap in the market.
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We saw that all scale labs have a marketing team, have a product
6:04
team. But when it comes to the growth
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operations, specifically for data and analytics, they fell
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true. And then we thought it's not
6:14
quite there yet to have a full Time Team, but it's needed.
6:19
So then we decided then to kind of join forces and create a
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service that address that needs. So Jaeger's company went IPO
6:29
while he was there. So he had some capital.
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I also had my capital from my chairs at booking.com.
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So we decided then to give it a go.
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So that's how other site came. OK.
6:41
And where does the name other site come from?
6:43
The name other site. So when we started like
6:48
searching for a name, CHA JPT came along as well was in beta
6:55
and we were like searching for a name and then we were I was very
6:59
inspired by the story of Ada Lovelace.
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She was the first woman computer programmer basically talking to
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to machines, using data to talk to machine.
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So I was very inspired by the story and then I decided to use
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part of her name for our company and then Insights.
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It's the second part. So that's how the name came.
7:23
OK, so Ada Lovelace I think assisted no the the companion of
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Charles Babbage. Yes, yes.
7:34
And and then insight into data and you focus on marketing data
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or data more broadly. No, it's marketing and also
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product data. So yeah, it's both.
7:52
But we not only focus on data. So recently we launched more
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services. So that's we named growth OPS.
7:59
So growth OPS is a combination of data processes, analytics
8:04
processes, experimentation and also optimizing workflows with
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AI and agents. So it's a little bit more broad
8:14
now than when we started. OK, cool.
8:18
So it's about data, but also then the sort of second step
8:22
what I'm hearing you say is you're using that data to
8:24
optimize your product, your operation flows, etcetera.
8:30
So maybe go to if you can explain a bit what what the
8:35
problem is that the startups that you help run into and why
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that is a problem and why they don't seem to have a solution
8:43
yet. So how I will define the
8:47
progress, I think when a company starts there are more important
8:51
things that data because you have to kind of balance
8:56
different roles within a company.
8:58
You have sales that is the primary or marketing acquisition
9:03
of users etcetera. And I think like data comes a
9:08
little bit to a second place. But what I have seen that the
9:11
startups made a mistake is that they don't measure early.
9:15
So then when it comes to pivot or optimize product market fit,
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they don't know how because they don't have any reference data to
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do so. So we advocate for the startups
9:27
to start early in the journey. You don't need to have a
9:30
complicated setup. You don't need to see data and
9:33
analytics are something complex, but rather lean and having those
9:38
early indicators, data from your customer reviews, data from heat
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maps, from your tracking just to guide your efforts, what you are
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going to do next or if you think it's necessary to pivot, why?
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And then trying to explain that with the data as a copilot.
9:57
I don't think the data is a decision maker.
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I would see it as a copilot and that you need that to make
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decisions and that's what we do. We are the copilot of marketing
10:08
and product teams. OK.
10:10
And you then also help more strategically, I guess on the on
10:15
the on the pivots companies have to do.
10:18
Yeah, I think there are different phases.
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I think when a company is early phase, they are looking for
10:23
product market fit. Sometimes they have to do wild
10:25
pivot, some other times when they are more in a scale up
10:30
phase, they have to find the hints on what to double down,
10:36
what to scale down and that's how other side helps them.
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So data has many use cases can be optimizing channels for
10:47
marketing. If you have a budget of example
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$1 million per month, you need to know how to distribute that
10:55
to reach your user acquisition goals, your revenue goals.
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So that's kind of A use case on a on a more scale up phase.
11:04
But when you are an early product, you still need this
11:09
data then to kind of guide what brings more retention, what
11:13
brings more engagement and then just Polish that product.
11:19
OK. And is Ada site and a sort of
11:22
layer that comes on top of the existing let's say data or
11:29
systems layer or how do I see that integration wise?
11:34
We are, we are a fractional team that comes in and then we also
11:39
have our AI products. More recently we developed our
11:45
AI analyst that basically takes data from marketing from product
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and can help a marketer answer basic or complex questions from
11:54
their data or product teams. We have processes and then we
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also have tech on top of those processes.
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But within other side team, there is an array of talent,
12:09
team members and people that also support it strategically.
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Because I think as I explained earlier, the data is a copilot.
12:17
You need to read the data with context, you need to read it
12:21
with expertise. So it's not, you know, when you
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hire a junior analyst, this person maybe hasn't worked in a
12:31
in a tech company, hasn't seen many products.
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So it's basically seeing just a piece of the picture.
12:38
And then that's basically how we collectively try to help those
12:42
companies from our expertise and different, different experience
12:48
with different companies. OK.
12:50
And when do companies come to you?
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That's for more when they're when they're in growth stage or
12:56
can it also be let's say I've I'm, I'm building a product and
13:01
want to know what works, yes or no?
13:04
Both we have, we have been supporters of early phase
13:09
companies. So we also recently did a
13:12
partnership with Project Europe where we support early phase
13:16
companies trying to find product market fit and trying to read
13:20
basically qualitative data, quantitative data to find those
13:26
those leverages, if we want to call it like this.
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But also in a growth scale is where this becomes super
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relevant. I would say like more mandatory
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in that way, because you know, you have big budgets, you have a
13:44
lot of features within a product, you have a lot of noise
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and then you need to cut through the noise to really know what to
13:51
do next and what makes sense to to actually do and invest your
13:56
resources with. So I think both an important but
14:00
a company scales. Of course this process becomes
14:03
more complex and other site has a lot to to offer when it comes
14:08
to the scale up phase. Yeah, Let's switch gears for a
14:12
bit because you're a remote company, partially remote
14:19
company. In fact, we're not.
14:21
You're not in Amsterdam when we are recording this.
14:27
How do you look at the return to the office debate that is
14:30
currently going on? Yeah, that's a good question and
14:36
yeah, reason why we started this company as a first remote
14:39
company. So when I was at booking, I was
14:43
working global markets. So I have teams in the US in a
14:49
pack Australia like a lot everywhere.
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So I really enjoy these combination and and the talent
14:58
from everywhere like that kind of philosophy.
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So then when we started the other site, I wanted to bring
15:05
the same. So I wanted a global team.
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I envision having clients from everywhere.
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So that was kind of part of the vision.
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And then we managed to do that. We have team members from
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Moldova, Japan, Germany, Spain, Pakistan, Indonesia, pretty much
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everywhere. I think the only requirement is
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being very talented and of course bring value to the
15:29
company. So I was very fortunate to bring
15:32
people from Sony, from Y Combinator, companies like
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Marcos in Pakistan, for instance.
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We also have a team member from Gojek that is a Unicorn in
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Indonesia. So I think that mix of talent
15:48
was very important and I think being open for remote allow me
15:54
to gather the team. So for you, it's actually it was
15:59
sort of a design principle, let's say.
16:03
Yes, absolutely. I think it was by design.
16:07
It was in purpose that we decided to to define it that
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way. Our clients come also from
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everywhere because my network was also from everywhere in a
16:19
way. So first when we started looking
16:21
for clients and that then our network was very important.
16:25
So that also set the tone where our team members were going to
16:30
be because we are spread from day one.
16:34
Well, yeah. So how do you attract the the
16:37
right talent? How we did in the other side.
16:41
So I think it was the philosophy.
16:43
We were positioning ourselves like, first of all, companies
16:47
that financial attracts talent, but we were also kind of trying
16:53
to put brilliant people together.
16:55
So we're like, OK, we are people from everywhere with many
16:59
backgrounds. We have worked out all these
17:01
companies and then we have to help these companies scale and
17:05
we have to solve hard problems. And I think by nature that
17:10
attracted the right people. Sometimes I joke with Gregor
17:14
that I'm like chief recruitment officer instead of CEO because
17:18
one of my focuses was attract the right talent for the
17:22
company. And I was interviewed every
17:24
single member of other site from the beginning, right?
17:29
There was times where I have even 10 interviews a day for
17:33
certain roles. So I was very, very focused on
17:38
that, on attracting the right people.
17:40
And so far, has it brought you what you hoped to get out of it?
17:45
Yes, definitely. I I believe it did.
17:49
I also focus a lot on promoting other side as well.
17:55
I believe that it's not you know that I was not focusing only on
18:00
market fees or that but companies actually have a
18:03
picture of other site when they go on LinkedIn, when they go on
18:07
Gregor's or my profile that they know who the founders are.
18:10
So we are in the end we are people working with people.
18:15
So I think it's important to have those references as well.
18:18
And then I think all of this together plus the approach, the
18:23
values of the company help us to to attract the the the team we
18:28
needed. OK.
18:30
And how do you how do you manage this because you have people in
18:33
Pakistan and Indonesia and let them they're in different time
18:38
zones, they're different people, different cultures.
18:42
How how do you manage that? Is that one stand up a day where
18:46
everyone's present that is sort of picks at the central moment
18:51
in time or how does this work operationally?
18:54
Operationally, I would say it's, it's interesting.
18:59
I think everyone works in the time that works best for them as
19:03
well. We try to have an overlap of
19:06
four hours at least between different time zones.
19:11
So that might be a challenge sometimes, especially when we
19:15
are travelling where we are in the US.
19:17
We also have team members in Germany and Spain and so on.
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So we are very, very spread. So important to have an overlap.
19:27
We have weekly calls, we have two weekly calls basically where
19:32
we gather the whole team and there are specific team calls.
19:36
So then in those we have the the team organized better squads and
19:41
then they have their own rituals their their own kind of way of
19:45
working. So I wouldn't say we tried to be
19:48
in meetings where like the whole team is often we try to avoid
19:53
that because of the time zones, but it has worked well.
19:58
It's very asynchronous. We use this like we communicate,
20:02
we give a lot of updates. We are building in public.
20:06
So we are very transparent as how we build a company, how the
20:10
cells are doing like we have different channels to
20:12
communicate that too. So I think that has helped how
20:18
we work. You also because you founded a
20:23
other side sort of during the AI boom, but you chose to bootstrap
20:30
and I was wondering why, except that you had some capital lying
20:35
around to deploy. And what And what did you learn
20:39
from it? Yes.
20:41
So it was very interesting because was, yeah, in the middle
20:45
of the AI boom and then we saw even more opportunity was
20:49
probably the perfect time for us to start in a way and to learn
20:54
your skills and also to find the value proposition of the
20:57
company. Why we decided to go bootstrap.
21:00
That's a very interesting question.
21:01
I think for us, we had, we didn't have institutional,
21:06
institutional capital. We didn't raise any money, but
21:09
we have the, the capital that I explained earlier that it was
21:13
publicly our own. So we have a wrong way and a
21:16
wrong way was it was quite risky.
21:19
When I think about it, even I've been naive because I, I jump, I
21:24
quit the job and I have a wrong way and then I still have to
21:28
find market fit. But I, I wanted to believe that
21:35
this was, was going to be fast and this was going to be the
21:38
case. But I was fortunate that I have
21:43
that capital and I was fortunate as well that after four months
21:46
of the company, we have saved our clients line up basically
21:51
and we were working through several clients.
21:53
But it is, I would say it's, you know, it's not that simple
22:02
either. There were moments as well where
22:04
I wish I would be good to have more leverage, right.
22:08
But I think he also gave us the tools to focus on revenue rather
22:13
than raising capital. And Gregory and I were very
22:15
obsessed to get clients for other side into value and to
22:19
find what was our service market fit basically.
22:23
So I think that remove a little bit the distractions and allow
22:29
us to refine our offering that people were willing to pay for
22:33
and that was the focus. So it gave you actually the the
22:38
focus on getting the first client through the door and to
22:42
make something that was meaningful for them.
22:45
Yes, I I believe that was important many investors when I
22:50
was you know, like I had just quitted booking some investors
22:55
approaches like why you are building and then I was like,
22:58
well, it's service companies, right.
23:00
No, also not investor thing, but I believe I wanted to prove OK,
23:07
people are willing to pay for this and I can scale that app
23:12
basically and later I can see if there is opportunity to develop
23:16
tech products and, and you know, being being more informed and
23:21
also and more comfortable with my journey, I would say.
23:26
So can you talk through a case where you helped one of those
23:32
early clients? Maybe not name the name of the
23:36
company, but just give the use case that you you worked on and
23:40
how you solved it. Yeah, there, there have been.
23:43
I think I will like to make a distinction.
23:46
So with companies that are early phase, we allow them to to
23:51
measure basically like I think they never heard the word of
23:55
measurement. Their founders are very eager
23:58
and have a lot of energy and and so on.
24:02
But when it comes to find product market fit, I think
24:06
certain guidance is needed. So we have helped them to
24:09
measure that towards product market fit to attract the the
24:14
first sticky users and then just to detect that this basically
24:21
data works like a diagnosis, right.
24:23
You have marketing, you have product and it's basically
24:26
measuring the functions and trying to find what you need to
24:30
do more of. So we have helped these early
24:34
stage companies in that journey, more mature companies.
24:40
We have several cases, but maybe the most recent one was a
24:44
company that was already investing like half a million
24:47
per month in advertisement and then they want to manage their
24:52
channel distribution basically and that we advise them like how
24:56
they could invest these budget better across channels etcetera.
25:02
And also then a full journey that means what to do as well
25:06
when it comes to the product, what change with which features
25:10
are more relevant than others. And then caught the noise and
25:15
then the company from like was spending 500 in advertisement
25:21
with an ROI of 50%, became like an ROI of 100% and then also
25:27
improve retention along the way. So I think when we are able to
25:33
achieve those results, companies stick with other side for long
25:39
time. Yeah.
25:42
But I wouldn't say permanently because at some point as they
25:45
mature, they also start building this engine in house and
25:49
knowledge transfer is also one thing that other side does as
25:53
well and that's OK and that's also part of our model.
25:58
So talk to me then also about the knowledge transfer.
26:02
How do you, because you, you sort of help them build
26:06
something and then how do you transition that knowledge to
26:12
them? Is it also recruitment that you
26:16
do for for the data and list that they hire later or is it
26:20
job descriptions or is it processes that they have to run?
26:25
Yeah, that's a very good question.
26:27
Yes, in fact, there are all these things.
26:30
Part of it, one thing is the team design.
26:34
I like how the team needs to be a structure then to support this
26:38
growth of we have a lot of people in our network with the
26:44
skill set as well. So if we need to introduce also
26:49
new people to form that team, we are also capable to do so.
26:54
And that's part also of the knowledge transfer.
26:56
And then all the processes that are the site handles little by
27:00
little starting owned by the company.
27:02
Why we think this is important, Some companies are fine with
27:08
these setups so that other side continues being this growth OPS
27:12
department for them. But some other companies tech is
27:18
embedded, it's part of their value proposition and data is
27:22
basically the core of the value proposition.
27:24
So at some point it becomes necessary even to have it in
27:29
house. So other side supports with
27:32
talent, we take products because now I just mentioned the, the,
27:38
the small product we are testing at the moment.
27:41
So we we can support them in that journey basically, but we
27:46
don't need to to be always with them.
27:50
OK. So what do you consider most
27:53
optimal if if you had to run a company, let's say in a
27:58
marketing area, would you do it in house over the in the long
28:02
run? So initially you have this, this
28:05
the other side is a fractional data officer.
28:10
But would you then advise a company to offer time transition
28:17
or to keep it at the other? Side like this it really
28:21
depends. So they are for instance
28:23
e-commerce as is an example where they have a lot of
28:27
different type of operations that are not necessarily related
28:32
to marketing of or or data. So in their case, they need to
28:36
scale differently. And then for that a scenario,
28:40
sometimes it's good to have a long time partner like other
28:45
sites. However, there are different
28:47
companies like B2B SAS, tech companies where they don't have
28:53
anything physical beyond the product.
28:55
And then for them the data is like, you know, and then they
28:59
might want to be the next Netflix, the next booking.com.
29:03
And then also the philosophy of those companies was data.
29:06
It's such an important part of of them.
29:09
And then it's good to have some company helping at the beginning
29:13
of the journey. But as they scale way beyond, I
29:18
believe it's important to have it in house.
29:20
And then in that a scenario we can serve with technology, we
29:25
can serve as consulting company, we can serve introducing the
29:30
right talent for that next phase.
29:32
But I would I would advise to do that eventually.
29:37
So basically if if data is let's say a by product, then you keep
29:43
it within data site. If it's central to your value
29:46
prop to your company, you shift to in house over time and that's
29:52
where the the consultancy and the recruitment and the the team
29:56
building let's say comes in. Yes, definitely.
30:01
And that's also why we focus on AI product as well that we can
30:06
serve to those companies and apps killing.
30:10
There are many things we do with them as well.
30:12
So I we always optimize what's best for the company.
30:17
The moment that we don't help the company reach their
30:21
resource, then it's like, you know, it's then.
30:26
Yeah, so. If it doesn't work, it doesn't
30:28
work. It's as simple as that.
30:30
Exactly. So and also what is more optimal
30:33
and then that's one of the principles of other side, what
30:36
is more optimal for the company at that particular phase and
30:39
then that's. Let's move to the role of women
30:44
in AI, because you're a woman in AI in tech.
30:49
Did you have any role models growing up?
30:52
Yes, I did have role models. Well, of course, my mom and my
31:00
family, I believe they were very entrepreneurial, very
31:06
hardworking. And I think in tech as I as I
31:10
was in Colombia, I was missing that a little bit.
31:13
I didn't have many people that were talking about text that
31:17
were having a startup that were raising capital or any of that
31:21
sort. And that that made me a little
31:23
bit to seek that elsewhere. And as I was selling earlier,
31:27
then I move then to Amsterdam and then I started of course,
31:31
having my, my references, having my mentors.
31:35
And then yes, I had different role models across my career
31:40
incorporate and also as entrepreneur.
31:43
Yeah, so but and also mentors within booking.
31:48
Yes, I have a mentor within booking and I would advise
31:54
everyone to have a mentor. So if you want to grow in your
31:57
career, there are many decisions as well you have to have to
32:02
make. I was still young, I had, you
32:05
know, I was unlocking different roles, different
32:09
responsibilities and then you are discovering as you go.
32:13
So it's important to to have someone that can speak from
32:18
their experience and can help you navigate the challenges
32:21
specifically from from the corporate, which are very
32:26
specific in in US entrepreneur. Absolutely.
32:31
How did you choose your mentor, Dan?
32:33
How I chose my mentor. My mentor at Booking was the VP
32:37
of Measurement and Marketing. I was in a role that it was very
32:42
data-driven. I have a global scope, have to
32:46
deal with multiple countries with multiple cultures,
32:49
negotiation way etcetera. So I thought his experience was
32:56
very relevant and then I was very ambitious as well as I seen
33:02
the corporate, I wanted to grow fast etcetera.
33:05
So I think it was it was a good match.
33:08
Yeah. Did you choose him or did I?
33:10
Did he choose you or she? A man or a woman, by the way.
33:15
It was a man, it was a man, but it was both, both ways.
33:20
It was both ways. He was in an area measurement,
33:24
which I really like at Booking. I was very passionate also about
33:29
AB testing. Booking was Pioneer.
33:32
He was many years in the company and then, yeah.
33:36
And then, yeah, we just met within the company.
33:40
And then I decided that he was going to be my mentor.
33:42
And then I said he was, he was like that.
33:46
And then he. Was he was appointed mentor?
33:49
Yes. And then I'm like, oh, can you
33:51
be my mentor? And then I really want to
33:53
develop in these areas and I want to grow in the company.
33:57
And then that's how the mentorship started, yeah.
34:01
OK. And and so you had your your
34:05
parents role models for the entrepreneurial side, you had
34:09
your mentor within booking. How important were these to you
34:13
in terms of career paths, in terms of of making it other side
34:18
work? I I believe it is.
34:23
It is according to different phases in lives.
34:26
I think Diana, in Colombia, they had certain challenges that my
34:31
parents helped me navigate and for those then they were
34:35
mentors. But as I moved to Amsterdam, I
34:38
had different challenges to navigate.
34:40
So I had teachers that were mentors and then in my career at
34:44
booking, I had a mentor, but as entrepreneur, I also needed
34:49
mentors where they have been either other founders with a lot
34:54
of experience, you know, managing people, hiring A-Team,
34:58
racing capital, launching different products.
35:02
So I think in different phases of life depends on what you want
35:05
to accomplish. You need to surround by people
35:08
who can help you accomplish that, who can introduce you to
35:13
the right people who can also teach you, share their expertise
35:18
and then that's that's very important.
35:22
Yeah. So I want to switch back for a
35:24
minute for to to the mentor. Can you share an example of a of
35:28
a critical moment in your career at booking where having that
35:33
mentor helped you? Yes, there were many moments,
35:38
especially when I was looking for a promotion like just trying
35:42
to see gaps. There were moments where I was
35:46
spreading to thing where I was trying to to do many things at
35:50
once, trying to cover many projects, many areas.
35:53
So I needed certain guidance on what kind of projects to choose,
35:57
what would be more beneficial for the next step.
36:00
And then things like like that, I would say also projects with
36:06
different areas of booking as well.
36:09
I did projects with measurement, I did projects with media.
36:12
I did several projects as well on that curiosity, yeah.
36:19
OK. And that was also there he
36:23
helped you out with guidance on how to do things and where to go
36:27
and who to talk to. Yes, absolutely.
36:30
And then I, I think also the cultural booking was very
36:33
collaborative as well, where people were very happy to share
36:39
their knowledge of the different areas as well.
36:42
So I was not shy to go and talk to, you know, the head of media
36:48
to understand certain things better, to learn about certain
36:51
area of the company better. So I would say, yeah, people are
36:56
just open to help you. And then that's one of the of
37:00
the things I would highlight about the culture there.
37:05
Yeah, in a more corporate setting, what can men do to to
37:11
ensure that women that we get a more women in to AI and B that
37:17
they also flourish? Yeah, I would say when when you
37:23
say like, oh, I support women, I would say it's support
37:29
translates to me like introductions.
37:32
It's like make sure that you know she is in the room where
37:36
she was not invited in the 1st place.
37:38
And then trying to support and to advocate when we when we seek
37:43
talent. Because I will include myself
37:45
also in that. When I have seen talented people
37:49
in other sites, I make sure to highlight them as well to give
37:53
them a stage where they can speak about their expertise and
37:57
their talent. And I think that's very
38:00
important, especially for the young talent.
38:03
And I have been supported throughout my career and I think
38:08
that's what I would continue doing.
38:11
I would expect other people also to.
38:15
OK, so but do you then also expect other people to pay it
38:21
forward? So the people who receive your
38:24
advice, your mentorship, your sponsorship?
38:29
No, I, I didn't mean that way necessarily.
38:33
I meant in general, how important is supporting like
38:39
young talent. And then when you see talented
38:44
people, talented young woman is like, then you ask yourself, how
38:48
can I support? And then at this point at my 34
38:52
years old Diane, I have a network, I have a company.
38:57
And if I can give this talented person an intro stage, I will do
39:02
so. I think it's in general more
39:05
that's an invitation to be open and open door for others and
39:10
especially when we don't see a lot of that.
39:13
So you were asking me, oh, we don't see a lot of women in tech
39:16
in AI. And then but if you encounter
39:19
one that's very talented, just make sure she has the right
39:22
support and then she is introduced to the right people
39:26
and you can advocate for for her as well.
39:29
Yeah. How important is it though to
39:31
pay that forward? I mean, you've, you, you are
39:36
doing that because you received the sponsorship and the
39:40
mentorship within booking. So how important is that?
39:44
You sort of build a culture, build a structural solution
39:48
where women in tech, in AI, in data feel that.
39:54
Yeah, I, I believe it's extremely important to, I feel
40:00
that it's a little bit, I don't want to feel that it's in depth,
40:04
but I felt I was supported. Therefore I, I should support
40:08
others as well. But I will invite people in
40:11
general from, from like, you know, if you have a tech
40:16
position, if you're an entrepreneur, I always feel the
40:20
need to be open. And then I feel like that's.
40:25
That's very, very crucial, especially if you are an
40:28
entrepreneur as well. So I think in this phase of
40:30
life, I'm more reflective of how important is to pay forward.
40:36
Maybe before I didn't reflect as much, but now as entrepreneur, I
40:41
am vocal about is I advocate and I try to do so and, and and
40:47
yeah, it's, it's, it's very important to pay for.
40:50
Yeah, yeah. And I, I understand that this
40:52
comes later in life, don't get me wrong, but it's more it, it
40:57
just, I mean, you need to build up something to, to for yourself
41:01
as well. It's a bit of footing.
41:04
A little bit. Yeah, so.
41:07
So let's say there's a woman listening who is in a corporate
41:12
job like you were, and who's thinking of starting in
41:17
something in data or AI. What would you advise her that?
41:22
And let me rephrase that a tiny bit.
41:25
Would you advise her to first look within the company, or
41:29
would you advise her to go somewhere else and find your own
41:34
way? It really depends.
41:37
I think maybe cheesy what I'm going to say, but sometimes you
41:42
feel it right. And then I feel there are
41:47
different moments in life where you want different things.
41:50
And then at that particular moment when I decided to start
41:53
my second company, that's how I felt.
41:57
So I was very sure about and wanted to follow my
42:02
entrepreneurial call if you want to say it like this and I plan
42:07
for it. So I have a wrong way.
42:09
I was very diligent to have a plan and I think for us in
42:14
corporate, I think that's important because we already
42:17
have a career, certain expectations, mortgage, certain
42:20
obligations. So you cannot be that light
42:24
about it. I was living abroad on my own,
42:27
right. I have a husband as well who is
42:29
also my Co founder. So it's like we are both on the
42:32
same boat. So we have to plan these
42:36
strategically. So I would advise to have a
42:38
plan, follow your intuition if you really want to pursue, if
42:43
it's an area you are passionate about, you see a gap that
42:47
opportunity, you cannot let it past and go for it and have our
42:52
own way. I would I would advise that too.
42:55
Yeah, that's usually quite helpful as I'm finding out
42:59
myself anyway, So I want to rewind a bit too.
43:05
Earlier in the conversation you said that you had been talking
43:08
to investors really early on but decided to bootstrap anyway.
43:16
So the, the the podcast starts with the statistic that two,
43:21
only 2% of VC money goes to female led companies.
43:26
What are investors missing when they're looking at female LED
43:33
and bootstrapped companies? I would say so.
43:40
It's quite interesting because bootstrap companies, there are
43:45
different ways, right. You can have a tech product in
43:47
our case, well services and then we were quite successful I would
43:51
say against the odds. We have a 7 figure revenue.
43:57
We have a team of 15 people and we are only two years and half
44:02
in the market. So I think we were very
44:04
systematic. We had experienced already.
44:09
So I think that was a big plus that we could leverage that
44:13
corporate experience for Gregor and I had.
44:15
And then basically we had seen things before.
44:18
So then we can build on top. So I think what investors might
44:23
miss is that maybe that expertise as well.
44:27
Somebody had a career and then decided to go for for a company,
44:31
you need to have conviction. So I would say that can be
44:36
missed as well. Of course, you're you.
44:38
I'm not in my 20s, but I have certain experience that allow me
44:42
now to scale this company. So I would say this might be
44:45
overlooked and or other people as well.
44:48
I'm not the only case that that is overlooked in that in that
44:54
case, I also feel in a way, instead of chasing growth
45:01
erratically, we were chasing for a sustainable model, a company
45:06
that can last, you know, like different crises that can last
45:10
over time. And I think that that's very
45:14
particular of the trait of women.
45:17
I would say that you you build something that lasts.
45:21
It's like I would describe it in that way.
45:25
But yeah, I would say those those two things.
45:29
Do you think investors focus too much on the hockey stick?
45:33
Yes. So that's a very good question.
45:36
I believe and I think now it's an era where like these my
45:42
company service LED approach, we have tech products, but they are
45:46
more at the core. At the core is the service we
45:49
offer, how we offer, how we assemble the team on the
45:52
systems. So I think at the beginning then
45:56
of course people try to to move into the direction of creating a
46:01
product especially like investors.
46:06
But I think by by now other side reach certain milestones I would
46:11
say and then I am willing to go and having those conversations
46:16
just to kind of dismissify if they if they will be passing
46:23
over my model or not. But I would say they prefer
46:29
other type of models in general. So let's talk about the future
46:35
other side. What's in store?
46:39
What kind of plans do you have? What?
46:41
Where do you want to be in in a couple of years?
46:44
Now we are focusing well as I explained earlier, we are
46:48
diversifying our offering. Before we started with data
46:52
analytics experimentation second and now we are in operations,
46:57
basically scaling operations, applying AI agents and products
47:02
for for growth teams. And that was part of the plan
47:08
and we have been executing on that.
47:09
So that was one thing, expanding the team of course getting more
47:13
clients everywhere and a second part would be raising capital.
47:18
We have to develop tech products from another site and we also
47:23
realized those tech products have a different goal to market
47:26
as well from what we have built so far.
47:29
So it would be interesting now at this stage of the company to
47:35
have external capital too. OK.
47:38
And what, what type of investor are you looking for?
47:40
What's your Who's your ideal investor?
47:44
They have been recently investors that have also backed
47:49
companies similar as Other Side, which I was very surprised about
47:54
also with service at the core. So I think investors that wanna
47:59
a sustainable profitable model that can last over time.
48:05
I think Other Side is a company for that also who believe in the
48:10
mission of AI products for in the operations of growth teams.
48:17
And then yeah. So I would say that.
48:20
OK. So they have to believe in the
48:22
mission and they have to focus on on sustainable growth more
48:27
than just that quick bug. Yes, I would say that which is
48:32
very scarce, But Lucy. Yeah, OK.
48:37
Well, I absolutely hope this this helps you get access to
48:42
those investors. His podcast.
48:45
One more question in terms of practical advice that slipped my
48:49
mind. So let's say I'm a founder and I
48:52
want to start building an AI agent that helps other men be
49:01
better allies. Where do I start?
49:05
I would say for me as a woman, I would say like mixed the groups
49:12
be when women are be part of the women conversation as well and
49:18
then mix women and men together. And then if you encounter A
49:23
talented woman, then don't hesitate to be advocate as I
49:27
said before, to introduce her to the right people to be in the
49:31
rooms where she was not invited to.
49:33
So that would be basically something I would, I would say.
49:37
OK. And do you think that can be
49:40
done through, let's say, an AI agent also to put women in rooms
49:46
where they were previously not? Yeah, I think technology can be
49:50
used in many, many ways and I, I believe so so and also the other
49:56
way around, right. I think it's important as well
49:59
to understand each other's and I think the the ecosystem is
50:04
composed of both of women and also men.
50:07
So being part of each other's ecosystems realities is quite
50:12
important for for the future and and also building companies and
50:18
what we are talking about today. Yeah, so you've had support from
50:23
mentors and allies yourself. What kind of allies ship has
50:27
made the biggest difference for you?
50:29
What kind of allies? I think.
50:33
Were those the mentor who put you in rooms where previously
50:37
you weren't? I think it's different kinds.
50:42
I think maybe I will highlight more as entrepreneur.
50:47
I would say sometimes it's not even about that type of support.
50:53
Sometimes I was feeling that, you know, that it was too much,
50:59
that the work is heavy, especially as a founder.
51:02
And sometimes you need encouragement.
51:04
And then you need to also see other people who have
51:07
accomplished what you want to accomplish.
51:09
And they are. Yeah, that's that.
51:12
You can see that. And then you can take that as
51:14
reference. And also these encouragement
51:17
words from people sometimes help you as well to move forward.
51:21
So in my path as entrepreneurs, I had these people that I could
51:25
call and said, like, I don't know what I'm doing.
51:28
This happened, this happened, this happened.
51:30
It's a roller coaster. There are so many ups and downs.
51:33
And you can talk to me at 2:00 PM, I'm completely happy over
51:36
the moon. And if I say something happened
51:39
and then you are not over the moon anymore.
51:41
So I think that like those allies, those founders that you
51:46
can call and that this happened and can give you encouragement
51:51
can also see things that you don't see that clearly because
51:56
you are very heads down in your journey.
51:59
So I I feel yeah, that's that how has helped me a lot.
52:04
OK. So also people who can sort of
52:06
pick you up when your head down, pick you up and give you the the
52:11
bird's eye view. Yes, yes, that's sometimes you
52:16
don't see it yourself and that's also important.
52:21
Sounds like a great place to move to my last question.
52:26
Thank you for this wonderful conversation, really enjoyed it.
52:30
Where can listeners learn more about you and about other side?
52:35
Yeah, of course. Thank you so much for making me
52:38
part of this. I'm very happy to support your
52:41
mission as well and to be an advocate.
52:44
People can find me on my LinkedIn as Diana Marine
52:48
Valencia and other site also on LinkedIn.
52:52
We also have social media. Feel free to connect with me on
52:56
LinkedIn as well and then happy to to be connected with your
53:00
audience as well. Dave.
53:01
Cool. And we'll we'll include those
53:03
links in the show notes. So Diana Marine Valencia, thank
53:08
you very much again for an amazing conversation.
53:11
Listeners, thank you very much for listening.
53:13
And until the next episode, keep being awesome.
53:21
Well, that's it for episode 121 of Women Disrupting Tech with
53:26
Diana Marine Valencia on how she bootstrapped ADA side to global
53:30
growth. Diana and I hope that our
53:33
conversation has given you inspiration for your
53:36
entrepreneurial journey. And if you have any questions
53:39
for Diana, please leave them in the comments on Spotify, Apple
53:43
Podcasts, or YouTube. I'll make sure you receive an
53:47
answer. When you want to connect with
53:49
Diana or learn more about ADA sites, please use the links in
53:54
the show notes. And as usual, you can find the
53:56
show notes at Women Disrupting Text O'clock.
53:59
That link is also in the description.
54:04
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54:07
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55:21
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55:24
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55:27
being awesome.