Could you share any evidence that would demonstrate the productivity, quality of work, or the impact of the engagement?
The most recent relevant metric would be that Mike helped us craft our minimum viable product and ended up turning it into a short online course. We’ve had 3,000 people join the course since we launched just a few months ago. That’s been a good metric. It’s been successful.
How did FleetCreature perform from a project management standpoint?
On the consulting end, obviously, I was dealing directly with Mike for everything. There wasn’t a whole lot of project management involved there. For the other project, however, he acted as the initial contact and helped with the initial design consulting, but then he pulled in his lead Art Design director and passed off some of the consulting and design work to him. Mike was involved at the beginning, as a creative force, and then backed off and handed things off as the project unfolded. That was smart.
What did you find most impressive about FleetCreature?
The companies that I’ve run are in a unique space, a meditation and mindfulness space. Because of that I would say it’s probably unique for a design agency like FleetCreature to have a deep background and knowledge in that area. I haven’t seen many, if any, that do. This knowledge is primarily because of Mike’s own background.
The other thing I’d say is that, since I’ve known Mike, he has always been rushing toward what’s emerging—in terms of the technology and thinking about what’s coming next. I know there are a lot of folks who do that, but it seems like he wants to be not just at the cutting edge but before the cutting edge, seeing what’s happening before it’s here. That’s something that is important to him. I suppose that’s why, as long as I’ve known him, he has—perhaps predictably—been on top of building apps, focusing on user experience, seeing block chain technologies coming around the corner—the latter of which I know is something he’s focused on now. That’s one way that I think he is unique, and it’s a special part of what makes Mike who he is—and what makes FleetCreature what it is.
Are there any areas FleetCreature could improve?
I haven’t really worked with Mike’s project team for a while. In the first project we worked on together, which was right when the company was started, there was perhaps some lack of clarity about who was responsible for which aspects of the project. It got clarified pretty quickly, and I think they figured out that part of their business. Again, that was a while ago. I imagine some things may have changed since then.