Why you should aim UX/UI design at zombies

I’m faced with a design challenge everyday. Sweet! I like it. It’s fun and rewarding to find a solution, if that’s your thing. Like working on a puzzle: finding all the pieces, recognizing what’s their right position, joining them one by one, and finalizing with a composition that only makes sense when everything is together.

That being said, the pieces of the puzzle don’t have a clear shape or color, and a lot is left to analysis, and interpretation. And you don’t even have a reference of how the puzzle is supposed to look like.

Probably is not like putting a puzzle together at all. Whatever. Never mind.

Zie zombies

And who is the target? Who is going to end up looking at that puzzle — or whatever that is — that a UXUI Designer put together? You are. We are. The idle minded. Because that’s what we — the users — are in the end. Our brains are too busy thinking on what we’re going to have for dinner, where, with who, or if we will have take away on our own again. So when we grab the phone, open the browser, grab the TV remote, we’re not actively thinking. Content. That’s what we want.

When I first heard about this, the fact that users don’t think, I felt disappointed on human intelligence. But after all, one of the must-read books for product designers is called “Don’t make me think”. Like it or not. We are contributing to feed a whole generation of Zombies. Users are zombies.

If you think about it, makes a lot of sense.

They move in big groups, without a clear objective, relying on automatisms and muscular memory, reacting slowly, and paying little or no attention to their surroundings.

Full attention, not necessary

Now, I am not saying that people are zombies. My point is that users are multitasking most of the time they spend in front of their devices. We eat sandwiches, drink coffee, walk around the city, talk to our friends, and listen to music. We even dare to think of more important stuff! Because using an app shouldn’t be cumbersome. After all it’s just a tool. The meanings to an end. And although some tools are far more complicated than others, once we learn to use them we don’t actively read any buttons or labels anymore. We knowwhere everything is. And when something changes we hate it, because it makes us think and reroute our wirings.

When I started designing websites, which would lead to designing software and interfaces, nobody told me psychology would play such a big role. Yet, we don’t get to play with full functioning brains most of the time, we have to make what we can out of 20% of the user’s attention — Yes, I made that number up.

Your users won’t be reading half of the labels, nor what the buttons say. They will type in what they consider that should be typed in, wherever they consider its supposed to be. And they will click that big chunk of color that looks like a button, and will always click and tap on the image, not the text. To make that easy, the design has to avoid possible distractions.

In order to make a user interface work, we have to strip it out of all the unnecessary. Here’s an example.

Keeping it simple, visually

A while ago, I work on a project at Asana. We called it Typography Update. During the redesign many hands touched the interface, and many engineers worked on the CSS. The result was great. But part of the collateral damage of having so many moving parts were little mismatches on font sizes, colors, and spacing.

So I went on and reduced the number of styles, fixed inconsistencies, and adjusted the margins. I reduced and standardize the body size, the paragraphs, and their line-height. Headings had the same exact style now, in a couple of different sizes for hierarchy. Project names became tokens almost everywhere. Margins became consistent around the objects, and relative to object their size. And different shades of gray for copy were reduced to only two, based on the contrast ratio with the background.

When I showed the first results to the product manager she couldn’t see the actual changes. She asked “How did you do that? You didn’t change anything and it looks way better!”. The multiple styles and little inconsistencies had been adding noise and clutter. Imperceptible. Little by little. Too many instruments going for a solo at the same time. We were making the brain work overtime, and forcing it to think. Not a lot. But more than what was necessary.

The voices in our heads

Why was this design more effective and harmonious?

Each different style is a new voice you add to the chorus that is the interface. Restricting the number of those will make things easier to process for the user, since they won’t have to register yet another voice in their head. A bunch of small disruptions will cause havoc in their visual field. But restrict it too much, and all the voices will be the same.

My advice then? When adding styles, make them dramatically different. Go from 10 to 14, from blue to black, from regular to bold. It either is really different, or it’s the same. Because zombies can tell a human from a deer apart. But all human are the same to them: just food.

We are idle minded, our list of priorities is to get what we want, not to understand how we are getting it. We are — and want to keep being — idle minded.

So when building a tool, design something that a zombie could use. That is good product design.

How I Got Hired & Ditched By UBER

This is not a picture of me.

There is a lack of engineers everywhere, but finding talent is especially hard in the Bay Area.

I’m from Spain but 5 years ago I went three months to SF, to attend a couple of conferences and visited some friends.
At that time I was trying to start something, but I changed my mind and I started looking for jobs in the US instead.

Getting in contact

Every single company I visited was recruiting.

Tech companies provided pizza, beers and tons of famous, smart people to talk about smart things. All to attract talent.

I sent out many resumes, but 90% of the times I didn’t receive any response, and I couldn’t figure out what was missing.

I have a CS degree, five years of experience and lots of open source contributions in cutting edge technologies. My best guess was that US companies were not willing to sponsor me a `H-1B` visa.

I was close to giving up and going back to Spain when I received two calls from a couple of companies. One of them was Klout, the social media analytics company that sold for $200 million. The second call was from a company that was just starting up at the time, they wanted to disrupt the transportation industry.

The interviews

The first interviews are always done by telephone. They ask you about your background, some theoretical questions and some *puzzles*.

When they have decided that you’re smart enough to meet face to face, the real interview starts, and it’s not a normal meet and greet, it can last up to three hours.

You talk with people from different departments, answer more questions and solve more *puzzles* on whiteboards.

– Implement a function that calculates square roots
 — Sort and concat arrays in a optimal way
 — Guess the two missing numbers in a array with `n — 2` length containing `1..n` unsorted numbers
 — Calculate the number of digits for a given number
 — Implement a function to detect palindromes
 — …

Most of them were doable, but I think they were missing some amazing developers that may not know how to solve those problems,
but they are capable of solving real-life problems (fix this bug, port this library, refactor this code…).

Some of the theoretical questions I had (mostly javascript related):

– What is a closure and which disadvantages does it have:
 — What is hoisting.
 — How does `this` work.
 — How `float` works and which issues does it have.
 — How does the event loop work on the browser and how to delay a function to the next tick.
 — How to optimize CSS, and how does specificity work.

The offers

Both companies I interviewed for offered to sponsor me a H-1B visa and a good salary.


I ended up accepting one of the offers because they where more transparent with the stock options (which I later discovered not to be so great after all), and because they told me that I could work remotely until getting the visa.

I signed the contract, opened a bank account, left my job and came back to Spain.

The silence

Back in Spain I started to prepare myself for the new job — I was looking forward joining a new team. I learnt Python because I saw some people using it at that company’s offices.

I was super motivated and willing to start! I even sent some emails to the CTO to get some instructions on how to setup my development environment.

At my starting date I received the first email from the CTO saying that they were not able to get my visa and that they were thinking about the aspect of working remotely.

I answered them that it wasn’t a problem for me. I had been working remotely for a while and it had never been an issue.

What happened next? Nothing. Silence. I was completely ignored.

The problem

Getting a working visa in the US is not easy. If it was, most developers would be working there. It has gotten a lot better the last years, but companies should start to be more open minded about hiring remote workers.

There is a huge deficit of talent in the US, and a lot of wasted (and way cheaper) talent in other countries around the world. An average engineer in the Bay Area can cost around $100k+. In Spain, the same engineer costs significantly less.

Even though I’m happy I didn’t end up in the states, it would have been cool to be one of the first developers at Uber.

The solution

Ironically, while I was on holiday in San Francisco I was working for [Teambox](now Redbooth), a company with their development team based in Spain.

It was an amazing experience, the development was happening 24 hours a day. The git repository was constantly receiving commits, never sleeping.

It was a great time, that I now look back on as me and Jordi Romero are working on our new project Factorial.

Luckily there’s more and more great companies being built in Europe, and there’s no need to go to the US to land a fantastic job as a developer. Both Madrid (14th) and Barcelona (9th)are climbing on EDCI’s digital city index list every year, and more and more startups are getting funded.

A recent report by Atomico predicts even greater times for European tech in the years to come, so no need to apply for the green card lottery this year, just hold on to your European passport.


This memoir was written by the CTO of Factorial.

The 4 Biggest Accounting Mistakes Startups Do

Startups have different business models, but all of them are in a situation where budgets are tight. In other words, accounting turns into a very important element.

Hopefully these tips will help you take better business decisions, as the flow of income and expenses are something all entrepreneurs should worry about.

To keep your startups accounting updated and well-organized at all times is a hard job, and that’s why there’s a lot of mistakes young companies often do.

Use a professional accountant

The first mistake startups often do because due to lack of experience, is to not hire a professional accountant.

A startup must know, at all times, its liquidity; How much money it owes to its suppliers, and the bills that haven’t been collected yet. It must also know the average of days that the customers take to pay, and detect those customers who are slow payers.

Being helped by a person with deep accounting knowledge will allow you to know the condition of the income statement, showing how the business is performing.

Many startups don’t see the value a professional accountant can add to the business. Apart from the actual accounting, it’s a person who can help them to develop their business, offering some advice about tax benefits, incentives and about corporate constitutions, etc.

Apart from being helped by a professional accountant, startups can use invoicing programs to make many of their daily tasks easier and better. These tools will allow them to control their business activity.

Lack of income and expenses control

We often encounter startups that doesn’t have records of their income nor of their expenses.

As soon as you get your first paying users or clients you will have to save a copy of each operation made between you and the customer.

Having full control over all expenses can be challenging and frustrating.

To make it easier, a good way to organize it, is to order it chronologically (monthly), or in alphabetical order by the clients name.

As you’re organizing the payments, it’s just as necessary to organize all the expenses. You should divide them into categories, for example: offices expenses, stock acquisitions, supplies, insurance, taxes, etc.

Small expenses become big expenses

When every penny counts it’s easy to not register the tiny expenses, they seem so small, and everything would look better if you just kept them off the balance sheet.

This is a big mistake because you’ll lose the the right to deduct taxes from these expenses.

This means that each team-member in the company needs to write down all their expenses, including the teeny-tiny ones.

Just as your grandma tells you to save your cents as a child; “because enough cents will in the end make a dollar”, it’s the same with companies. There’s a lot of small expenses, and as the team grows, all people accumulated small expenses becomes significant.

However, remember that personal expenses never should be mixed with business expenses. This is one of the biggest reasons why companies get an unpleasant visit from the tax authorities.

TAX

This might seem obvious to most of you, but working closely with startups and their accounting, remembering to pay taxes is a bigger issue than you might think.

Any business activity is subjected to taxes, and startups and entrepreneurs, just like any other business needs to present different types of fiscal statements to the tax authorities, like VAT, PIT, corporation tax, etc.

Remember, that as an entrepreneurs you can deduct money from your personal taxes, when you every three months have to present the different tax models mentioned above.

It is also recommended to save a copy of your tax declaration (ordered by chronological order, every 3 months and every year), as well as a registry of the taxes that you have paid and what tax authorities has paid you back.

How To Design Offices For Startups In High-Growth

In every startup and company there is always a “first office” where everything began: this office is never planned and it can be whatever space that you get as cheap as possible.

You are just at the beginning, just trying things and there is no need to have expenses before the idea has been validated. As so many before us, itnig started in a small cubicle inside a parking-lot that belonged to the CEO’s family. It has no natural light nor ventilation.

Even though it’s all good memories, we quickly (and luckily) moved into a big desk that the young Teambox (now Redbooth) borrowed us in exchange of support. And then later to the first office we actually paid for, a weird space of 50/sqm with low ceilings in a passageway close to Sagrada Familia (huge cathedral in Barcelona). We were just jumping from one space to another looking for the cheapest place where we could fit all our members.

The reasons why I’m telling you about all of our weird offices, is to make the point that you don’t need a fancy place until you have regular income. Before that, you only need internet, enough desk and coffee.

So, how to design offices for startups in high growth?

The main requirement is to have flexibility. When looking for an office check that you have more space available in the same floor or building to keep fitting all the new employees. If you’re a startups your main goal is often to grow fast, and jumping from office to office creates unnecessary expenses.

We want everything at itnig to be as transparent as possible.

Co-working spaces can be a good choice but check first that they have more free spaces where to fit your growing team. Also, when signing the rental contract, negotiate a 3 and 6 month rolling break so you have more flexibility to leave the office once it for some reason doesn’t fit your startup anymore.

AIR!

Go for an open space, it’s everything. It makes it easier to be flexible, as we already talked about, but it also makes it easier for your team to interact, be social, share knowledge and be creativity.

Just as humans, rooms need air to breathe.

Even though everyone at itnig has a desk, you’re of course free to work from where ever you want.

It can be hard to find an affordable office that also has a lot of space. A smart thing can be to look for an office with a lot of windows, or high ceiling, at least if you pay per square meter, and want the rent to remain as low as possible.

Have fun

When you close your eyes and picture a startup office, you might think of ping pong tables, colorful walls, big comfy sofas and big kitchens with company breakfasts. If this is what you imagined, you saw the itnig office.

When you work in a startup, going against the stream, betting against the odds, it helps a lot if the office you’re working in support your hard work with elements of fun.

The itnig salsa lessons is always the highlight of the week.

Don’t have a boring office. For almost three years we had a white and grey office, it looked like the inside of a bank. Sterile, serious, boring. We’re lucky that the office has a lot of light with huge windows showing beautiful Barcelona, but we didn’t add any value to it.

When you work with startups, one of the biggest goals is to attract talent. And when you’re able to hire the best people, you want to keep them. You want them to feel like home at the office. Investigate your employees, find out what they like and don’t like, and in the end make the office reflect the people that are working there.

The issues with the startup accelerator business model, & the emergence of venture builders

According to the internet it’s thousands of startup accelerators programs & incubators out there, looking for the most talented startups to accelerate.

What started with Y-combinator back in 2005, was followed by Techstars, 500 startups and a couple of thousand other organizations which now all are competing for the same talent, according to Angel Garcia, director of Startupbootcamp IoT, Data & Cybersecurity in Barcelona.

It’s turning into a very crowded space, it’s much harder to find good startups for every round we do.

He continues:

Online I’ve seen lists of thousands of so-called accelerators. Many of them provide mentors, a table to work at and other perks, but they don’t run sustainable businesses.

From the left: Angel Garcia (Startupbootcamp) Patricio Hunt (Intelectium) & Bernat Farrero (itnig).

The business model

Just like venture capital investors, both accelerators and incubators are betting on a large volume of projects, and hope one out ten get’s a big exit.

That’s why it’s hard to say exactly what accelerators that are successful and which that are failing, says itnig president Bernat Farrero and points to the business model:

In practice, we’ve had virtually no time to see any of this models succeed just yet, even the few biggest ones have kept growing their expectations and none has yet consolidated and shown a real business success case.

Unlike most accelerators that are funded by VC’s, Startupbootcamp is funded by corporations that all get access to the products the different startups are creating, according to Garcia.

We’re different from most of the accelerators out there. It’s not only our business model, but 82 percent of our startups that have gone through our program is still going, and that’s a high number.

Evolving into venture builders?

Both Farrero and Hunt used to run accelerator programs, but later chose to leave the space to dedicate a deeper focus on fewer projects.

President Farrero explains that itnig didn’t find it sustainable to have a large number of startups go through a fixed program:

If we look at all of the accelerators today, both the ones we call successful, and all the others, I’ve never heard of anyone being profitable.

Startup studios or venture builders has been gaining more and more tractions lately, with studios like eFounders, Betaworks, Idealab & itnig pumping out new companies annually the last years.

Also Patricio Hunt, managing partner at Intelectium has been transitioning over to an approach of building talented teams, instead of accelerating already existing startups.

We have, as Farrero, evolved into more of a venture builder the last years. We study the markets, talk with corporations and possible future customers, and create products we know are needed.

Talent-focused

Farrero says their approach has changed drastically the last years, they now focus on finding makers:

Instead of using valuable time on accelerating tons of projects, we are using that time to study the markets and current trends, as well as attracting the best talent to come work for us.

Even though Startupbootcamp is working with a different business model, also Garcia stresses the importance of knowing your markets.

As we work in industries where everything is changing very fast, we need to understand the markets better than most people do.

The amount of accelerators getting started is not decreasing, but as the amount of programs increases, the less credibility the accelerator gets.

All the three directors agree that the few accelerators with an established brand will survive, and so will the ones that have implemented sustainable business models, but the rest will have to pivot or innovate into something new, something startups actually need.

To get the full interview, go to the video in top of the article.


The post was written by Sindre Hopland, media manager at itnig.