As a founder or startup employee do you find your 24 hours-a-day too short ? After 5 years growing Toucan Toco we do too. In the end there is only one solution : prioritize ! “But what should I focus on when we are 2 founders in a garage ? A 10 people team with no fundings ? A structured team of 50 ? I heard about OKR, 360 Reviews, Squads, BSPCE, Wiki, core values… But what should I do in the next weeks among those actions, process and strategies ?” To help you answer these questions, we’ve created an easily consumable documentation, full of ressources, to share our learnings and documentation efforts. Looking for the right process at the right stage ? This slideshare is for you.

1. Startup PlayBook for
Founders & Employees
FIND THE RIGHT PRIORITY
AT THE RIGHT TIME, FOR BETTER EXECUTION
WRITTEN BY TOUCAN TOCO FOUNDERS

2. As a founder or startup employee do you find your 24 hours-a-day too short ?
After 5 years growing Toucan Toco we do too.
In the end there is only one solution : prioritize !
“But what should I focus on when we are 2 founders in a garage ? A 10 people
team with no fundings ? A structured team of 50 ?
I heard about OKR, 360 Reviews, Squads, BSPCE, Wiki, core values… But what
should I do in the next weeks among those actions, process and strategies ?”
To help you answer these questions, we’ve created an easily consumable
documentation, full of ressources, to share our learnings and documentation
efforts.
Looking for the right process at the right stage ? This slideshare is for you.
FEEDBACK ON FINDING THE RIGHT PRIORITY
AT THE RIGHT TIME, FOR SLICK EXECUTION
Why this Slideshare ?

3. We are a BtoB company, we are 80 people after 5 years, we are in Tech/SAAS,
we are a software vendor.
This means that we sell the same code to all our clients. Our team is divided in
three thirds: sales & marketing, client success/delivery & the product team.
We are self funded. We care about mid & long term treasury. So we execute
Strategy, Sales, Marketing with a lot of precision. We have to provide great
value to our customers with sharp investments.
One last Thing : we wrote this with benevolence. We want to give you
inspiration, so we tried to avoid stating the obvious.
Please comment & feedbacks !!! This playbook will evolve. It is for you !
> Help us improve it.
OUR ECOSYSTEM
Disclaimer

4. SLIDE 13: FINDING BALANCE WITH INTERRUPTION
SLIDE 14: DON’T GO ALL IN, ALWAYS START SMALL
SLIDE 16: SHARE AND CAPITALIZE ON KNOWLEDGE
SLIDE 18: DEFINE YOUR COMPANY’S CULTURE
SLIDE 22: MONTHLY ALL HANDS MEETING
SLIDE 23: DEFINE THE TEAM OBJECTIVES
SLIDE 24: ALIGNED AUTONOMY
SLIDE 29: TEAM RETROSPECTIVES
SLIDE 34: HOW TO TRACK ON WHAT YOU DO ?
SLIDE 35: DEFINE INDIVIDUAL OBJECTIVES
SLIDE 39: ONE FLOOR TO AVOID SILOS
SLIDE 9: EVERY LEADER IS A PRODUCER
SLIDE 28: SHOULD FOUNDERS GET A CORNER
OFFICE ?
SLIDE 7: DON’T RELY ON RECRUITERS FOR FIRST HIRES
SLIDE 10: HIRING A FIRST PERSON ON A JOB
SLIDE 11: APPLICANTS EVALUATION:WORK SAMPLES
SLIDE 12: AN INCLUSIVE CULTURE FROM THE START
SLIDE 15: YOU CAN HIRE YOUR CO-FOUNDER
SLIDE 17: GET PEER INSIGHTS AND MARKET METRICS
SLIDE 30: DEVELOP EMPLOYER BRAND
SLIDE 31: GIVE CLEAR WARNINGS TO SOMEONE
UNDERPERFORMING
SLIDE 37: WHEN TO RECRUIT A RECRUITER ?
SLIDE 21: PROTECT YOUR TECH TEAM FROM
INTERRUPTIONS
SLIDE 26: HOW TO DO SUCCESSFUL EVENTS WITH
CLIENTS
SLIDE 32: PR SHOULD BE INTERNALIZED
SLIDE 33: WHEN TO START MARKETING ACQUISITION
SLIDE 8: SHARE THE VALUE WITH THE TEAM
SLIDE 19: RAISING MONEY ? NOW ? NOT NOW?
SLIDE 27: COMPETITOR’S WATCH
SLIDE 38: INDUSTRIALIZE MY SALES MACHINE
LEADERSHIP
PEOPLE
ALL TEAMS
TECH TEAM
MARKETING
SALES
FINANCE
SUMMARY
MORE TO COME IN V2 ...

5. PEOPLE
NO RECRUITERS NO CRY
WHY ?
Your first 15 people are supposedly "crazy", they take the risk coming to a young &
shaky startup and often take a paycut. They need to drink the vision from the
source. No hard feelings for recruiters.
HOW ?
● Use your network
● The first call should be with the founder.
● The founder should do the hunt by Email/Linkedin
RESULTS
● Founders are more convincing, you increase your rate of conversion.
● Founders have a bigger ability to find creative way to attract someone because they
have their hand on the money/shares.
● You are selecting your future generation of leaders
Don’t hire a recruiter or an agency
before your team reaches 15 people
BEST PRACTICES
Hiring takes time. Take first phone calls when you are commuting.
Recruiting is like sales. You need a CRM with reminders and notes taken on every
applicant.
RESSOURCES
● How to cold email like a
boss
● How to source like a boss
(FR content)
DAY 1
> ON TIMEWhen we did it at
Toucan Toco...
Who does it
Is about who is owner
of the subject
Thinking back we believe:
We launched this process at the right time
We launched this process X years too late
We launched this process XX years too early

6. 0 to 10 people

7. PEOPLE
DON’T RELY ON RECRUITERS
FOR FIRST HIRES
WHY ?
The first 15 people are supposedly "crazy": coming to a young & shaky startup and
often taking a paycut. No one but them can provide a holistic view of their
start-up's ambitions, objectives and values.
HOW ?
● Use your network
● The first call should be with the founder.
● The founder should do the hunt by Email/Linkedin
RESULTS
● Founders are more convincing, you increase your rate of conversion.
● Founders have a bigger ability to find creative way to attract someone because they
have their hand on the money/shares.
● You are selecting your future generation of leaders
Only founders can recruit the founding team
BEST PRACTICES
Hiring takes time. Take first phone calls when you are commuting.
Recruiting is like sales. You need a CRM with reminders and notes taken on every applicant.
RESSOURCES
● How to cold email like a
boss
● How to source like a boss
(FR content)
Tool : Welcome To The
Jungle
DAY 1
> ON TIME

8. FINANCE
WHY ?
Working in a startup is an involving choice. You want the team to win big if they
execute well. Like any other investment, the greater the risk the greater the reward.
HOW ?
● Give more shares to the first comers
● The longer they stay the more they get
● Around 10% of the total shares
RESULTS
● People feel more involved
● When something great happens to the company, everyone wins
● People are more loyal and stay longer
BEST PRACTICES
People can unlock their BSPCE every year for 4 years.
BSPCE are quite difficult to understand. Take time to explain to the team how it works and
do it multiple times. This is the only way to get value from it.
RESSOURCES
Tool : Galion Kit for BSPCE
● Toucan Manifesto on
BSPCE
1 EMPLOYEE
> ON TIME
SHARE THE VALUE CREATED
WITH THE TEAM WITH EQUITY
Shares & BSPCE [French Documentation only]

9. EVERY LEADER IS A PRODUCER
WHY ?
Strategy is acquired through external knowledge and meetings. Because it can be
done by having breakfast, lunch and readings, the rest of the day should be about
getting things done.
HOW ?
● Don’t ask people to report to you all the time but review on the go everything
that is shipped
● Be one of the top contributor of your team
RESULTS
● You get very high productive time with your team because you know your game
● Since you experiment things yourself you get better at it and always have new ideas
Lead by Practice and Operational Knowledge
BEST PRACTICES
As a founder/leader check and play with everything done by your team.
This is what we call leadership in the web era because every changes very fast.
So you need to practice to be up to date.
LEADERSHIP
RESSOURCES
● Testimony of Andrew S.
Grove in ‘High Output
Management’
1 EMPLOYEE
> ON TIME

10. HIRING A FIRST PERSON
ON A POSITION
WHY ?
Knowing how to do a job is the only way to be able to recruit a specialist. It is also
more attractive for people that don’t want to start something from scratch.
HOW ?
Use the existing team or yourself to explore the subject, by having it in the
‘exploration’ OKR for the next quarter. You can start hiring right after having the
first results of your action.
RESULTS
● Hiring the right people because you know what you need
● You attract better people because the playground you offer is clear
Start doing the job with your team to gain knowledge
BEST PRACTICES
Go out ask questions to other people and start by easy things and see what are the results.
Ask yourself if it is really useful. Ask people in the team first and give them the opportunity
to try themselves if you feel like they have the right skills and mindset for the job.
PEOPLE
RESSOURCES
● Hiring T-shaped people
1 EMPLOYEE
> ON TIME

11. APPLICANTS EVALUATION:
WORK SAMPLES FOR ALL JOBS
WHY ?
Applicants can be great during an interview and terrible on the job. Test their skills
with a work sample. It works great with tech teams. We generalised it to all teams.
HOW ?
Create a work sample that can be done between 30 min and 2 hours.
Remotely or in house. Like writing an article for a content marketer, sketching a
deliverable for a Project Leader, writing code for developers...
RESULTS
● You can detect bullshiters. Best talkers candidates don’t make the best coworkers.
● Applicants understand exactly what part of the job will look like and what will be
expected of them
When you test skills, no one can lie
RESSOURCES
● Getting inspired by
developers
● Solid Stats About
efficiency of this in a
process by Laszlo Bock in
‘Work Rules!’
BEST PRACTICES
Make a good debrief like you are already working together.
Make the skill test stable that way you can compare between candidates.
Take the test yourself so you know exactly what it feels like.
PEOPLE
1 EMPLOYEE
> ON TIME

12. PEOPLE
AN INCLUSIVE CULTURE
FROM THE START
WHY ?
Diversity of profiles, backgrounds and genders makes your company address the
needs of all type of people. It is also great to work with different types of people.
HOW ?
● Be inclusive from the beginning, actively look for different types of profile.
● School and universities are not inclusive, so don’t ask for a degree on job offers.
● Focus on core competencies and skills. This is why work samples are so great.
RESULTS
● Having women in the top 10 employees made us an inclusive company for women.
Today we have 35% of women working on projects, support, tech, sales...
● We failed doing so in other areas and are paying a debt there.
Diversity makes you rich
BEST PRACTICES
Do it from the beginning. Really. 15/20 people can be too late already.
It is not because you say it and want it that your culture will be inclusive. You have to
actively look for people and actively create a culture that makes everyone feel welcomed.
6 MONTHS
> ON TIME
RESSOURCES
● Galion Genders Agreement
● Feedbacks & Collaboration
for benevolence

13. ALL TEAMS
FINDING BALANCE WITH
INTERRUPTION
WHY ?
People spend 2 hours recovering from distractions per day.
Between meetings, calls, emails and colleagues, there is a lot of interruptions.
HOW ?
● Launch deep work time frame where no one can interrupt people.
● Define specific location in the office where people can work without distractions
● Create oral slots where people can communicate: All hands monthly, team
ceremonies, weekly ‘Open Hours’, Weekly 1o1, Lunch Space...
RESULTS
● People can focus for long period of time and be more productive
● Communication is meaningful, you're not doing meetings that are useless
Alternate high focusing time & high communication time
BEST PRACTICES
If you protect people from interruption you need to find balance for communication.
Create an asynchronous culture where people won’t ask questions physically every time.
Use tools like slack.
6 MONTHS
> ON TIME
RESSOURCES
● Deep Work Doc
● Commitstrip: the war on
interruption
● Interruption at work
Tool: Asynchronous Chat
Slack

14. ALL TEAMS
DON’T GO ALL IN,
ALWAYS START SMALL
WHY ?
As humans we like perfection. So we tend to launch big projects and spend time
on it. Even when we don’t what the results might be. This is costing a lot !!!
HOW ?
● As a rule of thumb always start something as small as possible. Ex: You want
to write a book on a subject? Write a post on Quora, then write an article. If it
get traction write the book.
RESULTS
● You don’t invest too much time in projects meant to fail
● You can test and learn a lot more than if you had huge projects to work on
● You have clear steps that help you deliver fast and take feedbacks
Don’t commit all your resources in one big project
BEST PRACTICES
Measure what you do and adapt your projects. Use agile and lean methodology techniques
like cutting big projects in small pieces and have quick iteration of two weeks or less.
RESSOURCES
● The lean startup
methodology
6 MONTHS
> ON TIME

15. YOU CAN HIRE YOUR CO-FOUNDER
WHY ?
You can actually take time (almost two years for us) to build a great team of
associates. You should choose people with multidisciplinary skills
HOW ?
Use your capital to make future leaders, co-founders or associate.
In France we have BSPCE.
RESULTS
● With 4 founders we had 3 people that could sell and two that could code
● You get new fresh ideas from new associates after a first period of exploration
No need to have the perfect founder team
at the very beginning
RESSOURCES
● The perfect founding
team
BEST PRACTICES
Offer capital based on performance. The idea is not to give 5% or 10% right away, but to make a deal
based on the value brought. Your shares should be attributed on a progressive basis.
1 YEAR
> RIGHT ON TIME
PEOPLE

16. SHARE AND CAPITALIZE ON
KNOWLEDGE
1 MONTH
> RIGHT ON TIME
WHY ?
People come & go, people forget. Meanwhile the company still grows. You want
everything to be documented. You want a single point of truth and build expertise.
HOW ?
Every people contribute and have access to an internal documentation. Write
about your processes, your clients, your provider.
RESULTS
● People collaborate and share their knowledge, they feel valued for it.
● There is no withholding of information nor miscommunication. When someone
leaves their replacement knows exactly what happened. 90% less interruption.
Documentation: Write the f*cking manual
RESSOURCES
● Tool : Confluence for
internal doc
● All in one place
● How to choose a
documentation tool
● External documentation
of Toucan Product
BEST PRACTICES
Writing documentation takes time and doesn’t feel like producing value.
This is why you should start early and really explain to people the value of it.
Every time someone in your team learns something useful they should write it down and share it.
ALL TEAMS

17. GET PEER INSIGHTS
AND MARKET METRICS
WHY ?
You want the team to have strong and educated opinion about how they should do
their jobs. Lunch are the best way to discover good and bad practices.
HOW ?
They need to get outside the building and talk to other people doing the same job.
Open Linkedin, type your job title, add 20 people and offer them to lunch together.
For founders, when you meet other founders, make intros to your team.
RESULTS
● People are growing and they are bringing new ideas, not only from their reads but their
conversation. It is like having a personal business coach
● Your team should have independent leaders that don’t rely on your judgement.
Go outside the building - Everyone should take lunches
RESSOURCES
● Best questions to ask
during lunches
BEST PRACTICES
Prepare the lunch, have a look at their profile and the website, knowing what they are doing and how
they might help you. Come with a clear problem, a very specific questions to make them react on it.
Have a list of great questions. Take and share notes.
1 YEAR
> RIGHT ON TIME
PEOPLE

18. DEFINE YOUR COMPANY’S
CULTURE
WHY ?
Create an evolutive identity that is decisive to business and recruitment decisions.
HOW ?
Two people, not founders only, collect negative and positive feedbacks from all the
team on a form. Aggregate it and develop 4/5 core values around it.
RESULTS
● Collective values are shared and irrevocable create harmony between the team
● Create strong employer brand
Core Values Definition
RESSOURCES
● Toucan Toco: How to create
values
● Examples of feedbacks you
can give
● Buffer: How to create values
● Netflix: How to create values
BEST PRACTICES
Give people a spreadsheet.
Tell them to observe and write what they like and dislike daily for ten days.
Look for stories like the lumberjack story that can help you find great tagline for your core values.
18 MONTHS
> RIGHT ON TIME
ALL TEAMS

19. RAISING MONEY ?
NOW OR NOT NOW?
WHY ?
In B2B, Fortune 500 types of clients can write you big checks from the start.
They are the one financing your company through your product.
HOW ?
Start with an agency model with big clients that help you get your first 3/500K€.
Use your client feedbacks to start to build a product.
RESULTS
● Clients help you grow your product, as much as your company
● Your product is built on explicit needs. Not everyone reads the future like Steve Jobs :)
We didn’t raise money because we started with big accounts
RESSOURCES
● Don’t raise money too
quickly
BEST PRACTICES
Don’t get stuck on the agency business forever. Don’t hire 10 person and then switch to a
product. Don’t hire until you start building your product. Otherwise you might get stuck on
consulting and professional service and never start your product.
FINANCE
NEVER
> ON TIME

20. 10 to 50 people

21. PROTECT YOUR TECH TEAM
FROM INTERRUPTIONS
WHY ?
Tackle the dilemma between great tech support and great product development.
Allows a person to provide great support while the rest of the team can deep work.
HOW ?
One person from the tech team takes turn every week to become the guardian
This person is the only one the rest of the team can interrupt
RESULTS
● Great focus equals great product and productivity.
● Develop team skills. Since teams are rotating, people will gain more knowledge
over time. And there will be fewer information keepers.
Guardian of the week, ‘King of Tokars’ for us
RESSOURCES
● An illustration in
comitstrip
● Are interruptions worst for
developers than for other
knowledge workers
● Switch from basic
technical support to
intelligent swarming
BEST PRACTICES
Even if you are the guardian, it doesn’t mean that anyone can just pop in and interrupt you.
Define clear rules, a slack channel and trello to take on the bugs the team has.
And track results. So that people see how much you are doing to support them.
18 MONTH
> TOO LATE
TECH TEAM

22. ALL TEAMS
MONTHLY ALL HANDS MEETINGS
WHY ?
You want to make your organization transparent and have great communication
between teams. This is a great way to have people moving in the same direction.
HOW ?
● One single Powerpoint.
● 2-4 minutes per team, one talker per team.
● Same place, same time, with the whole team.
RESULTS
● Great communication
● Teams are aligned on the overall strategy
● No chaos
Once a month all teams show their production
BEST PRACTICES
You should have someone taking care of the logistics. Setting the audio/video for remote
people, keeping track of time for every talker. Ask talkers to focus on specific actions than
to talk about everything their team has done.
18 MONTHS
> ON TIME
RESSOURCES
● All hands meetings that
work

23. DEFINE TEAMS OBJECTIVES
WHY ?
If you want to build a ship, don't drum up people to collect wood and don't assign
them tasks and work, but rather teach them to long for the endless immensity of
the sea. Antoine de Saint-Exupery
HOW ?
People know where to go so they define 100% of their objectives themselves
RESULTS
● Aligned Autonomy
● Alignment “we all go in the same direction”
● Focus “we know what we decided not to do”
● Growth “we always explore new ways of doing what we do”
OKR Method : Objectives & Key Results
RESSOURCES
● Toucan Toco: OKR
method summarized
● Only one to read ?
● OKR Method by Serena
BEST PRACTICES
3 Objectives max; 3/4 Key Results max/Objective;
Public; every trimester
Build by Team and People, Reviewed by leaders
Ambitious : no direct impact on remuneration
2 YEARS
> RIGHT ON TIME
ALL TEAMS

24. ALIGNED AUTONOMY
HOW ?
Have OKRs at all level: company, team, people
Develop the why of your company so people understand the vision
Provide regular Feedback and Reviews to People
RESULTS
● People are more productive and understand the big picture. They don’t get stressed by chaos.
● You build trust between founders and the team.
● People are independent leaders, they are not sheeps.
Give a vision, let the team execute it their way
RESSOURCES
● Aligned Autonomy [article]
● Aligned Autonomy [video]
● The golden circle. Simon
Sinek
BEST PRACTICES
People ask for autonomy without chaos.
Leaders see themselves as coaches who help team members grow.
Their job is to diffuse the vision as much as possible through talks, 1o1, team leaders, documentation...
WHY ?
It doesn’t make sense to hire smart people to tell them what to do.
We hire smart people so they can tell us what to do.
Steve Jobs
ALL TEAMS
2 YEARS
> ON TIME

25. ALIGNED AUTONOMY (2)
Give a vision, let the team execute it their way
ALL TEAMS
2 YEARS
> ON TIME

26. SUCCESSFUL EVENTS
WITH CLIENTS
WHY ?
When doubtful leads meet happy customers, magic happens. It is also the perfect
opportunity to create a lot of marketing content and client testimonials ressources.
HOW ?
Invite leads & clients for a breakfast to share their best practice about your product
Since your client is at your office you can make a lot of content: video, article for the
blog, pictures...
RESULTS
● Every month you produce a new client case study. It is a priceless content
opportunity for your marketing team
● High conversion rate. Leads ask questions to your clients they would never ask you
Clients Testimonials done right
RESSOURCES
● Youtube videos
● Blog
● Client testimonials
webpage
● Client testimonial
BEST PRACTICES
Regularity is everything in marketing. Ex : Make the conf the first wednesday of every month and always do it.
Make your Team proud of their work ! Developers, Sales and Marketer can get direct Feedback from Clients
Make your marketing team create as much content as they can, blog posts, videos, business case...
MARKETING
2 YEARS
> TOO EARLY

27. SALES
WHY ?
Monitoring what your competitors are doing is helping you craft a unique and
decisive offer. Doing it can be a full time job unless you succeed in making a
collective work.
HOW ?
● Create a note in the wiki with a profile of each competitors. Sales and
founders can update it with operational feedback.
● Place Google Alerts and read the papers from your industry’s specialists
RESULTS
● The note can be used to help you win an argument over a competitors during a sales negotiation
● You can have a clear position and communication that will place you as having a unique offer on
the market
BEST PRACTICES
When you document, you create a profile for each competitor. Don’t do it in one go. Be
opportunistic.
Don’t monitor every living competitor, only those you end up fighting against.
RESSOURCES
● Competitors watch allows
you to position yourself
● Example of a BI Watch
session at Toucan Toco
COMPETITOR’S WATCH
Tracking the market’s moves doesn’t
have to be a pain
2 YEARS
> ON TIME

28. SHOULD FOUNDERS GET THE
CORNER OFFICE ?
WHY ?
Startups love open spaces. They are practical, inexpensive and favor collaboration
Founders are team members as well they should be as close of the team as possible.
HOW ?
If there is no practical and logical reasons why you should get an office, except
your status, don’t take an office.
RESULTS
● You get more space
● It costs less money
● Founders are closer to people and to the business
Ego costs money
BEST PRACTICES
You being in the open space doesn’t mean people can interrupt you when they want.
Set clear rules and time frames for that purpose.
LEADERSHIP
2 YEARS
> ON TIME
RESSOURCES
404: Nothing to find here :(
If you have great resources
to share write to us:
cm@toucantoco.com

29. TEAM RETROSPECTIVES
WHY ?
Because you need to solve problem when and before they become too big.
Problems will always occur, you need great communication to tackle them.
HOW ?
During the weekly meeting ask your team to write down their positive and
negative experience of the past week on sticky notes. Then start conversations.
RESULTS
● Everyone has the opportunity to talk, not only extroverts.
● Prioritising by noticing and talking about what you do
The organization is on a continuous improvement flow
BEST PRACTICES
One hour same time same place every week.
Post-its : ‘plus’, ‘less’, ‘start’, ‘congrats’
ALL TEAMS
2 YEARS
> ON TIME
RESSOURCES
● Team Retrospectives by
Atlassian

30. DEVELOP EMPLOYER BRAND
WHY ?
If you have to grow 20-30 people a year you need to be top of mind. Especially in
B2B where few people know about your product. You can’t just hunt everyone or
use agencies to do it. You either need word of mouth or a goldmine.
HOW ?
Make your marketing responsible for the employer brand. They know best. They
will help you build a clean web page, articles, videos, talks to conferences and so on.
RESULTS
● Hiring en masse
● Applicants can feel your culture, they understand who you are
● Nurture inbound applications for fast growth
Marketers are the best at branding.
RESSOURCES
● Recruiter Video
Tool Welcome to the jungle
● Team website page
● Glassdoor page
BEST PRACTICES
Take your time for great copy, great videos and quality pictures.
Do it on a regular basis and granularly. Don’t just lunch a thousand content in one go.
Founders should spend time on developing employer brand.
2 ½ YEARS
> 6 MONTH TOO LATE
PEOPLE

31. GIVE CLEAR WARNINGS TO
SOMEONE UNDERPERFORMING
WHY ?
We hire people so they become successful. They should know when they are
getting close to this goal. Stopping a contract must be the logical outcome of
multiple fails, clearly identified and talked about. It should not come as a surprise.
HOW ?
Try to understand why things are not working out. Write feedbacks. Then make a
performance improvement plan. With agenda and key metrics they must reach.
RESULTS
● Some people understand how they can get better. They get back on track and shine !
● Create a safe work environment
Don’t create surprise, you want people to feel safe
BEST PRACTICES
Leaders should take feedbacks from direct co-workers but also from other teams resulting
in better feedback plus removing the subjective approach.
3 YEARS
> ONE YEAR TOO LATE
PEOPLE
RESSOURCES
Tool: Lattice - 360
Performance Reviews

32. MARKETING
WHY ?
No one knows your company as well as you do. You are the one knowing the
stories. A PR agency doesn’t get better overtime. An employee actually does.
HOW ?
● Take an external coach to learn faster
● Meet people that know the job and learn from them
● Start small and make your way up over time.
RESULTS
● You have someone ready to pilot agencies abroad
● You have creative ideas everyday
● You are not paying an expensive PR agency
BEST PRACTICES
The learning curve is about a year. So start when you don’t need it so much. Don’t take a
full time. Ask a marketer that you feel can do the job. Hire someone full time a couple years
later. When you have to handle multiple countries and influencers.
RESSOURCES
● How to select a PR
agency abroad
● PR Blog [FR]
Tool: Journalist list of
contacts with Cision
DO PRESS RELATIONS
ON YOUR LOCAL MARKET
Internalize it first to know how it works
3 YEARS
> ON TIME

33. WHEN TO START MARKETING
ACQUISITION
WHY ?
You can’t make ads if you don’t have content. When you do SEO, you are investing
your money. When you do acquisition you are spending your money.
HOW ?
Make sure to have a blog and rank on organic traffic. Because it means you
already have data on conversion rate and analytics on content that works well.
RESULTS
● Since you are mature enough, since you have data, you don’t spend money on learning
what’s going to work or not through ads.
● With these pillars, acquisition is like a cheat code that will help you grow way faster
When you have already created a lot of content and SEO
BEST PRACTICES
Start with a content management that will handle SEO and conversion. Once you feel like
they know their game ask them to try ads. Make some experiments. Once you’ve done that
hire an expert.
3 YEARS
> RIGHT ON TIME
MARKETING
RESSOURCES
● Factor paid tactics into
any organic strategy

34. TRACK ON WHAT YOU DO
AND SHARE INFO
WHY ?
People have short memories and other want to know why they decided to do what
they did. If they need it they can check their logbook.
HOW ?
Every people have access to an internal documentation. They should write their
questions, problems and decisions in one place. One place only to gather all.
RESULTS
● Great transparency and communication inside your company
● People actually remember why they decided to go a specific way.
● Writing why you decided to make a decision actually helps you make it better.
Logbook: Track your Decision making and Actions at all level
RESSOURCES
● Inspire yourself from a
Captain logbook
● The most productive
people keep a notebook
● Examples of personal &
business logbooks
BEST PRACTICES
Write in your personal logbook every week.
Share important decisions to others so you can take feedback.
Logbook should always be public.
ALL TEAMS
3 YEARS
> ONE YEAR TOO LATE

35. DEFINE INDIVIDUAL
OBJECTIVES
WHY ?
Since people have understood how Team OKR work, it is much more easier to help
define their own OKR. People know where to focus and how to prioritize.
HOW ?
People know where to go so they define 100% of their objectives themselves
RESULTS
● Aligned Autonomy
● Alignment “we all go in the same direction”
● Focus “we know what we decided not to do”
● Growth “we always explore new ways of doing what we do”
OKR Method : Objectives & Key Results
RESSOURCES
● Toucan Toco: OKR
method summarized
● Only one to read ?
● OKR Method by Serena
BEST PRACTICES
3 Objectives max; 3/4 Key Results max/Objective;
Public; every trimester
Build by Team and People, Reviewed by leaders
Ambitious : no direct impact on remuneration
3 YEARS
> RIGHT ON TIME
ALL TEAMS

36. more than 50 people

37. RECRUIT A RECRUITER
WHY ?
The way we think of HR manager is broken. You can’t possibly be great at
recruiting, administrative tasks and career development.
HOW ?
● Divide the role in three: Recruitment for Talent Recruiter, administrative tasks
for CFO and career development for team leaders.
● Founders and Leaders drive the culture, values and People Development
RESULTS
● Job is done. You have the best people handling every task. HR often have
a prefered topic. It’s only human.
● Recruitment for startup is decisive. You want someone 100% specialised in hiring
Don’t recruit an HR manager for recruitment
RESSOURCES
● Why Recruiting Should
Report to the CEO, not HR
● Why human resources
suck at recruiting
● More on this With ‘People
Operations Team’
BEST PRACTICES
As a founder you want to help your team career growth and empower team leaders to do so.
The entire company should recruit. The talent recruiter is there to hunt, put processes and
Market the company as a Product for Candidates.
PEOPLE
4 YEARS
> ONE YEAR TOO LATE

38. INDUSTRIALIZE MY SALES
MACHINE
WHY ?
If there is a product market fit. A sales should be able to sell your product day one.
A Sales Playbook will also give you a chance to reproduce your strategy abroad
HOW ?
Create a Sales Playbook which answer to ‘what do you do?’, ‘How are you
different?’, ‘How much does it cost?’, ‘Here are my objections.’
Have a clear and clean go to market strategy (aka GTM)
RESULTS
● Shorten sales cycles
● More comfort for Sales Rep : Shorter Onboarding, Better Targets
● Creates a strong brand positioning, Attracts talent for hiring,
Write Sales Playbook & Go to Market Strategy
RESSOURCES
● Developing a GTM
Strategy
● GTM Templates
● Basics of GTM
● GTM applied to Toucan
BEST PRACTICES
Successful implementation of a new GTM strategy can take 12 to 36 months
The goal of a GTM strategy is to improve key business outcomes. This is mainly
accomplished by aligning to the evolving needs of your customers.
SALES
4 ½ YEARS
> ONE YEAR TOO LATE

39. ALL TEAMS
ONE FLOOR TO AVOID SILOS
WHY ?
You don’t want to create silos or physical spaces where a department is located.
You want people to help each other and communicate between teams.
HOW ?
● Don’t settle for anything but one floor when looking for new offices. Possible
in Paris until 1/1500 m2.
● Add a flex office policy where the team moves from their desk every week.
● Everyone has boxes they can move around with their personal stuff
RESULTS
● Better collaboration, better communication, More creativity.
● You avoid creating micro-cultures like sales vs developer since everyone is always
around each other
Try to have a one floor building as long as you can
BEST PRACTICES
Take time to explain to the team why it is important to move their desk every week and
lead by example. One floor, doesn’t mean one open space.
Don’t forget private spaces for calls and different area where you can work in silence.
5 YEARS
> ON TIME
RESSOURCES
● Eudamonia & writer's cabin
● White boxes to store your
stuff :)

40. KEY SUCCESS FACTORS
● Big Client Satisfaction
● Agile Methodology for Client Setup
● A better parity than the tech average
80
team members
+ 100%
growth a year
for 3 years
> than 300
apps up and running
5
Years
> 100
clients among major
companies
self-financed
no VC means authentic growth
ONE WORD ABOUT TOUCAN TOCO ?
Data Storytelling for everyone
© T O U C A N T O C O

41. © T O U C A N T O C O
CHECK OUR JOBS NOW !
JOIN US TODAY !

42. THIS SLIDESHARE WAS MADE WITH LOVE
Kilian Bazin
The Finisher
Baptiste Jourdan
The Conqueror
Charles Miglietti
The Starter
Kevin Duchier
The Amplifier
David Nowinsky
The Builder
by Toucan Founders Supported By

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