Turbo Team Quotes

Mostly Gaylord deals with insurance scamming. He takes a car off a lot and the insurance company pays.” “That’s still stealing.” “I guess, but it’s an insurance company, and everyone hates those people.” “I don’t hate them.” “Well, you’re weird,” Lula said. “Do you like the car?” “I love the car.” “There you go. And by the way, you might want to put a dab of concealer on your nose.” Kranski’s Bar was on the corner of Mayberry Street and Ash. This was a neighborhood very similar to the Burg, but the houses were a little larger, the cars were newer, the kitchen appliances were probably stainless. I parked in the small lot beside the tavern, and Lula and I sashayed into the dim interior. Bertie was working behind the bar that stretched across the back of the room. A bunch of high-top tables were scattered around the front of the room. Two women sat at one of the tables, eating nachos and drinking martinis. At one end of the bar four men were drinking beer and watching the overhead television. I spotted Kenny Morris at the other end. He was alone, nursing what looked like whiskey. Bertie caught my eye, tilted his head toward Kenny, and I nodded back. “I guess that’s the guy you’re looking for,” Lula said. “You want to tag-team him?” “No. I just want to talk to him. I’ll go it alone.” Lula hoisted herself onto a barstool by the four men, and I approached Kenny. “Anyone sitting here?” I asked him. “No,” he said. “No one ever sits there.” “Why not?” “The television is at the other end.” “But you’re here.” “Yeah, I’m not into the team television thing.” He looked a lot like his yearbook photograph. His hair was a little longer. He was slim. Medium height. Pleasant looking. Wearing jeans and a blue dress shirt with the top button open and the sleeves rolled. He was staring at my nose with an intensity usually displayed by dermatologists during a skin cancer exam. I couldn’t blame him. I’d smeared some makeup on it, but even in the dark bar it was emitting a red glow. “It’s a condition,” I said. “It comes and goes. It’s not contagious or anything. Do you come in here often?” “Couple times a week.

For example, every year, I rent Intuit’s TurboTax so I can do my income taxes. I pay for something I only need for a few weeks in February even though it holds my data for the entire year. That is because it has my data from the previous year (and for years before that). It simply asks if my financial situation has changed or if I have unique needs for a given tax year. It even has built-in, crowd-based support to help me when I get stuck. TurboTax meets many of the lovability requirements. It solves my problem, meets needs I did not know I had, makes my life easier, and adapts as my circumstances change. Best of all, I pay a reasonable price to rent it every year. But how does Intuit really know what I need? Well, Intuit is famous for a program they call Follow Me Home. It sounds exactly like what it is — a way to observe customers in their homes or offices in order to understand how they actually use Intuit’s products. The founding team used Follow Me Home as a way to help their teams get an immersive look at what customers liked and what they needed, as well as what worked and what did not work. By observing customers in their own spaces, the Intuit team was able to see how often customers were interrupted while trying to use their product, or if they started on one device and finished the task on another. They were able to funnel that information back to their development team to make updates in subsequent releases. It is important to note that they were not following customers home to look for bugs in the product. No, they had a deeper purpose — to truly understand the experience of their customers and if their products were making their work and life easier. That deep commitment to understanding customers helped Intuit find elegant ways to help them. It is a simple concept and one that more product builders would benefit from.

For example, consider one of Intuit’s flagship products. Because TurboTax does most of its sales around tax season in the United States, it used to have an extremely conservative culture. Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over five hundred different changes in a two-and-a-half-month tax season. They’re running up to seventy different tests per week. The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the next set on Thursday night. As Scott put it, “Boy, the amount of learning they get is just immense now. And what it does is develop entrepreneurs, because when you have only one test, you don’t have entrepreneurs, you have politicians, because you have to sell. Out of a hundred good ideas, you’ve got to sell your idea. So you build up a society of politicians and salespeople. When you have five hundred tests you’re running, then everybody’s ideas can run. And then you create entrepreneurs who run and learn and can retest and relearn as opposed to a society of politicians. So we’re trying to drive that throughout our organization, using examples which have nothing to do with high tech, like the website example. Every business today has a website. You don’t have to be high tech to use fast-cycle testing.” This kind of change is hard. After all, the company has a significant number of existing customers who continue to demand exceptional service and investors who expect steady, growing returns. Scott says, It goes against the grain of what people have been taught in business and what leaders have been taught. The problem isn’t with the teams or the entrepreneurs. They love the chance to quickly get their baby out into the market. They love the chance to have the customer vote instead of the suits voting. The real issue is with the leaders and the middle managers. There are many business leaders who have been successful because of analysis. They think they’re analysts, and their job is to do great planning and analyzing and have a plan.

woke to the crack of gunfire, screaming, and running feet. Before she could move, a gun was shoved into her back. She looked over her shoulder at the merciless dark eyes of the man holding the weapon. “Hello, Dana Sorenson. I’ve got a job for you.” She’d had a job, one that hadn’t turned out as she’d hoped. Had it only been a week ago she’d been standing on a dock in Turbo, Colombia, a disreputable port town rife with violence on the coast of Colombia and in the horseshoe of the Gulf of Urabá to fulfill her mom’s wish. It was just before dawn, the sun nothing but a glimmer on the horizon. She’d waited for a boat that would take her and her crew into the Darién Gap, a place that