Sounds simple, right? Yet so many companies don’t seem to get it right.
Cooleaf helps businesses achieve better business results through a data-driven approach to company culture.
As many startups do, Cooleaf has evolved and pivoted over time. Launching in 2011, the business was initially a health and wellness solution. Then, it shifted to focus on employee engagement. Today, it offers an Agile Business Execution platform that helps businesses achieve their goals and improve business performance with sophisticated analytics.
John Duisberg is one of 3 Cooleaf founders. Many lessons have been learned throughout his entrepreneurial journey and he shares some of those insights with us.
Meet John and learn more about the evolution of Cooleaf.
Cooleaf is focused on helping forward-thinking companies create a culture of engagement so they can attract and retain the best people for their business.
These days,companies need to connect their people to their brand in a more meaningful way. If their own people aren’t passionate about the mission and core values of the company, then how can your customers become passionate about it?
These days,companies need to connect their people to their brand in a more meaningful way.
So, Cooleaf exists to help companies strengthen their brand’s value proposition in order to better connect with their employees. This way, they can strive to be a top workplace environment.
If you ask ten people what culture is, you’ll likely get ten responses. I personally believe that culture is something that has to be organic—it can’t be manufactured; however, you can be intentional and thoughtful in how you go about building culture.
We work with the leadership teams of our clients to find out what the mission and objectives of the company are. We dig deep to uncover their core values—what they want their people to live and breathe day-to-day. Then we ask ourselves: How can we help our client build a community that brings those core values to life?
We’re a small company now, so everyone works in the same room. It feels like a family. There are about 5 full-time employees at the moment and we’re all in it together, which is really fun.
The challenges come as you grow. We want to focus on preserving that entrepreneurial feel as we grow. We want every person to feel like they are an owner of the company and are invested in its long-term success.
I worked for a healthcare technology company. I was very successful and I enjoyed what I did.
I worked with one of my now co-founders. At the time, we would have those coffee shop conversations and daydream about starting a business one day. But nothing ever came of those chats. Then, he left to work at another organization. At his new job, he met our third co-founder where those coffee shop conversations continued.
It started going beyond the coffee shop conversation when my former colleague introduced me to his new colleague. That’s when we actually started to take next steps like investing our own money and starting to design stuff.
We were all still working full-time jobs. Slowly but surely, we continued to put in more resources and build up our business. There were some things I wanted to have in place before I felt comfortable enough to go off on my own.
Firstly, I wanted to have a live product, not just a concept. Secondly, I wanted to make sure we had some seed funding in place so we wouldn’t just be burning our own cash. Lastly, I wanted to have a 12-month runway to save up so I could support myself through the bumpy road of entrepreneurship.
Once I had those three things in place I felt confident to take the leap and go all-in on our company.
Well as a first step, reach out to family and friends and ask: Is this something you’d be interested in?
When I reached out to potential seed funders, I didn’t just want them to contribute financially, but also to be on board as acting advisors. Because when they’re helping you become successful, they are more likely to buy-in to the achievements of your company.
Bring your seed funders in as strategic partners of your business beyond the financial means—that’s attractive to a lot of people.
For us, it’s been a very good experience.
Being an entrepreneur can be very lonely. At times, you feel like you’re working on an island. So having co-founders can be very helpful in that respect.
Being an entrepreneur can be very lonely. At times, you feel like you’re working on an island.
Plus, different people bring different skills, a different network and different perspective to the table. Defining and understanding the roles of each person is really helpful. You’ll have to make decisions and move quickly in terms of the business and strategy. Being able to define your roles as co-founders is really helpful.
Keep this in mind: If you are going to work with co-founders, you’re going to be spending A LOT of time with these people, so there has to be professional respect there and you have to work to maintain it.
So, although there can be pros and cons to starting a business with one or two other people, I would absolutely recommend it. There’s a net positive that comes from that.
It’s an exciting time for us. We have built out a very strong technology platform and we have validated it by bringing on customers over the past year. Some of them are very large customers like Turner Broadcasting for example.
The next stage is to grow and scale. We’re focussed on starting to build out a strategy around customer acquisition and how to make that a repeatable process. Investing in sales and marketing effort as well as developing from a channel partner standpoint.
As we head into the remainder of this year, I’m very excited about where we are and where we will go. We plan to be cashflow positive by the end of the year!
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