2020-2024

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Founding & Scaling Sutro

In early 2020, startups were having an incredibly difficult time getting design right without spending an amount of money they couldn't afford. I created Sutro, a new concept that bridged the gap between agency and marketplace - providing a trusted and flexible solution that helped 40+ startups raise over $300M in funding.

company

sutro

Date

2020-2024

Role

founder/head of design

problem

The existing options for pre-seed to seed startups were a mishmash of non-ideal solutions - freelancer marketplaces such as Upwork had no quality control, agencies were too expensive/short-term focused, and most startups weren't ready to hire someone full-time yet. Navigating this landscape was incredibly painful with the majority of startups failing to find an adequate solution.

On the flip-side, I saw a landscape of freelance designers across the globe with the potential to fit within startups (especially with a shift to more remote work due to COVID). However, there was a lack of the right structures for success, especially when different time zones, language barriers, and/or collaboration expectations come into play.

problem

initial solution

I thought about how I could create something that better bridged the two sides, ensuring quality engagements within a community of top startups and talent.

I created a transparent, monthly membership-based pricing, model, removing the barrier and mystique behind the quoting process.

initial solution

I thought about how I could create something that better bridged the two sides, ensuring quality engagements within a community of top startups and talent.

I created a transparent, monthly membership-based pricing, model, removing the barrier and mystique behind the quoting process.

initial solution

I thought about how I could create something that better bridged the two sides, ensuring quality engagements within a community of top startups and talent.

I created a transparent, monthly membership-based pricing, model, removing the barrier and mystique behind the quoting process.

The model's fractional structure that was accessible to even early startups was especially appealing.

With different levels that could be adjusted month-to-month, we optimized flexibility to accommodate the variability inherent in startups.

Brand and website V1

I created a brand with a focus on natural and harmonious yet slightly futuristic naming it "Sutro" due to its connection to SF (Sutro Baths) & the calming yet futuristic tone.

In designing the brand and website, I used earthy tones combined with modern typography. I also organized custom photography and videography to better differentiate the brand.

Brand and website V1

I created a brand with a focus on natural and harmonious yet slightly futuristic naming it "Sutro" due to its connection to SF (Sutro Baths) & the calming yet futuristic tone.

In designing the brand and website, I used earthy tones combined with modern typography. I also organized custom photography and videography to better differentiate the brand.

Brand and website V1

I created a brand with a focus on natural and harmonious yet slightly futuristic naming it "Sutro" due to its connection to SF (Sutro Baths) & the calming yet futuristic tone.

In designing the brand and website, I used earthy tones combined with modern typography. I also organized custom photography and videography to better differentiate the brand.

Growth & iteration

After adding on an additional full-time design manager and scaling Sutro, I went through a deep research process, leading to a variety of model changes such as:

While the fractional, monthly model worked well for ongoing work, I expanded to supplement the dedicated design with specialist project packages.
I introduced a junior to lead level variable pricing model, creating a more holistic community that could plug into the range of startup needs.

Growth & iteration

After adding on an additional full-time design manager and scaling Sutro, I went through a deep research process, leading to a variety of model changes such as:

While the fractional, monthly model worked well for ongoing work, I expanded to supplement the dedicated design with specialist project packages.
I introduced a junior to lead level variable pricing model, creating a more holistic community that could plug into the range of startup needs.

Growth & iteration

After adding on an additional full-time design manager and scaling Sutro, I went through a deep research process, leading to a variety of model changes such as:

While the fractional, monthly model worked well for ongoing work, I expanded to supplement the dedicated design with specialist project packages.
I introduced a junior to lead level variable pricing model, creating a more holistic community that could plug into the range of startup needs.

website rehaul

I collaborated with one of Sutro's designers, Hristijan Burdisic, to redesign the website and highlight the new vision.

I additionally focused on creating a more efficient, guided experience that clearly differentiated Sutro from traditional agencies and simplify to a single page.

Sutro community

I designed Sutro to be a "community-based" design service - bringing together the best talent across different locations, specializations, and levels. During its run, I brought in over 35 community members including designers, design managers, and design advisors.

Sutro community

In order to ensure a high quality bar, I instituted a 4-step interview process for designers.

While the behavioral and portfolio review stages were fairly similar to what you might expect from another company, I redefined the design challenge into a collaborative exercise that replicated much more closely how the designer would work within Sutro.

In order to ensure a high quality bar, I instituted a 4-step interview process for designers.

I established a transparent leveling structure built around Sutro-specific characteristics, providing a mechanism not only for pricing and placing designers, but also to create a structure for growth.

At the end of each quarter, Sutro reviewed each designer's work, took in feedback from the customer and then decided on any potential promotion.

To ensure a successful community, I established numerous practices, including:

weekly design reviews
workshops
community "teaches"
specialist and design advisor office hours
dozens of collaborative slack channels
socials

To ensure a successful community, I established numerous practices, including:

weekly design reviews
workshops
community "teaches"
specialist and design advisor office hours
dozens of collaborative slack channels
socials

To ensure a successful community, I established numerous practices, including:

weekly design reviews
workshops
community "teaches"
specialist and design advisor office hours
dozens of collaborative slack channels
socials

As part of the "matching" process between startups and designers. I included introduction and portfolio walkthrough videos for designers, allowing them to showcase them/their work in the best light and create a more efficient process for founders.

platform design

As Sutro scaled heavily, I sought a solution to handle a much larger community efficiently. I designed a platform to intake customers, match them with designers, and provide a hub for resources.

After designing much of the platform, I further evaluated with startups inside and outside of the community. Our initial research & ideation led to the hypothesis that a platform would provide a scalable, efficient, and delightful experience. However we ultimately uncovered that while teams thought the platform experience seemed well crafted, that the platform potentially took away from Sutro's relationship-focused collaboration and created one more product that they need to use.

I made the decision to push its development & ultimately decided not to build.

A multiplier for growth

After over 3 years leading Sutro, I made the decision that it was time to move on to my next chapter. I'm thankful that I was able to have a profound effect on so many startups and members of the community.

All together, Sutro was able to bring together 40+ startups and over 35 community members - through that work we helped raise over $250 million for startups. Sutro scaled to around $750,000 ARR, created a thriving community of creatives, and developed/placed dozens of designers into high impact roles with startups.

After over 3 years leading Sutro, I made the decision that it was time to move on to my next chapter.

Sutro was an incredibly exciting period of my life - but more importantly I was able to have a profound effect on so many startups and members of the community. All together, Sutro was able to bring together 40+ startups and over 35 community members - through that work we helped raise over $350 million for startups.

On our end, I scaled Sutro to ~$750,000 ARR, developed dozens of designers, and create

redefining airbnb's design language

airbnb

driving outset to series a

outset