What's new

What's new in Tanda - June 2018

Welcome to the June release notes for Tanda. Each month we will be posting a list of the most important new things we have released in the product, to kick things off here’s what we’ve been working on in June:

Improved schedules in the app

Keep track of exactly when you’re working and your total scheduled hours for each week

Your shifts are now organised into weeks - simply swipe left or right to see past or future weeks. You can also check the navigation bar to see which days you are working, and which teams you’re working in at a glance.


Don’t have the app yet? Download it here and Get your staff using the app

Add times to leave requests

When staff are taking just a few hours time off on a day you can now see exactly when these hours are and schedule them outside of those times.

This is great for those times where staff are only requesting just a few hours off in a day, now they can let you know exactly when those hours are in the day i.e. 2 hours from 10am-12pm.


These times will be visible on the roster, if you do create a shift that overlaps with approved leave times you will get a warning.


How to add times to leave

Improved schedule templates

More intuitive editing and creating of schedule templates

We received feedback from customers that the edit schedule screen didn’t look very different from the normal schedule screen, so we’ve updated the banner to make it easier to distinguish.


Tip Jars

Automate your daily tip splitting to have tips distributed fairly to staff, and recorded on their timesheets

Attention US customers: You can now record and allocate your tips amongst staff through Tanda. Simply enter the tip amounts for each team, for each day and have them split fairly amongst everyone who worked in that team on that day-calculated based on the hours they worked.


This feature is still in beta, if you would like to start using it now please email jess@tanda.co

Learn more about tip jars here.

Coming soon

Here are a few of the things we are working on right now.

Renee Phelan

Head of Product

published July 02, 2018

What's New

Tanda Feature Announcements from Beyond Conference 2018

Founding Tanda CTO, Alex Ghiculescu, addressed a 200+ strong audience at the inaugural Tanda Beyond Conference on the Gold Coast last week.


Alex concluded his talk with some of the feature releases the product team are working on right now.

Tanda’s roadmap is prioritised around 3 key themes:

  • Improving efficiency by making it easy to make data-driven decisions.
  • Improving trust between employees and employers by ensuring everyone is paid fairly and accurately.
  • Improving connectedness by keeping everyone engaged and on the same page.

Shift Swapping

The reality of running a business is that that creating the perfect roster—one that requires no changes—rarely occurs. Staff get sick, things change and ultimately this results in staff needing to drop or swap shifts they were originally rostered to work.

Keeping track of the ongoing changes and finding replacements last minute is something that every manager we speak to struggles with. That’s why we are currently building shift swapping, a feature that will take care of all the manual work dealing with shift swapping while still giving you the oversight and control you need to make sure your business is accurately staffed.

We think of it as “win-win shift swapping” good for managers, good for employees.

Find out more and get early access here


Live Insights

Knowing at the end of each day if you hit your wage % of revenue KPI is good. But what if you could track your progress throughout the day using live data? This would mean you could see in real-time how your sales and wage costs are tracking. Are your sales matching what you expected and rostered for? Or is it higher or lower than what you expected? In this case, you may want to adjust your staffing levels on the fly so they match your sales demand.

Our goal is to help every manager steer every shift to success using live insights.

Find out more and get early access


Transparent Time-off Management

One of the most important factors in running a successful business is having staff who are happy, productive and love where they work. One way to foster this type of culture is by allowing staff to have the time off that they need. But how can a business do this while still making sure they have enough staff to put on their roster?

Introducing Tanda Time Off.

We believe the best way to manage both the needs of your staff and your business is to simply be transparent with staff and tell them when the “good” or “bad” times to take time off actually are.

Find out more Want early access to this feature? Email declan@tanda.co


Multi-breaks & Paid Breaks

The ability for staff to clock each break they take throughout their shift - even those that are paid is crucial both from a compliance and time theft perspective. You need to know how many breaks staff are taking, how long they were and ultimately how much the staff member should be paid.

We are working on supporting multi-clocked breaks and paid breaks in Tanda. This means you can roster staff for shifts and have their break times calculated automatically (this is already live), allow staff to clock each break throughout their shift on the time clock and lastly have this information neatly presented on their timesheet ready for you to approve.

Want early access to these features? Email jess@tanda.co


Shift Feedback - from the frontline

“If staff have an issue they can visit me in my office” (…a statement that doesn’t always work).

We know that extracting objective, value adding feedback in the workplace is not always easy. Staff won’t always feel as though they can criticise their boss or offer suggested improvements - but the reality is front-line staff are the ones closest to your customers and should have good ideas on what could be improved. We’re currently testing ways of collecting objective, valuable shift feedback from staff that you can use to make improvements in your business. If you would like to start using this feature now please get in contact with us.

Find out more Want early access to this feature? Email liamsheppard@tanda.co


Instant Communication

Communicating with your staff is a foundational need of any manager so we often get feature requests like “Can you make a Tanda chatroom?”. When we ask businesses how they communicate with their staff now the feedback was consistently that they reverted back to Facebook as their main method of communication.

The reason: an instant message is only valuable if it gets seen. This is why we built a Facebook-integrated chat bot. The value is two-fold: We’re going where the employees already are: 17 million Australians are already on Facebook. We designed the chat bot to answer questions that would traditionally cause admin work for a manager. For example, “What’s my leave balance? Can I have next Tuesday off? What’s my roster?”

Want early access to this feature? Email dave@tanda.co



We will be sharing more information about these upcoming features with you as the year progresses. If you would like to know more, please reach out to us.

Renee Phelan

Head of Product

published June 21, 2018

workforce success

Workforce Success Podcast Episode Two

On Episode Two of the Workforce Success Podcast, I sit down with Nat Hodges from the People Performance Business Nxt Lvl. Nat is an exercise science major and multiple business owner and founder, running one of the largest independent strength and conditioning gyms in Brisbane, Australia before joining as co-director of Nxt Lvl.

Nat and I explore the psychology behind high performing teams. We touch on employee engagement, what it means to find meaning and purpose in your work and what authenticity in the workplace looks like.

Nat unpacks company culture, what is it really and how are high performing businesses are aligning learning, community and personal development to give them the cutting edge in the marketplace. 

Bryce Davies

Workforce Success Specialist, Tanda

published May 31, 2018


How Australia's healthcare problems are paving the way for bigger technology

There are almost half a million paid healthcare professionals in Australia. Around 38% of this population is working less than 35 hours per week and 12% are working over 49 hours per week. These numbers tell us that almost half of the professionals in the healthcare industry are either working less or working more, leading to problems in the supply and distribution of the health workforce.

Doctors and other health professionals are no longer as willing to work extended hours. Australia’s healthcare industry has been facing staffing shortages and a scarcity of next-generation skills to become even more customer-centred.

Hospitals and other healthcare institutions are trying to find different ways to retain the quality of service without sacrificing for the sake of their workforce. It doesn’t seem as easy to resolve. However, different factors such as locations, talent category, and the organisation’s values themselves are also to be considered when coming up with better solutions. At the end of the day, people’s wellbeing are on the line, and that’s what makes problems for this industry so unique and challenging, but at the same time very exciting to crack.

Over the years, automation and other technological solutions have started resolving current and future healthcare workforce pain points. Google and DexCom are two companies who have already began providing wearable technology that allows healthcare professionals to monitor their patients even when they’re physically far away. Skype, one of the pioneers of video chat and voice call, started providing practitioners the option to facilitate follow-up appointments through their technology. Surgical Partners is also a group that pitched in the industry. They take care of all the messy backend aspects of healthcare companies – accounting, billings, and system management. Even financial institutions such as Westpac have worked with digital solutions for their healthcare arm. They now offer better cash flow management for professionals and private practitioners alike, further cutting down the pain of managing finances for the healthcare industry.

One of the reasons staffing is a problem for the industry is proximity. Professionals take into consideration the area they will be working in, especially those who have families of their own. A unique solution has been offered by a company called VMORE, where they provide virtual assistance for professionals to start their own private practice.

With these solutions and more in the works, practicing institutions in the industry not only get to manage their business better, but also are filling in gaps of staffing problems. Even if there are many other factors that need addressing to make the healthcare industry better and more attractive to professionals. Little by little, technological solutions are arising to address these pain points.

To know more about healthcare and its innovations, join us this 14-15 June at Beyond 2018. Join our panellists Marcus Wilson (Surgical Partners), Melissa Argent (Westpac Healthcare), and Deana Scott (VMORE) as they discuss how technology is shaping the healthcare industry. Visit www.workforcesuccess.com for more information.

Robert Dickson

Workforce Success Executive - Aged Care Solutions

published May 23, 2018


Product + Marketing + Sales = Product Marketing

Product Marketing Manager

Tanda is the world’s #1 platform for workforce success. We build cloud software for scheduling staff, managing attendance, and making business decisions. Our vision is to build a product that allows businesses to build truly productive workforces so they can ultimately grow their business and create more jobs - we’re doing this by helping staff be happier and more productive.

This is where you come in.

We are looking for a passionate product marketing manager to join our team and help us position, launch and drive awareness around the core Tanda products.

What is the role all about?

As a product marketing manager you will be joining the Tanda product team and will work closely with designers, product managers and other marketers. You will be responsible for shaping the way we communicate and position Tanda core features both internally and externally and will have the creative resources you need to do so effectively.

What you will be doing

  • Become an expert in the Tanda core features
  • Deeply understand our customers, the reasons they use Tanda through customer research
  • Take this understanding to design and execute campaigns that drive product demand from strategy to copywriting
  • Conduct competitor research and analysis, to identify how we compare to our competitors, where do we win where do we lose
  • Work with product managers on new features to develop a product story, marketing plan and launch plan
  • Create product messaging, positioning & content (landing pages, blog posts, videos etc.) to articulate the value of Tanda and drive conversion
  • Coordinate newsletters and webinars to engage with our user base and keep them aware of the improvements we are making
  • Together with the product team, educate both internal and external partners about our product story, the product value, market competitors and unique market leading position

Tanda is growing incredibly fast, our product team is doubling in size every year, you will be joining a fast-paced environment where there’s plenty of great opportunities to learn new skills. You’ll be working out of our Brisbane office.

Want to know more?

Email renee@tanda.co and tell me:

Renee Phelan

Head of Product

published May 22, 2018

Tanda Products

How to Review Code

We recently shipped a bug that broke our credit card form.

When you’re a SaaS company like Tanda, being unable to record credit card details is not a good thing. If there’s one thing you want working 24/7 it is the ability to have people give you money.

This bug should have been caught in code review, but it wasn’t. So in the spirit of profiting from our mistakes, we tightened things up a bit. Here’s two key lessons we learnt.

Review deletions as closely as you review additions

Bad deletions can be just as catastrophic as bad additions. This bug was caused by the removal of a single line of code. It stuck out like a sore thumb going back over it because there were no other modifications in the file, and the file had nothing to do with the changes at hand. But nobody was looking for suspect deletions during code review so nobody saw it.

I personally like to review code in the two column layout, with deletions on the left and additions on the right.


I found that my eyes tended to follow the code in a “U” shape, going top to bottom through the additions on the right then skimming back up through the deletions on the left. That is how you get bugs.

I now review code in what more closely resembles a “Z” shape, reading deletions and additions at the same pace, comparing them, questioning them. “There’s a deletion on this line without a nearby addition. Why?”

It’s important to spend as much time thinking about what a removed line of code did as it is thinking about what a new line of code does. Innocent-looking deletions can take your site down.

You, the code author, are the first code reviewer

The mindset that you write the code and someone else makes sure it doesn’t have any bugs is exactly how you get bugs.


At the end of the day, your code has your name on it. You can’t blame bugs on your code reviewer. Unless you’re new to the codebase, you should understand the implications of your code at least as well as your reviewer. In other words you are well-placed to review your own code, so do it.

By “review” I do not mean “yeah nah I reviewed it as I wrote it she’s all good mate,” I mean looking at the diff. Do exactly what your code reviewer would be doing. Code review is a separate act from writing code that requires a different mindset. If you’re truly reviewing your own code then you should occasionally spot things.

Code reviewers are not an insurance policy, they are assistants in your quest to not ship bugs. Don’t forget about the deletions.

Declan Haigh

Tanda Product Team

published May 21, 2018


How to Serve 200 Customers Daily in an 8-seat Restaurant

Breaking down the cost of eating a fine meal there’s a lot you pay for on top of the transactional value of buying and preparing food.

Being waited on in an architecturally designed restaurant in a prime location is great. But what if you want the same quality food without the premium price?

As the case goes for Australia, to get a fine dining meal here, you’ll also be paying for self inflicted operational inefficiencies.

We’re largely talking:

  • Capital and operational expenses of having a large fancy venue
  • Staff who perform various activities that don’t directly pertain to the preparation of food
  • Time consumed in a long seated meal that prevents the venue from turning over the table several times during service

But this isn’t the case in many places of the world - I recently travelled to Japan where I discovered good food can be purely transaction. It’s usually in an alleyway and the people who greet you also cook your food.

In Japan many well regarded restaurants have no front of house staff at all. Many don’t have a human taking your order.

Here’s one example I encountered: I picked this example because it has a western counterpart - a high end steak restaurant. The place is called Le Monde, located in Shinjuku, and it’s tiny. There’s 3 staff, there’s no time of the day that doesn’t have a line and the dining room has 8 seats.

Here’s how they do it

Eliminate menu choice. What do you want? We have steak, steak and steak. There is no question as to what you’re ordering. It’s going to be steak and it will be cooked medium-rare. The only question is what cut you will be ordering.

Each steak comes with an exact amount of thick cut potato chips, a small amount of greens and a tiny amount of rice.

The result is an ultra low wastage restaurant with a hyper efficient kitchen process.

Efficient design. This place is evidence that if you design your restaurant with the efficiency of a Toyota plant you can serve up high value food at a low price.

Those waiting outside observe the menu, the one front of house team member takes your order at the door. You then progress to a standing line inside. The chefs watch the progress of seated customers and line up the steaks to match the inside line of customers.

A perfectly timed steak hits the grill, you simply sit and a steak goes directly from the grill to a plate in front of you within 30 seconds.

You then leave promptly after finishing your meal because people are looking at you waiting for your seat.

Here’s a technical diagram I put together in the early hours of the morning:

No time for talking. There’s a dead silence in this restaurant. The feel is part fine dining restaurant with quiet jazz music, and a little bit like a solemn funeral.

You sit, you eat, you leave.

This is in part because you’re eating to an audience of other people waiting for your seat.

Never an empty seat. Empty seats are dead money. Hospitality operators pay for the seat and the square meter it sits on for one reason – to make money from it. By having a small footprint, every seat makes money.

Restaurant wastage comes in many forms, and ultimately the consumer pays for it somehow. The same goes for wasted seats and square meters, if you’re eating in an empty restaurant there’s only two options: you’re either paying for the empty seats in your meal price or the operator is going backwards.

I walked past at all hours of the day and never observed this place without a line to get a seat.

Aces in their places. Unlike my fellow diners who looked down at their meal and only looked up to pay, I took a good look at how the kitchen operated. The simplicity created insane efficiency. Everything had its place and each meal was prepared like clockwork.

All perfect. Always on time.

Here’s the staff setup:

1x FOH staff member takes care of the dining room, takes orders and prints the bill.

1x Chef manages the grill. They observe the eating progress of seated customers and ensure everything is ready to go in order of those in line.

1x Chef manages the sides and plating, and everything else that happens in the kitchen.

Insane value. This is a subjective statement, but rings true if your goal though is eat fine dining food at takeaway prices.

This is achieved by eliminating all of the activities that are non value adding to you getting a quality steak cheap and fast.

The result: a restaurant quality steak for a fast food price. It’s a place where well off business people and broke backpackers eat side by side. Something you won’t see often in Australia.

Phil Johnson

Senior Workforce Success Executive - Hospitality Solutions, Tanda

published May 21, 2018

workforce success

We user-tested with people who never used a smartphone before…

Last week concluded a round of user-testing on a newly designed onboarding flow for people who visit our web-based product, My Tanda, from our app-based product, Tanda Time Clock. Our 5 day sprint ended with a live prototype and 5 users to test our product.

The user tests were scheduled for Friday during the day. Each session ran for just 30 minutes where we would analyse and pose questions whilst each user ran through the tests:

  • What is Tanda?
  • Who is Tanda for?
  • What does x do

etc. and progressively digging deeper

It was a great experience and we gained a lot of insights and feedback from it. But, whilst we were running some of these tests, a few things soon became apparent.

Of the 5 users who came in:

  • 2 had NEVER used a smartphone before
  • 3 were people we wouldn’t actually target in the market
  • 1 had no reliable internet access at all

You might be scratching your head and thinking ‘why would you test with people not in your market AND that have never used a smartphone before?’.

We definitely didn’t do this on purpose, but the insights we gained from less tech-savvy (if tech-savvy at all) were still quite valuable.

Before jumping into our findings, it’s worth painting a picture of the problem first to know what we were actually testing…

Quick Overview

Let’s kick it off! Tanda provides a free Time Clock app that employees can use to clock-in and clock-out from. The employee clock-in(out) times are sent to My Tanda — a web-based application that a manager/owner can track attendance.

They can also do much more inside My Tanda.

All you need to know is that there is a mobile app (Time Clock) and a website (My Tanda). Data from the app is sent to the website and visa versa. Users see the most value in features hosted on the website where they can integrate with accounting software to run payroll, create and send rosters and view timesheets.

Unfortunately, the website isn’t optimised for mobile. So when we send people from the mobile app to the website — this is what it looks like:


Yeah… yikes.

Our Sprint focused on improving the user experience on the website side for incoming mobile users and to provide an onboarding experience relevant to a user’s experience from the Time Clock app.


From applying the Sprint process we were able to arrive at a selection of goals we wanted to achieve:

  • Improve conversions (from app to web)
  • Make users see the value in Tanda
  • Make it clear who Tanda is for

All these exclusively apply to the problem highlighted above. Ensuring that people can still understand the message we’re conveying is especially important because the journey changes paths from an app experience to a web browser environment. Even in the seconds that it takes for the web browser to load, people drop off.

Conversions of people who actually make it through the My Tanda onboarding modal (the 2nd image above) on their phone hovers around ~25% which actually surprised me. Of people who just complete My Tanda onboarding overall (regardless of device), the conversion rate to sales is incredibly low.

Obviously, we want conversions to increase everywhere and see the money pouring in, but growth is a game of inches. Having a smaller but tested growth rate is going to have a much larger impact long-term vs. having a spike in growth from something that isn’t tested and unsustainable.


As the end of the week drew closer, the final pieces of the prototype were being put into place. Hotspots were being thrown around in Sketch and importing a .gif into our Sketches proved much more difficult than it should be (UX Pin solved this problem for us).

With the prototype finished, we eagerly tested it for ourselves on a couple of phones and agreed that it was time to put our work in the hands of our testers.

Our testers comprised of 5 random people who decided to visit our office and take part in our little experiment. Unbeknown to us, 2 of these people had never used a smartphone.

As we got into the testing, we quickly realised there were severe limitations in our tester’s ability to use the device sitting in front of them and that script sitting in front of us was going to be little use.

Instead of cancelling the test and moving onto the next user — we decided to keep pushing forward, thinking that if we could get a smartphone-illiterate user to understand our message in a few screens, we would be onto something.

At the conclusion of the 5 rounds of testing, we found a few things…


Interactions that are hard for smartphone-users are amplified by non-smartphone users.

If digesting information on a screen is hard for someone who uses a smartphone then you would expect it to be hard for someone who rarely uses one. Take note of these because they’re real problems that need to be fixed. Recording the screen sessions for these type of users is incredibly helpful to track movements across the screen and see where each user eventually gives up OR pushes ahead.

Using non-smartphone users helped us validate the problems that crept up during testing with regular-smartphone users.

Building on from the previous result, having problems (or solutions) that manifested from an individual user were easier to validate when each individual was uniquely different. If we found a sticky point that stuck for both types of users then we would iterate on it. If it stuck for one and not the other, we would dig further.

Having a simple and clear message within the prototype makes it easier for everyone. Regardless of what user they are.

Reducing the cognitive load that a user has to deal with, especially during an onboarding flow, is ideal but trying to find the balance between volume of information and clarity of message is hard. It’s easier to add more information to a tested prototype than strip away at something you invested more time into designing and thinking about in the first place. Keep it simple.

In the real world, not all managers and small business owners (our target market) have up-to-date technical skills and may not be as equipped with the knowledge of how to use a smartphone or the patterns we’re familiar with.

The testing highlighted this factor for us, reinforcing the need for simplicity in our product and messaging and not become prone to the Curse of Knowledge. If we’re trying to drive people to the ‘aha’ moments in our product and 85% of users are completing sign-ups on mobile — the message and experience needs to be perfectly balanced so users understand their problems, our solutions and everything in between whilst keeping them engaged and making it stick.


Left to Right: Sign-ups (Apps), Sign-ups (Web)

In the end

It’s important to note that the sample size of testers was very low and that any conclusions drawn from this could easily be false-positives.

It was definitely an experience and something that we came out of with more insights than we originally anticipated.

Getting people through onboarding and making them see the value as early as possible draws a special challenge when the journey moves from an app to a web browser. We will eventually share the prototype to this experiment and its many iterations.

If you ever find yourself user-testing, make sure you watch a relevant and current resource to get your mind into gear (even testers too!). Discovering problems and solutions in a short period of time is a challenge and was a focus for us during this project — watch how we do it.

Brod Gaggi

Product Manager - Growth

published May 16, 2018

workforce success

Workforce Success Podcast Episode One

Today we’re announcing the launch of the Workforce Success Podcast. On the podcast, we’ll be exploring how industry leading companies are developing their biggest asset - their people, and what it looks like when world beating teams are operating at their peak performance.

On Episode One I sit down with Tasmin Tresize, co-founder of Workforce Management Platform Tanda. Tasmin walks me through how the company started and some of the lessons they’ve learnt building the company from 0 to 100 employees in 5 years.

We touch on a range of topics, including how the company embraces disruption, how technology can help traditional businesses innovate to stay ahead of the curve , how to build successful teams and how the company has harnessed human capital to fuel their success, rather than venture capital.

In wrapping up, Tasmin outlines his vision for the future of Workforce Management, and how Tanda is leveraging technology to help their clients achieve Workforce Success.

Show Transcript

[00:00:05] Welcome to the workforce success podcast where we speak to industry leaders how to grow massively successful companies by developing massively successful people. My name is Bryce Davies and it’s my job to bring you insights into how some of today’s biggest brands are winning the market by developing their biggest asset their people. Wherever you are working I want to give you the tools to make your work successful and dominate your industry. So without further ado let’s get it done.

[00:00:36] Bryce - Today I’ve got Tasmin Tresize here with me, co-founder of Tanda which is a software company based in Brisbane, Australia welcome Tasmin. I wanted to get you on today because it’s been a pretty wild ride you for you guys, you’ve grown really really quickly and building a bit of a following here in here in Brisbane and throughout the world. Do you want to just quickly give me your 30 second elevator pitch when you’re meeting people out at conferences and trying to give people a grasp of what your day to day looks like?

[00:01:10] Tasmin - Yes so Tanda. We started in Brisbane, we’re a workforce management platform so we specialise in things like staff scheduling, the interpretation of rates and tracking the hours and all it basically means is making it much easier to do the admin of hiring staff so you can focus more on helping them enjoy the experience of work and also helping them be more productive. So, they’re selling whatever it is more, so if your cafe it’s more coffees if you’re a pub it’s more beer you know.

[00:01:43] Bryce - So say I’m a business owner, what does that mean to me, say right now I’m a restauranteur or I run a retailer or manufacturer what are the sort of things I would be looking for in bringing you in and getting you to help out?

[00:01:58] Tasmin - I think just by working with thousands of businesses across the world we’ve found that everyone starts a business for a dream. So and that’s why they get into it and then they quickly realize that there’s a lot of moving parts of running a business and some things that they didn’t necessarily start for, and we found all of those are detractors for their main passion and vision. So really what we wanted to do was build those kind of tools and platform to help people to focus on what their dream is and build that as big and as fast as they can.

[00:02:31] Bryce - So that tool that you mentioned, what is that focused around? You mentioned time and attendance, scheduling and the rates. Is there anything else that you guys do throughout the world.

[00:02:41] Tasmin - Yes, so each market is quite different as well, doing work with labour complexity. So, being Australian is a funny thing we say we’re not known for much apart from beer, kangaroos and wage rate calculations. So we are the most complicated place in the world to pay staff. And one of the highest wage rates as well. So it just kind of came naturally, when we go into other markets also to be able to deal with the complexity around labor rate calculations. The EU is very complicated, America is getting quite complicated as well so we’ve been able to take the skills we’ve developed in Australia into those market. Each market is different it’s just about adapting the core software which is helping people be better

[00:03:27] Bryce - Well it sounds like it’s going really good, how long have you guys been operating for now in Australia and around the world?

[00:03:35] Tasmin - We’re a little bit different of a tech company. We started four years ago. We’ve never actually taken on capital. We’ve always thought money is cheap people are power. So I think that kind of ties in to the philosophy of workforce success as well which is, you individually can set your goals and choose what you want to achieve and it takes the same cognitive load to set a goal 10 times higher than the biggest one you’ve had. We’ve always thought that it’s our moral duty to help our people be successful and that’s kind of where we’ve always thought our growth was. Most people raise capital and hire people. Money is a motivator but it’s the outcome of the motivator, which is more valuable. Our story is a little bit different I guess from most tech companies that you would have on the show but it’s been mostly about how you can help people be successful at work. And we found that’s what helps scale and grow companies. That’s how we’ve gone in four years from nothing basically to being in all these different markets around the world and helping a lot of people scale their businesses at the same time.

[00:04:49] Bryce - Well that’s the dream isn’t it. I know when you when you think of software companies, I.T. companies we think of Google and Amazon and all these guys that start really small in a basement somewhere and grow up. I think a lot of the thing that’s missed in that you know is what that growth actually looks like from the people’s perspective. And I guess how lumpy that ride can be. Give us an idea from where you started, what sort of figures are we talking about now in terms of headcount and the offices you have around the world?

[00:05:29] Tasmin - Yeah, great question. So we’ve found those initial roles in that story are so often romanticized especially in the tech industry I think. The value is actually in your people, your teams and the people who are leading your teams and the businesses that they’re building within the business. So it can get romanticized, but it really is in the quality of the team, like it needs to get out hand in a very controlled way you know

[00:06:00] Bryce - Almost like a controlled demolition.

[00:06:02] Tasmin - Yeah exactly and you need the people to take that forwards and that’s how we’ve gone from zero staff four and a half years ago up to the 100 staff headcount have now and I think that’s what we realised, our success is only dependent on the success of our people. That’s all we need to focus on. Our employees are our number one customer. I don’t mean selling to them, I mean making them successful. If you start a business you’re not just trying to sell to your customer, you’re trying to actually improve their lives. And that should be the same focus we’ve found in our business. As it happens we’re also in the world of worktech so we’re also building technology to help other people live the same philosophy.

[00:06:47] Bryce - Yeah I mean you have certainly built a very unique culture where, just for everyone listening, we’re sitting in your meeting rooms looking out over level one of the building and you might have heard a loud slamming noise earlier which was basically someone digging a bell in the office and then you slamming your hand on the table in front of me, what does all of that mean in terms of terms of company culture.

[00:07:10] Tasmin - Yeah. So I mean it probably does require a bit of context. We’ve got a philosophy that any time a deal is made whether it’s between a customer and us or someone joining a team or with one of our suppliers, that’s it’s a bit of a miracle that we can live in a world where people can exchange value. It’s kind of like, you know if you work in a cafe and someone comes in and orders a meal, when they pay for the meal they get up and say thank you and the people who run the cafe say thank you back

[00:07:40] Bryce - Yeah. So there’s this equal exchange of value there.

[00:07:44] Tasmin - You know, it’s a beautiful moment. It’s like the world’s at peace. You know people have helped each other. We’ve helped each other achieve both of our goals at the same time simultaneously. So internally we just have a large respect for that, for the people who grow and scale businesses, close deals, open opportunities and it’s a sign of respect that we have I guess, slamming the table, just to take a moment to say thank you for the people who did that.

[00:08:13] Bryce - Yeah, it’s awesome and it’s really good to come into the office and experience it, especially to see everyone is still here on a Friday afternoon and working hard. Obviously you’ve got the beer fridge up the back and the ping pong table as you would expect in most startups but there does seem to be something different about the way that you guys operate. I did want to ask you, what were some of the standout challenges that you had to scaling the company? You mentioned before that you haven’t taken any capital which does constrain you in certain ways and you’ve got to find other ways to drive that engine of growth.

[00:09:05] Tasmin - Yeah. I mean the capital is a pertinent one just because I think we’re doing things a little bit differently from most people, but we always saw that as expedient but not necessarily long term valuable and not everything in life that is expedient is valuable. It has forced us to really understand ourselves, understand our customers and understand the things that we can do better. My old man always used to tell me that poverty builds character and you mentioned the ping pong table, but we actually don’t have a ping pong table. We have always refused to buy one because we’ve always gone to these startup events in techie offices and they’ve got a ping pong table and it feels like they’re doing it for show. So our ping pong table was actually our developers just put four desks together and then found this old board and used some thumbtacks to tack it together. I think that’s more the mentality, that’s probably the best analogy I can give you for how we’ve scaled and how the traditional limitations haven’t really applied to us because, we can have a ping pong table. We just made it out of what we already have. You can always do more with what you have. If you care enough about what you’re trying to achieve you’ll always find a way.

[00:10:27] Bryce - Yeah it’s that bootstrapping mentality in a way isn’t it because you see a lot of companies go out and raise a bunch of capital and they’ll have a fancy office and they’ll they’ll have a brand new ping pong table. It makes you think well, how else is the money being allocated and how they’re getting the most out of it. Would you say that constraint has helped you be a bit more careful with your money or help you to stretch it and get more value out of it?

[00:10:52] Tasmin - No I just think that that usually doesn’t bring purpose and happiness. It’s like a validation mark but if you really believe in who you are and what you’re doing why do you need validation? There’s a lot of cosmetic validation we see in the capital markets, from VC’s and people who are starting up their businesses and stuff like that and it’s also not the main reason why I do things or the way I’ve found that other people do things. Like yeah sure it’s a motivator but there’s something else that I think is innate in all of us that want to do things better. We’ve built this company on the back of people power which is the investment, which is the focus, not financial capital. As I said money is cheap, people are power and it’s in the quality of a team and it’s the same for all of our clients as well. That’s why I believe in it so strongly because we get to see it. We see a lot of companies raise a lot of money or have a big bank account but then ultimately fail because they get that wrong. They think that that’s the determiner of success. It really isn’t.

[00:12:05] Bryce - I suppose as well when you take a bunch a capital you’re beholden to the fund or the individual that’s putting the money in. Are there any moves that you guys have made that you wouldn’t otherwise have been allowed to or been permitted by someone looking to get short term gains?

[00:12:33] Tasmin - Yeah. So I guess in the last six months we have expanded into two new major markets the US and the UK. We’ve brought on a whole bunch of new teams. We’ve diversified our products where we’ve got a multiple product offering line all at the same time. We went to a conference in San Francisco and that’s unheard of, in fact that’s cautioned, even if you go and raise. I think that’s just the greatest example. But we were able to achieve that and it’s more satisfying to be able to say that we achieved that despite not raising capital. As I said it’s an idol, it’s a testament to that it is possible and you shouldn’t let that hold you back.

[00:13:30] Bryce - Yeah I mean it’s an unfortunate position isn’t it because you have your baby, you have your idea. You go out to the market and raise a bunch of money, hire a bunch of people and you find yourself three to five years down the track veering off that course. You may have taken more risk, you may have been throwing a few more things out of the box. I do see a lot of companies start to become a little bit more risk averse over time.

[00:13:55] Tasmin - They’re in less control of their own destiny and you need to be in control of your own destiny to improve it. Otherwise you can’t improve it and you have the most skin in the game to need to improve it. So well yeah if you really care about it, that’s why mostly people IPO, it’s people trying to get out of business. They’re trying to leave them.

[00:14:17] Bryce - Well you know almost by by definition isn’t it.

[00:14:19] Tasmin - Yeah. So we’ve always taken the view as well, we actually really care about this. We think what we’re doing is in the national interest, that’s its in the interests of our clients. It’s helped improve people’s lives. This is something we really care about.

[00:14:35] Bryce - Yeah it sounds like you’re doing really good work. One thing I wanted to ask you, you say your head count is what roughly 80 to 100 or so at the moment? I think the other kind of myth there is in the startup tech scene is you’ve got this David and Goliath kind of battle. You’ve got now the small guy with a really good idea and a bunch of hubris who is going up against an IBM or a Amazon or just some massive company. You know these companies, they compete in a lot of ways, they compete on good ideas and new technologies but they’re also competing for talent. We know we’ve got great talent coming out of the universities but how do you go about attracting and retaining the talent here as opposed to your competitors?

[00:15:52] Tasmin - Yeah well how do we make them successful? Because we care more about helping our people who join the team be successful. We can’t afford not to make people successful because of the position we’re in. There’s no other option. We take that view if you want to make a difference and you want to learn what it actually takes, because the default of any business is to not exist. So if you go and start at one of those bigger businesses whether you are there or not it almost doesn’t matter. I guess probably going to exist anyway.

[00:16:34] Bryce - Just because of how big it is and how big the teams are?

[00:16:36] Tasmin - Yeah, their mindset is to just keep things as the way they are. Whereas our mindset is to break things and disrupt the way things are. And I think that attracts a certain type of person who wants to make it better and improve the world. Part of improving the world is breaking an old way of doing thing. So you’ve really got two ways to live it philosophically. I put it down to either nihilism, where its fate and destiny and there’s nothing you can do to improve life and for those people I to say stay at home, like why get up? Or you can be an existentialist, you can believe that life can be better and that you can improve things. But part of improving things is breaking the way the old ways were happening. I think that’s the attitude and the philosophy, and that’s also the philosophy that we take to our work. I talk to a mom and dad 10 person cafe right up to, you know 50000 plus businesses and it’s the same thing. Yeah you might have done it this way 30 to 50 years ago. But there’s a better way, and it’s that creative disruption that improves the world. I think especially young people see that as well, for example the millennial workforce which as a whole people seem to not understand how to engage and create meaning for. Well, it’s just that they’re looking to improve the world. You’ve got to give them the path and the tools to be able to do that. So that’s what we’ve found and I think that’s why we have a particularly young workforce, but that’s okay because our clients have particularly young workforces as well. We’re really building software that makes us successful and therefore the workforces of our clients as well.

[00:18:31] Bryce - There’s so much there, it’s interesting what you mentioned there about your clients, to use the example at the coffee shop. You wouldn’t have thought that there’s too much room to innovate in a coffee shop. Do you think through the tools that you make and the experience that you have that you’re helping some of these more traditional industries innovate?

[00:18:54] Tasmin - Yeah you’d be surprised at how much innovation is in a coffee shop. You’re right. You just go in and you just think you get cappuccino and you’re out. But there is just so much happening behind the scenes to be able to let you have that experience of just going in to get your coffee and get going. I had an hour chat yesterday with the cafe owner across the road actually from our office just around all the different systems she was using and how open minded she was. It was the same attitude that we have here which is like yeah you’ve got to innovate or you’re going to be left behind. She said you know if I don’t do anything, the coffee shop down the road is going to be one step ahead. She got it because she was closer to the problem. I think that also goes to the philosophy of small teams we have here as well and the distribution of responsibility. Let people closest to the problem make the decision. We’ve found that is more salient in the cafes, like it’s more obvious because they’re so close to the problem. They want to do everything they can to be better because they are truly passionate about their clients that walk in and out of the store all day. They can see them, they see them every single day and they want them to be happy.

[00:20:13] Bryce - So that is that owner manager mentality, where you’ve got skin in the game. There aren’t these levels of middle management that abstract management from the actual customer and producing that value. We touched on something earlier around competition, you mentioned the word disruption, and that to create a new world we have to break the one that we have. But you know companies like yourself that are growing quickly, and you have been in the market for a while, you yourself are also open to being disrupted. You almost become the Goliath and then there’s a new David that that moves into the market. How do you guys think about staying competitive and resist that disruptive sort force that happens.

[00:21:05] Tasmin - Yeah I think it’s just lucky that I’m the easiest person to sell to. I have a very low action threshold to working with people or being sold to. I’ve always just taking the view that I’m very open to people approaching me and trying to pitch to me how to improve my life. That’s what they’re trying to do, they’re trying to improve their life. They can only do that if they improve mine, and that’s the mutual benefit that we’re talking about.

[00:21:32] Bryce - So do you mean that from a vendor perspective, as in there are other people coming and selling you services that is making your business more valuable?

[00:21:40] Tasmin - You achieve success in partnership with other people. So that’s part of it, being open to that. Being open to how other people can help you be successful. The equivalent of that for workforce success is being in a cafe, if you never ask someone for help when it’s your first day and you’re learning, well it’s going to take you a very very long time to learn how to make coffee because it’s not that easy, I’ve tried. I’m terrible, I would never be able to work in a café. But you have to rely on the help and support of others and that also means your team as well. Guess what, your team is going to have better ideas than you do. You should be hiring people who are smarter than you and telling you what to do. In terms of the product we wake up every morning and ask how can we better improve our product to improve the lives of our users. That has to be its sole focus.

[00:22:31] Bryce - In that coffeeshop example where if you’re not asking for help you’re not getting better. Well that’s one thing if you don’t know how to make a coffee. But say you did know how to make coffee one way before you came into work. You’ve worked at a big corporate coffee chain like a Starbucks type get up and then you come into a specialty coffee shop and you don’t know how to handle it. It’s not just that you don’t know how to do it, it’s that you’re actually doing it wrong. But it’s wrong in a different much more annoying way.

[00:23:01] Tasmin - Exactly, it’s almost better to not know how to do something because you’re more open to the options. As soon as you start doing it a certain way, that’s your way. And it takes a shock to the system to then go back and re-apply yourself. We were talking about the corporate careers before. It takes a while for them to realize that they’re not necessarily happy doing their 9 to 5 corporate gig because people are so concerned with climbing the ladder of success, they don’t realize that you’ve got to put the ladder on the right wall. So if you spend your time climbing that ladder and then you realize when you’re halfway up that this isn’t the right way. You can’t just move the ladder. You’ve got to get down there, you’ve got to cross and you’ve got to get back up. That’s why we say being open minded is a value, it’s a good thing. You’ve got to be open to disruption as you’re trying to learn something as well because there’s usually better ways to do something.

[00:24:17] Bryce - Like riding that wave as opposed to letting it crash over you.

[00:24:20] Tasmin - Yeah and having that internally as well, like not being afraid to kill projects because they’re not going well. I mean you’ve got to have the confidence to ride them out and obviously push forward. But you have to constantly be reassessing yourself and your projects, what you’re doing to deliver value and most of all helping others to achieve their projects and what they’re trying to do.

[00:24:46] Bryce - There’s this big thing in business, especially in a traditional business that the value in a company is around the processes. So when you think of say McDonald’s, everything they’ve done has really been built up around process so that they can hire, you know essentially 14 year olds, 15 year olds and have them run a monolithic corporate giant. Pretty much everyone that would work there would be under the age of 18 or 20. And that’s what has led a lot of people to believe that the true value that’s stored in a company is the processes that’s built up there. But if you take that mentality I find that it kind of overlooks what individual people can bring as value to a business. How do you how do you think about that? Do you see Tanda as a company where most of the value is caught up in these processes that you’ve refined over the years or do you put the store of value in the actual people that you have.

[00:25:48] Tasmin - Yeah I think it is a cycle. The value of business is always in the scale and repetition. It’s not always to do something new . If you were waking up every single morning and doing something completely different you’re not going to get anywhere because you’re running in circles. So you’ve got to set processes and you’ve got to set systems for scale and repetition so you can derive value and get good at it. But that’s the cycle. You always have to be somewhat paranoid and have it in the back of your head that what you’re doing can be better and improving it. Systems and processes don’t mean anything if you don’t have the attitude for it. You say anyone can go work in a pizza store, I wouldn’t agree. Not everyone can. Sure they’ve got the systems for anyone to come in but unless you’ve got the right attitude which is the most valuable thing it’s not going to happen. I think a world where more people have that is a world that’s a better place and that’s what I’m trying to build. Sadly some people come in and if you have the right attitude all those systems and those processes don’t matter because in terms of the individual value that’s what counts and that’s what matters. It’s the attitude of improving yourself, improving the world. Those are the type of people we look for to work here as well. That’s how we’ve grown. Through those exact people.

[00:27:16] Bryce - It’s almost like what we were talking about before where if you don’t know anything, sometimes that’s better than knowing a little bit or you know being stuck in it. I suppose that reminds me of the McDonald’s situation as a lot of people they’re getting in are quite young. It might be their first job or their second job they’re giving them the processes, but they may also be giving them room to grow. I know that looking around most of the people that you have in the office are quite young. Do you find that the processes that you have here really bolster some of younger guys to come up and deliver that value?

[00:27:50] Tasmin - Yeah, this is actually a quote told to me by one of our national franchise clients in Australia, it’s the young who go to war. So me for example if this was the 1940s I would have been shipped off to the Western Front, given a rifle and told you’ve got to lead this company of 20 men, Good luck.

[00:28:14] Bryce - Sink or swim

[00:28:16] Yeah. And I would have to figure it out. So I think young people like me want to take on that responsibility and can, and have the right energy but you’ve still got to set up the right systems and processes for them to be successful in it. That’s what most businesses are trying to do, they’re trying to set up those processes that people can come in and really thrive with their attitude and have room for those ideas and to grow within that ecosystem as well.

[00:28:45] Bryce - You took a bit of a different path there, I thought you were going to be straight on it, saying our people are everything but it’s really interesting to hear just how much value is stored in those processes especially when you can use them to unlock the value in the people that you’ve got.

[00:29:04] Tasmin - We need systems to break systems as well. A good example is at Tanda we have an internal hack day. So we have an external hackathon where developers come to our office and build on our platform using our API and build new products around it. Now we have an internal hack day where everyone at Tanda comes together and works on a single process, or a single idea to improve the lives of a team at another office or their office. You’ve got to set up a system to be able to break systems at the same time, because otherwise if you have complete chaos things can get away from you. So that’s what we say at Tanda, things are getting out of hand in a very controlled way.

[00:29:54] Bryce - Yeah certainly certainly looks that way. I’ve got two questions for you. I’m going to switch the order just based on what we’ve covered so far. I want to ask you a question about HR. Now people seem very divided on this topic, when I speak to people about HR, it tends to go one of two ways. Either they don’t have a HR department, they’re essentially working in small companies, maybe a family run business or they have a HR. department but they see them as an inhibitor. I’ve never heard someone say to me I love our HR department or you know we really think that our HR department is adding value. What are HR departments getting wrong across the board and what should be their role in a workforce that’s evolving to be more people focused.

[00:30:51] Tasmin - You know it’s a good and controversial question. So the successful HR people we’ve seen have been relentless at looking at the ways that their people are working and helping improve the way they do it. Their lives at work, their experience at work and their success whatever that is. Helping them just have that single focus and becoming the best at it. Where we’ve seen some fall down the past is that HR can be a proxy or a symbol that you have problems.

[00:31:34] Bryce - If you need a HR department in the first place.

[00:31:35] Tasmin - Yeah because you’ve got problems. Whereas if you don’t have problems then sometimes you don’t need as big of a HR department. Office gossip is just a very small example. I’ve always thought that’s just a proxy for people not having something to do. If everyone was focused on what they were doing and what they were achieving then they wouldn’t have time to complain about other people. It’s what happens when someone’s not sure about their work or they’re not sure about their own success that then they can go round and gossip about each other. The gossip is not the problem. It’s a symptom of a problem. Good HR departments I’ve found attack the problem head on not the symptoms. Going after that root problem and saying how do we solve that, how do we help people to have more purpose at work? How do we give them a better experience? How do we help them enjoy what they’re doing?

[00:32:36] Bryce - So more of a holistic approach.

[00:32:38] Tasmin - Its the same as in society, like the elite of society complaining about other people, like they’re not doing anything. If they had something to do, well most people who judge people just don’t have something better to do. That’s what I’ve always thought.

[00:32:54] Bryce - Yeah wasting their energy. So I guess you’ve seen some good HR departments and some just putting bandaids on the problem. How should a company view the HR department? Even if you don’t just say the department, rather this practice of developing your workforce. How should a company think about it in terms of ROI and what that’s going to add to their success being forward?

[00:33:26] Tasmin - I always thought the goal of the HR of department should be turning the success of their people from an art to a science. Some businesses are successful just because they have people who have an inherent want to be better and want to have success. But they have a team that’s dedicated to turning that into a science. So a repeatable scalable science, instead of just an art which is more subjective. And it doesn’t need to be subjective. Success can be a science, we’ve proven that here.

[00:34:04] Bryce - Proven it by repeated success or being able to measure it?

[00:34:09] Tasmin - Repetition as you know is the marker.

[00:34:16] Bryce - So one final question. I feel we’ve covered so much ground and I’ve really loved this. I’m asking about progression, and I wanted to leave this to the end because I think it flows really nicely into where you see the company going over the next two to five to ten years. Now again there’s another antiquated idea around progression at a company where you join a team, you move up, you lead that team, you sort of go up this organizational hierarchy and that’s what progression looks like in a career. Obviously just by the pure nature of what a pyramid looks like or what most organizational structures looks like that’s not viable for everyone and nor would everyone want to run a team. You seem to have a fairly flat organizational structure, how do you guys view progression at Tanda in the various roles that you have and tailoring them to the individual.

[00:35:13] Tasmin - So I guess firstly Tanda is a meritocracy. The people who are good at what they do rise to the positions that they can succeed in. It’s whatever their natural skill set is, they apply themselves. Now, I think it’s a fallacy that people fall in that just because they are good at what they do they somehow have to be a manager. It doesn’t make any sense. The value in an organisation is always on the frontline teams. Our philosophy is actually you take the traditional corporate hierarchy and take a total 180 flip because it’s your customers at the top and it’s your frontline teams that service customers. They know more about your business than you do and it’s your responsibility to make them successful. We try and keep ourselves into small teams that are self managing so we can focus on core problems or specific focuses. If you have managers, say at a cafe or a retailer or a pizza store, the reason they exist is to help their team be successful, so they can focus on that singular mission of helping the client be successful. That kind of flows all the way down. I constantly tell people here, like I work for you, you should be telling me what to do. What is it that I can do to make you successful. It’s your responsibility to tell me that so I can then go and do that. So that’s our philosophy which is again controversial and different but I think it has helped our teams be set up for success.

[00:37:04] Bryce - Well it sounds like you’re leveraging the best people that you can find and like I said before I can see there are lots of young guys around and obviously they are stepping up and growing into their roles. Maybe to finish this off what does progression look like now rather not from an individual perspective. What is Tanda’s progression over the next two to five years.? Let’s just say you do everything right. You’re kicking all the goals, you’re winning all the battles. Where do you see the company progressing into the future?

[00:37:39] Tasmin - So obviously we’ve got big goals and ambitions and we know the success of that is dependent on our teams. So we’re going to continue to invest in the environment and the people so we can achieve that. That’s also measured on how much we can help other people be successful as well. For our clients, that’s what we can build to improve their lives so they can continue that philosophy of workforce success as well and achieve it. Overall, our big goal is to be known for having one of the highest quality workforces because we don’t think we have the right to tell other people how to be successful with their people if we aren’t ourselves. And you know eventually the big goal is to have the world’s largest workforce. We think what we’re doing is incredibly valuable. Business is easy, people are hard and labour is one of the hardest and most important problems of the world. That’s what we’re trying to solve. We’re trying to solve how to make people be successful at work and we think there’s a lot of value in that. It’s in the national interest. It’s in the world’s interest, people being productive is a very important thing to do and we think we have the capacity to build the world’s largest team.

[00:39:02] Bryce - Well mate it sounds like you’re well on your way. It’s Friday afternoon here it sounds like the office is gearing up because the beer fridge is open and everything is flowing. Thank you so much for having me in and I really look forward to seeing how it goes over the next couple of years.

[00:39:51] Tasmin - Thanks very much. Thanks.

Bryce Davies

Workforce Success Specialist, Tanda

published May 12, 2018

workforce success

Avoid Recruitment Cringe

*Ring Ring*

It’s the awkward phone call you’re about to have with the sole person who decides your worthiness for your dream job.

You’ve seemingly worked your entire life to get to this phone call.

You’re pleased to get the call, but not so pleased it’s happened while you’re commuting, and it’s loud, or even worse, it’s blatantly obvious from the background that you’re at a bar on a Tuesday night (we’ve all been there).

Let’s not beat around the bush. Applying for employment is cringeworthy for all parties involved*. It’s like an awkward first date with your entire future at stake.

*Note: I was tempted to say demoralising, but cringeworthy seems to do it the most justice.

There’s the cringeworthy recruitment video (trigger warning). Then you’ve got to weed the snakes out of the grass - ‘$200k+OTE’ sounds like a lot of money for an entry level ‘door to door’ role. What’s real and what’s not?

Fast forward to the awkward few minutes before your interview. Do you get there early to show you are eager, if early, how early? What if you get there too early and it’s awkward? Then who hasn’t walked away from an interview thinking, “I should have said” or “I shouldn’t have said”?

It’s pretty clear that at all costs you want to avoid traditional recruitment. The solution is filling the talent tanks so high you avoid a drought, and I believe existing staff are the key to doing this.

Slapping together some sort of referral bonus isn’t enough, although a financial incentive is good validation. You have to create a referral culture.

Here’s what I mean.

At Tanda we’ve hired roughly half the workforce from direct referrals. It’s always a good opportunity for both parties to better know the deal they’re going into and be more certain in their choice.

Our team works with the attitude that no location is too out there to find a potential hire.

Here are a few places our recent referral hires came from:

  • Two of our outstanding sales team members were found by sparking conversation at a local gym
  • One of our longest serving team members sold I.T. hardware to our founders in their early days
  • An (unnamed) highly educated and skilled member of the team was found at a Manila nightclub at 3am
  • One of our hires came to the office to sell us a sponsorship proposal and her proposal was so impressive we had to offer her a job
  • Me personally, I asked a stranger at the university bar if he wanted a game of pool in 2011, who later went on to create a company called Tanda

To avoid recruitment cringe at all costs you need to create a referral culture, the key to scouting talent is to look in places no one else does.

Phil Johnson

Senior Workforce Success Executive - Hospitality Solutions, Tanda

published May 10, 2018

workforce success

How big should teams be?

Small teams are inherently more productive than large teams. Too many communication lines and competing interests necessarily emerge as groups of people get larger.

You should try and structure your business with small teams. The success of a team should be easy to measure, so everyone knows what to focus on. A single performance indicator for the whole team is ideal, so you can measure success and get out of the way.

Keep teams small, generally no larger than 6. Once teams get too big, split them up into two smaller teams.

The benefits of doing this are that it:

  • Allows the team to focus on very specific metrics
  • Keeps the team communication lines simple
  • Keeps work exciting and meaningful; and
  • Provides ample opportunities for leadership and technical development within teams

For workforce success, hire great teams, and get out of their way.

Jake Phillpot

Co-founder, Tanda

published May 09, 2018

workforce success

Workforce Success on the journey to 100 team members

Building a business is a wild experience. There are many thrills and many disappointment along the way, but the happiest part is watching the talent that is developed, the confidence that is grown and the relationships that are created. By far the most exciting part of building a business is watching the success of your team.

Today we passed the 100 team-member mark.

With 100 people in the team today, what should we be focusing on? As founders, our only job is to make our team successful. Simple.

Hiring the next 1,000 people and getting it right will be largely the job of our foundation 100 employees. We’ve learned a lot about teams, and it’s our job to share what we know so others can be successful.

These are my top tips for workforce success.

Honesty is the only universal trait between successful teams

Lots of elements can contribute to good teams. But every successful team is radically honest with each other. I don’t mean, “I broke a plate” honesty. I mean, “I think your work is bad” honesty. Telling your co-workers when you’re not happy, and building a culture of valuing candid feedback is the most important factor in all of the successful teams that have been created at Tanda.

When teams are unproductive or unhappy, there are usually a number of subtleties that can be impossible to understand as an outsider. Honest teams relentlessly confront these subtleties and constantly eliminate them.

Hire people who won’t get offended at work-related criticism and can deliver honest feedback. Encourage this behavior by being radically open yourself.

Financial capital is never a replacement for human capital

At the beginning, we made a pact to use all the time we would otherwise spend dealing with investors on hiring and developing people with great potential. We still haven’t raised a cent of capital.

I think this is the best decision I’ve ever made in my life. Not just because business is going well, but being part of an extremely talented team is its own reward.

You can’t spend money to make problems go away. We’ve wasted stupid amounts of money trying to solve problems using experts. Every time, we’ve been disappointed. A solid talent pipeline full of hungry people who want to solve problems is the only sustainable way to grow.

Building a talent pipeline is hard. In fact, we haven’t really solved this problem fully. (If you’d like to work at Tanda, click here). It’s a slow-burn that leads to long-term success and makes life at work far more rewarding.

Process is not a replacement for talent

This was hard for me because I am the most process-oriented of our 4 co-founders. I like writing plans rules and processes. We started straight out of university where our business degrees had taught us a lot of theory and zero practical applications. We over-engineered so many things we shouldn’t have. We thought we could build teams and run them like a model-t production line. You can’t.

Hire good people and set them KPI’s that contribute to your business goals. Then get out of the way. It turns out the most talented people like getting things done to a very high standard, and process doesn’t usually help them, and where it is helpful, you’re probably not the best person to create it if you’re not doing the work yourself.

If you can’t set a good KPI or articulate the results you want from that role, you’re not ready to hire.


Things are simple, until you over complicate them.

I recently went through the pages of company policy we have accumulated over the years and eliminated almost all of it. What was left fits on a single page.

When you’re starting out, a lot of people tell you about complicated things you need to mitigate risks and make sure your company is robust. When you don’t really know what you’re doing, it’s easy to listen to these people. The fact is, most of these people sell legal jargon for a living.

Instead we focus on hiring smart people and letting them use their common-sense. Today we have less policies and procedures than we did at 10 staff.

This excessive policy wasn’t helpful for anyone. Keep things simple, and your team will get more shit done.

Come and learn more about achieving workforce success in your business at Beyond 2018.

Jake Phillpot

Co-founder, Tanda

published May 09, 2018

workforce success

What you can learn about business from this legendary Australian Speed Skater

The prominently displayed signed copy of Steven Bradbury’s aptly titled biography ‘The Last Man Standing’ gets a lot of interest from our visitors at Tanda HQ.

For our foreign friends and local Aussies who have been living under a rock, Steven Bradbury is a legendary Australian speed skater and a household name. Bradbury rose to fame as the country’s first winter Olympic gold medal winner, accomplishing it in what has been called “the most unexpected Olympic win in history”, when all of his competitors crashed on the final lap.

Bradbury’s stunning victory etched his name in every Australian’s vocabulary, now to “do a Bradbury” or “be Bradburied,” means to achieve unexpected success.

The question on everyone’s minds is what does a story about unexpected success in the Olympics have to do with success in business. The answer is simple. It turns out that there’s more to Steven Bradbury’s unexpected success than meets the eye.

Here are some valuable business lessons we’ve taken from Bradbury.

Keep coming back until you win

Steven Bradbury’s shock victory happened on his fourth winter Olympic campaign. By that time, he had been competing as an athlete for over ten years. The untold story involves living in his parents basement, not to mention suffering a sliced femoral artery and a broken neck on separate occasions amongst many other hardships.

Bradbury admits that at age 28 he knew heading into the 2002 Olympics that he wouldn’t be the fastest, but evidently turning up is the only part of winning you can’t do without. You could be mistaken for thinking that any able bodied person with a pair of ice skates could have taken out gold, but the point is that they didn’t. They didn’t qualify for the Olympics four times.

Much like winning gold at the Olympics, business isn’t always won on the first phone call.

The fastest skater on the ice doesn’t always win

Ever come across a prospective client to find they have already purchased a less suitable product at a higher price and wondered how? There’s a cautionary tale here, and it’s called getting ‘Bradburied’.

The concept is simple and the lesson a lot harder. You can be the best skater on the rink, but you don’t win gold without execution.

The path to greatness is paved with action, aptitude means nothing without execution.

Know when to enter the race and when to stay out

Olympic short track ice skating is known for their spectacular crashes. Bradbury on going into the finals knew that as his fourth race there wasn’t much left in the tank, nor was he the fastest skater on the ice. In an interview after, Bradbury explains that attempting to keep in the pack would have been counterproductive to securing a gold medal.

Sometimes in business knowing when to sit out of a deal is going to reap larger benefit.

Don’t burn your energy on activities that are counterproductive to your larger goal.


  • Business isn’t done on the first phone call

  • Execution is everything.

  • Sometimes keeping out of the race is the best way to secure a win.

Phil Johnson

Senior Workforce Success Executive - Hospitality Solutions, Tanda

published May 08, 2018

aged care

If you build it, why wouldn't they come?

The American writer, Mark Twain, once wrote that:

It ain’t what you don’t know that gets you in trouble. It’s what you know for sure that just ain’t so.”

There’s a fine line between opportunities and risks, and Mark Twain does a good job capturing the flawed assumption that often underpins our decisions.

Ask an organisation about an opportunity they’re pursuing, and what keeps them up at night. More times than not, the answer is whether they can deliver on the product, or service that they’ve promised.

Unpack this, and you’ll find that the subconscious response is often about the risks inherent in developing a product, or implementing a newly designed service. In essence, it’s about making something. Reason follows that, if you make something new, innovative, novel, or cool—consumers will follow.

It’s the now-famous Field of Dreams moment, ‘if you build it, they will come’—although this is actually a misquote from the movie.

As an industry going through considerable changes, aged care is experiencing a moment of equal parts excitement and challenge, where much of what is labelled innovation is open for consideration. Coupled with the idea of technological exponential growth, the options seem awe-inspiringly limitless, if not also downright bewildering.

Yet behind the economist’s quantitative models on our ageing society, the engineer’s technological breakthroughs, the design thinker’s understanding of what consumers want, or the clinician’s latest health findings—one vitally important business element gets short shrift… sales.

Former Apple Chief Evangelist, Guy Kawasaki, one noted that:

“_You can blow all the smoke that you like about brand awareness, corporate image, and feedback from early adopters, but you either make it rain or you don’t.” _

Let’s be honest, sales has an image problem, and of course, no one likes to be reminded that they’re being sold to, but this is no reason why sales is not given a seat at the innovation table.

As PayPal and Palantir, Co-Founder, Peter Thiel, offered:

If you’ve invented something new, but you haven’t invented an effective way to sell it, you have a bad business—no matter how good the product.”

In aged care, the move to consumer directed-care, where funding now goes to the client instead of the provider, signals a business landscape where services have to be ‘sold’. It means that now, hardworking providers need to give compelling reasons for prospective clients to choose their suite of services over other competitors.

Some see this as industry disruption, it’s not—it’s an opportunity. Inventing an effective way to sell is just as important as designing a consumer-centric service, or implementing technology that makes your organisation more productive.

Everyone sells, so it’s time we transcend long standing biases about selling. More importantly, it’s about realising the value of what’s being sold.

This begins by creating meaning for clients—it’s about giving them a life, not just offering a service.

Merlin Kong

Principal Adviser for Innovation, Leading Age Services Australia (LASA)

published May 02, 2018

Tanda Hackathon

Tanda Hackathon 2018

When I first heard about the Hackathon, I was a bit skeptical. I mean, the name itself sounds absolutely terrifying to someone who doesn’t really code or program. Nonetheless, I decided I wanted to challenge myself and step out of my comfort zone. Plus, it seemed like a great way to make some new friends.

This year’s topic focussed on how we can improve the employee experience at Tanda. It began on Friday night, where we got the low down on what the next 24 hours would entail. We then pitched our ideas and began to form teams. There was one idea which had caught my attention. It was called ‘Secret Tanda’ — a play on Secret Santa.

The idea behind the project was to focus on improving office culture by allowing people to interact with others who they may, or may not, know around the office. Good company culture is something that I truly believe makes work a lot more enjoyable. Having these close friendships at work will not only boost employee satisfaction, but also increase productivity in the office. I decided that this was the project that I wanted to work on as it is something that I am extremely passionate about.

Saturday morning came and we had a little more of a brainstorming session to see how we could improve and flesh out this idea. We decided that Secret Tanda will work by randomly generating a challenge, where the employee can decide whether to accept or decline. Once the challenge is completed, the employee earns points towards their place on the leaderboard. At the end of the week, the employee with the highest amount of points will win a prize. The social interaction challenges the person to step outside their comfort zone and get to know people ,which they may not have ever interacted with in the past. Having this social aspect, and getting people to interact with one another, is a way to merge many groups together and helps avoid many of the ‘cliques’ which tends to happen in some workplaces.

It was decided that Ruby on Rails was suited most for the project — a framework I was very unfamiliar with, however it provided an opportunity for us to learn and grow as a team. Since our team was relatively new to Ruby on Rails I can honestly say we encountered a couple of hurdles. The team worked extremely hard in the next couple of hours to pump out a MVP that we would be able to showcase in the presentation. I focussed primarily on the design of the interface as it was the part I was most confident with. Over the 24 hours I worked to create the basic markup of what the web-application would look like. We decided that we wanted to follow Tanda’s style to keep it consistent with what the employees already know.


Presentations began, and I was extremely impressed with the products that other teams had produced over the 24 hours that we had. The quality of work that people created in that period of time was outstanding. There were some projects that were fully functional, many of which I would seriously consider using in my everyday life.

I cannot recommend a Tanda Hackathon enough. It was such a great experience and you don’t need to be a coder! I had such a great time, and walked away having learnt many new skills which will aid me in my future endeavours. Seeing such highly produced products and such talent is extremely motivating and makes me want to learn so much more. I’ll definitely be attending the next one!


Special thanks to my teammates Nic, Isaac, and Chris.

Amanda Chen

Tanda Product Team

published May 02, 2018

Growth Strategy

What do you do here? (Growth Gang edition)

From the outside looking in, it’s sometimes hard to know what everyone at a software as a service company actually does. Tanda employs over 80 people, but I imagine to the outside world it’s a mystery what most of them do (that’s certainly how I feel looking at other software companies, and I feel like I should have an understanding of it!).

I’m not going to bore you with 80 position descriptions, but I am going to talk a little bit about the Growth team — or Growth Gang, as we call it. I choose the GG because I’ve been working a lot with this team lately (so I have specific examples), and also because I’ve found it’s usually a hard team to explain (so it’s worth talking about). For context, I tend to move between different teams at Tanda a lot and help out where I can. I’ve been focusing on better understanding how the GG works, as well as helping it out, for the last month or so.

The Growth Gang’s job is to find ways to help Tanda grow more quickly or efficiently. Isn’t that everyone’s job? Yes it is, but in other teams it’s easier to get bogged down by the day to day and get distracted from the real goal. Having a growth team is important because they can create a growth culture which rubs off on other teams, as well as finding and executing on growth-inducing projects themselves.

So you could say they have two jobs:

  1. Create a culture of growth
  2. Create growth

The hardest thing to create is culture, so let’s come back to that later. How do we create growth? Again, you can split this into two parts:

  1. Pick valuable projects
  2. Execute well

For execution, we generally use the Sprint methodology. We are pretty big fans of it — we’ve talked about it here (video) and here (blog) and here (workshop) — so if you want to learn more about it go and check those out once you finish reading this.

What I will talk about here is picking valuable projects. It’s great if you can execute a perfect sprint, but if you’re working on something that’s going to have very little impact what’s the point? If you think about it that way, I think being able to pick the best project to work on might be more important than how well you actually do it.

We use a few tools to help with picking projects, but I think the most fundamental thing we try to do is give the Growth Gang a really good understanding of the business. Our sales, marketing, and implementation teams are split between our Brisbane and Manila offices, and I thought it was important that the Growth Gang be familiar with both from day 1. So on day 1 of the Growth Gang (which was literally day 1 at Tanda in Brod’s case), we all flew to the Manila office and spent two weeks getting to know the team there. As a result, the GG got a good understanding of how customers find out about Tanda and go through the buying & onboarding process in all of our markets. This differs a lot by country and it’s important to not build solutions that will make life easier in one country but harder in all the others.

The big thing we learned from this trip is that Tanda’s a complex business with a lot going on. To try and make this easier to understand, we spent a lot of time thinking about key indicators of growth — simple metrics we can find that are indicative of general behaviours of successful customers. The idea being that we could then try and improve these metrics on a micro scale, and we’d expect this to result in significant improvement at a higher level (where significant improvement == more customers!). We found pirate metrics to be a helpful way of categorising these indicators.

Since setting up pirate metrics, I’ve been focusing a lot on the Acquisition step. We use Amplitude for data analytics, it makes it easy to find things that are performing well, set up dashboards so we can see if metrics change, and ultimately to gauge the impact of what we are doing.

Here’s a chart in Amplitude that I’m quite a big fan of:


Without going too much into the details, this chart is a pretty good metric for the “quality” of a new lead, which is a pretty important metric on the Acquisition side of the funnel. It’s a “conversion over time” chart, so basically for the first half of April, about 20% of people who completed a specific task would go on to complete another task afterwards. If you complete both tasks it indicates you’re probably going to find Tanda useful (if you just complete the first task, it’s not that clear).

I had an idea for what I thought would slightly improve the quality of this. I shipped it on April 17… but didn’t update the Amplitude code properly, hence conversions dropping by 50% in the next few days. I realised this and shipped a fix on the 24th, which resulted in conversions skyrocketing.

This jump in conversions was awesome, and since then I’ve been working on improving what I think the next step in the user journey is. We are here at the moment (note the small numbers on the Y axis):


I’ve got a few things I’m building to try and improve this, and I know other people in the team are brainstorming ideas around it too. Because we are moving further down the funnel, the impact, if they go well, is going to be even more significant.

To take a step back from this example, what worked well here is that we spent a lot of time understanding our customers, our product, and our business model. By having a good knowledge of all three we were able to find a metric that we could improve quickly and easily and would have a big impact. Then we were able to execute on it.

Other examples of projects that came out of the Growth Gang are our referral program (which focuses on the Referral pirate metric), an internal Trello/Google Sheets/Zapier Scripts mashup that we use to identify customers who are struggling and need a bit of extra help (Retention), and a redesign of our credit card input pages to make it more transparent what people would be paying and the various billing options available (Revenue).

There’s still a lot to do, and the biggest area we as a team can improve is being a bit more disciplined. Pirate metrics gives you a view across the entire business, but especially in a creative & ambitious business like ours, that means that you are going to be hit with such a huge variety of ideas. I’ve personally found it helpful to pick just one of the areas (eg. Acquisition in the above example) and iterate on that for a while until I don’t have any more great ideas.

Creating a growth culture

I think having a Growth Gang has encouraged other teams to think about growth in a variety of ways.

First, the non-subtle — the Growth Gang are very good at collecting & analysing data, and it’s been good to see them sharing their dashboards with other teams and helping them make better sense of their own metrics.

But they’ve also been more subtle about it, primarily through introducing the Sprint process at Tanda. One of the important things about a sprint is that you get people from a variety of teams involved, both as experts who you interview, but also in the brainstorming and voting processes. As well as getting more useful and more diverse inputs, this introduces sprints to people from all over the business. As a result of this I’ve seen people in dev, customer success, and business ops all running sprints to solve their own problems.

There’s always more we can do to improve on this — culture (like growth!) is never finished and you can always get better — but I think we are moving in the right direction. It’s very easy, especially as a developer, to forget that your primary goal is to help more people discover, buy, and use the software you’re building. Having a team whose job is to constantly make that process work better is a good way of being reminded about it and inspired to do it better.

To sum things up

The Growth Gang at Tanda:

  • Understands the entire business
  • Uses data to find projects where they can have a big impact
  • Prototypes simple solutions to these problems
  • Builds & ships improvements and measures their impact
  • Teaches everyone else to do the same!

Ps. The Growth Gang is hiring. Come along to our Sprints workshop if you want to meet them, or to learn more about what they do!

Alex Ghiculescu

Co-founder, Tanda

published May 01, 2018


Managing 5 Pain Points in Hospitality Employment

Hospitality is a high-pressure industry, and the largest cost is employment. Employees have good days and bad days, opinions, aspirations, families, and a greater or lesser commitment to their job. A friend of mine recently sold his cafe, and said the criteria for his next business will be simple - no staff! We know where he’s coming from.

The good news is that modern technology and workplace psychology gives us a lot more tools for managing the workforce. Here are the top 5 challenges for most business operators, and how to handle them…

Can’t find skilled staff.

Good candidates are out there, but how well are you promoting the positions you want filled? Do the job ads talk about benefits, or do they just talk about ‘highly-motivated, passionate and committed team players’. Of course we want those people, but those hyped-up terms won’t impress the A-players. They’re tuned to Radio WII-FM - What’s In It For Me. Your ad will get a much greater response when you list the benefits you offer: flexible roster, good pay, training and development, modern equipment, close to transport, uniform provided and opportunities for promotion. You probably offer many of these, so why are they left out of advertisements? There are many good people looking for a better job - your venue could be just the ticket if promoted the right way.

Can’t cope with the employment bureaucracy.

Modern technology can streamline most processes, from advertising, recruitment and induction, through to employment records, rostering, leave management, workcover and training – no more paper! Setting up and running systems like these requires a new set of skills - modern operators and chefs are learning about cloud-based systems and online communication. Old-time management is stuck in 1998, whinging and complaining. They’ll be out of business very soon.

Can’t get on top of wage costs.

The award wage system isn’t going away, and rates are unlikely to fall - these are some of the lowest-paid people in Australia. What you can take more control of is the cost of your roster on a day by day and even hour by hour basis - no more shocks about last week’s wages when you do the payroll. Connect a modern rostering system like Tanda to your Point of Sale results and bookkeeping system, and the increased control can slice hundreds and thousands of dollars from weekly wages. Staff are available when they’re needed most, and off duty when it’s quiet.

Can’t handle the lack of discipline.

You want a motivated, skilled and conscientious workforce. But all they seem to want is unlimited flexibility and a party atmosphere - how do we compromise? The foundation of a productive workplace is a positive culture. It’s a term that’s used more and more, and is based on a set of agreed values that are followed by all levels of management. When you put in the work to get employees and management aligned with these, you’ll attract steadier and more productive people. Discipline becomes much less of an issue.

Can’t sack people when you want to.

Another fact of life: you can’t push people out the door without a good reason, backed up by evidence. That’s also 2018 thinking - we want government and big business to be transparent and accountable, so that means small operators have to embrace the same principles. Once you have proper Job Descriptions and review systems in place, you’ll find staff management much simpler – expectations are clear, and when people step out of line, the issue can be handled quickly. A workplace based on fairness attracts and keeps the best.

Ken Burgin

Community Manager, Silver Chef

published April 30, 2018

workforce success

Why are we putting on a Workforce Success Conference?

When we started Tanda in 2012, we didn’t know very much about running a business. It’s fair to say the only qualification we had was enthusiasm and a good idea.

To paint a picture, 4 blokes with bad haircuts standing around in a student bar:

❌ No uni degrees

❌ Had never built commercial software before

❌ Didn’t know much about employing people, or marketing, or making sales

❌ No savings

Looking back, I think we only had two things going for us:

✅ We were confident we could design & build the best product for our (future) customers

✅ We were keen to learn

In the last 6 years, we have learned a lot about how to grow a business. We didn’t do this by trying to apply theories from the classroom - instead we tried to find the best and simplest way to do things, and iterated a lot.

We’re contrarians in a world where the tech space is full of “free money” and we decided in the beginning that human capital is more powerful than venture capital.

Fast forward 6 years and many offers of funding later, we’ve built a business of 95 staff without raising capital.

We think the magic sauce of this success is in the people we hire and our obsession with unlocking human potential.

We call it Workforce Success.

We didn’t invent it, in fact you could say we stumbled upon it, but it is the key thing that has led to our success. Workforce Success is the philosophy of giving more power and responsibility to those who do - the doers of the world.

On June 14 & 15 we’ll be running the world’s first Workforce Success Conference, and I invite you to come along and see some of the techniques we’ve used to build our business. Hopefully, they will help you build yours.

Why another conference?

Tanda employees have cumulatively attended over 100 industry conferences - and there’s one frustrating thing in common with all.

One of the pillars of Workforce Success is giving as much responsibility and resource as possible to people who are closest to the action, rather than centralising authority among bureaucratic roles.

It’s the belief that the corporate pyramid should be flipped whereby those at the top only exist to empower those at the base.

Other conferences encourage you to think about your workforce as an expense or commodity (seriously, some of our competitors describe your staff as a commodity on their websites) - an area you should try and cut expenses.

Our goal is to teach your managers how to think about their workforce differently, so that rather than focussing on ways to purely cut costs, they are looking to create growth.

Here are some of the presentations your team will see at Beyond 2018:

  • Measuring outcomes over effort, and celebrating those who get things done
  • Gen Z in the workplace and how to turn pesky annoying young people into really successful & productive young people
  • How smaller teams lead to more successful teams
  • How to use Zapier to automate boring admin throughout your business
  • Radical Candor - techniques for developing as a leader through caring personally & challenging directly
  • How to build your own self-driving car (I can guarantee there’s a session with this name, but I can’t guarantee we’ll have all the answers)

For more information and to buy tickets for your team, visit https://www.workforcesuccess.com/. If you have any questions about the conference, you can email me personally at alex@tanda.co. I hope to see you there!

Alex Ghiculescu

Co-founder, Tanda

published April 26, 2018


Tanda Student Clubs Promise

At Tanda we love student clubs. Tanda was born out of a student club at QUT where our four founders met. As we’ve grown the business, we’ve always tried to support clubs as much as we can, through running our own events, sponsoring theirs, or just putting up bar tabs for no reason.

The thing that’s both exciting and challenging about working with student clubs is that in some ways you start fresh every year. Clubs are always trying to grow and improve constantly (just like we are), but their leadership changes every 12 months.

To make things a bit simpler for everyone involved, I thought I’d write down what we offer to all student clubs. You don’t need to do anything to be eligible for this offer, other than to be a student club at a university, and to take us up on it.

Hackathons: $10/ticket

Whenever we run a hackathon, one of the questions we ask when buying a ticket is “which student club do you come from?”. For every ticket sold where this question is answered, we’ll give $10 to the relevant club.

Get in touch with us ahead of time so that we can ensure that your club’s name is on the list. You will need to send us an invoice for $10 x number of tickets after the event — we’ll tell you the exact amount after the event.

Hires: $500-$1000/hire

If a student club directly introduces us to a member of theirs who we end up hiring, we’ll give the club $1000 for a full time hire, or $500 for a part time hire.

Note: having your member attend one of our events doesn’t count for this. It needs to be a direct introduction — send us an email, cc the member, tell us a little bit about them, and we’ll take it from there. If you aren’t sure who to email, you can start with developers@tanda.co, or come to one of our events and meet our team!

The club will need to invoice us once we’ve made the hire and the member has started working at Tanda.

Btw, this is the same offer that we make internally to everyone at Tanda.


We are putting both of these offers online so there is no confusion about them, and in the hope that more clubs take us up on them. If there’s something else you think we can do to support clubs, please tell us about it!

Dave Allie

CTO @ Tanda

published April 25, 2018