Question to ask

1. Where is the main technical (data)and culture problems today
   1. Technical
      1. Negatvie reviews in the google, 2.7. Most of the negative review about missing or unclear data after booking (who owns the ticket, whar rulles apply, hot to resolve exeptions)
         1. identity and policy visibility
   2. Comment about Francisco - lack of focus, try to do too many things at the same time → hard to do anything really well. General comment about the prioritisation and how company product strategy is defined
      1. hard to say no to sales team, creates a bit of noise
      2. cultural issue (which is bad imo, as if it was a strategy, it solvable, but culture is harder to change)
      3. Execution quality is sufferes, its hard to do smth
2. Expectation to this role
3. Way of working (remote)
4. Finance stability
   1. hard to leave, churn rate

Robert

• business dev in EU, 5 years, know about the product
• Covid, 3 years scaling: rail , global , new products (incl data)
• Cool,

Transcript summary

He’s selling you on intensity + ambition. He explicitly warned it can be “hard work sometimes” and wants people comfortable with that pace.

Data products are “high potential, still the beginning.” He sees data as an area where they can make a bigger difference than today.

Ownership culture is real. He basically said: step outside your lane, drive progress, even if you “step on toes” (with the usual stakeholder selling).

Company stability story = “sticky platform + signed order book + cash.” He believes churn is hard, growth is mostly net-new revenue, and a lot is already contracted—execution is the main risk.

Focus is a known issue, and the company is trying to correct it. He acknowledged noise/opportunity overload, and that discipline is required this year.

• His north star = customer thinking end-to-end. At the very end he said it’s “the only thing I really care about” for PMs.