Employee Spotlight: Peter Shanley

By Michael Rosenblat
Published on Sep 6, 2018

LinkedIn | Twitter

What do you think of current developments in our industry with BRD Secure Checkout? How could this impact our business development efforts?

What is core to my work is a respect that customers don’t care where one internal team hands off to another. They want to experience a “happy path” to receiving value from BRD in exchange for their money and time. As a product manager and user researcher “in recovery,” I try to empathize with each stakeholder in our B2B2C marketplace for blockchain-backed financial products and services and balance the priorities of our end users, our partners and the business.

From the security and stability of the BRD platform our devs provide to the design and customer service that makes the experience seamless, from the strategic guidance our executive team provides to the BD team that accelerates the expansion of our feature set through integrations and partnership, BRD users just want it to work. Full stop.

In the bear market of the past months, we have been bullish on product/platform enhancements and user growth, all of which have led to BRD Secure Checkout. With Secure Checkout, we seek to provide a more safe and seamless path for interested supporters to become investors in token projects.

As more assets become tokenized, this service will extend beyond utility token ICO’s to any token generation event in which our partners need help. Fewer clicks, less copy, and paste, less fear that you are sending your crypto to a nefarious actor for the investor. Less churn in your conversion funnel, local language and 24/7 customer support, and the confidence you are sending tokens to your customers via a platform that today protects $6B+ in crypto for the token project team.

How is working at a remote company, when employees are all over the world?

To be honest, it is a challenge. I’ve worked 15+ years for startups and Fortune 500s with offices spread around the world, though never as disperse and decentralized as BRD. I’ve taught workshops on how lean and agile best practices should be adapted for global teams (pro tip: if just one person cannot join a meeting IRL, everyone uses a hangout) and despite working in San Francisco at the birth of the Social Web I’ve found the pace of Web 3.0 to be a whirlwind. Every week is a new opportunity and distraction, and nothing replaces the shared osmotic understanding of being in the same space at the same time as a trusted colleague.

I’m lucky to be able to travel to our offices on a regular basis and catch up with colleagues at conferences around the world. Balancing that access and schedule with two young kids at home is a challenge I’ve added to the mix as well, because who wants the easy road ;-)

How do you manage to juggle selling, market research, and reporting?

I was a product manager and researcher before getting into partnerships and revenue. For me, selling, market/customer research and reporting are all different sides of the same dice, which simplifies things and helps with the frame shifts present in the daily juggle.

Frameworks like agile (break down revenue goals into a strategic mix of small batches and big bets) and lean startup (minimally viable partnerships can start by collaborating on community events) help me approach my work in ways that are both intuitive for me and help bridge insights to other teams in product, engineering, and design… the other three sides of the dice.

Each partner meeting provides data to validate a hypothesis our team has that integration between our two platforms may result in a partnership where 1+1 >2. Customer service and revenue reports confirm that we’ve brought something delightful and useful to our user base. BRD has been around long enough to benefit from a sense of which way the wind is blowing, and our strategy is to remain neutral (the Switzerland of Swiss crypto platforms) and help our users navigate their “happy path” through the protocol wars.

Oh, and gCal (Google Calendar), I would be lost in this life without the rainbow kaleidoscope that is my goal. Purple is for Family Time because of boundaries.

How do you qualify leads and decide which deals are the most strategic to pursue?

We anchor activities to make sure we discover and do diligence on partners that align with our values of safety, security, and delightful design.

We run a market analysis to understand the upside of launching a new offering and try our best to scope the effort needed to BUIDL, integrate and rev-share with a partner, or even acquire a firm. We learn new ways to approach this ROI analysis more effectively and efficiently and are by no means perfect at it but are improving every month.

We are always open to explore a partnership and learn from our peers, and with offices around the world we can shake hands and engage with top-notch teams just about anywhere. Our team has launched production code in the Fortune 500 for 15+ years and get excited when we meet others who share our embrace of the space and commitment to real tech and mature product development.

Quote, you live by?

Hope is not a strategy.

I am by and large a hopeful and positive person. Action and accountability are key when things are changing this quickly, as you can’t rely as much on insights from the past to guide next steps. The future is built not found… oh, wait that’s two quotes.

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