Jeremy Weisz 16:23
I love that, no thanks for sharing that I could totally see that, because you look at everything they’re doing, and how do you help them even more? Because, who knows, maybe early on, they were using one of the forms, and they had to, like, convert it to PDF to get it signed. And now, oh, we could just do an Esignature, and write in Jotform and help with that step and eliminate steps for people, because that’s what you’re about. You mentioned, and I know about you provide support, even for free users, and actually fast support for free users. And I know it was very important for you to have a free version, so I wanna know why and also how you came up with the pricing. But why was it important for you to have a free version? And right now, we’re looking at Jotform.com pricing. You can see there’s the free bronze, silver right now. This may change depending — they raise their prices when you look at this later on, but this is what it looks like now talk about why free?
Aytekin Tank 17:24
Both free and providing support to free users is just something that I have been doing from day one and many of our competitors actually had a free plan, and then at some point, like, when they need, when they wanted to optimize sales or something, they just either hidden that free version or they just, like, turn it into, like, free trial. Just got rid of it but we never did it, because free is a great way to kind of, meet people, get their trust, get them to try the product, see how good it is, and experience how good it is. And then once they actually see it, meet with us, and it’s once their actual usage increases, they upgrade to the paid plan. So it’s, it’s, it’s actually a good way for people to meet with people and it’s a great marketing strategy, because…
Jeremy Weisz 18:37
I could see here that Jotform branding, you know, the free version job for brand.
Aytekin Tank 18:42
It also brings like virality, like just kind of forms products are, kind of has a virality, because every time you use the form, every time you send a form to someone else, they actually see the URL. They see the form and then, and the free version actually has like powered by Jotform logo on it, on the forms. So this actually increases our branding. And many people see it and come to Jotform. And it’s also like, kind of, if you think about it, you’re considering, like, there are many products you’re considering which one to use. Like, it is stage like you are going to try out something that’s already free, right? If something is paid, it’s just much harder to try out. So when I started Jotform in 2006 the first year, I actually didn’t expect to earn money, and I just wanted to kind of get feedback from users. And what I did was I made it completely free, and what I was very upfront about, I said, hey, it’s completely free, and in a year, we are going to actually become a free me product.
We are going to have paid plus, but at this point, it’s completely free. And this actually allowed me to, like, get so many users, and a year later, when I actually released like the premium version, I already had like 15,000 free users. And right away, like, as soon as I released like the premium version, I got like 500 people to upgrade to the premium version, and that was a great start for me. And so this is about the free version, and the free support even for the free users, was also kind of similar in the beginning, but I was just starting out. I wanted to get feedback. So what I did was actually had this, like this kind of, like the PHBB, kind of forum softwares on my website, so and I had this forum, and people would come there, and then they would ask the question, and I will answer them. And other people would see that, like, as soon as someone asked a question, I would provide an answer to them, like, ASAP, like, right away, and then, someone is like, saying, hey, there is a bug here, and can you look at it? And then my reply is, like, an hour later, it’s fixed. Look at it now, it’s fixed. And that kind of response actually kind of builds trust with people.
And the other people were also seeing that, like, there is a, like, a real involvement in this product. And I was writing a blog as well, and I was, like, constantly answering forum questions, and I loved listening to customers that way. And I believe, like, at least the first four or five years, I was the only support person, like I was just doing support. At some point, support was just taking so much of my time that I just hired like, five remote, you know, contractors on odesk, and then just stopped in support. But I was there, like, similar to those interviews doing support, I was able to get, like, so much feedback from users, and when I was doing support, I wouldn’t just say, okay, hey, you know, there’s a bug here, okay, yeah, we are gonna work on this bug. But I would also say, like, how do you like this feature? I would even like constantly write emails to people like, hey, I saw that you tried our product, but you didn’t use it, was there a reason, like, was there something broken? Like, I was just sent these, like, one-line sentences like it had, like, so big like, conversion rates, like those emails, like, half of the people would reply to them because it was very authentic and, and at some point, like, I would have to stop, like, whatever I did, like, I had to stop them because, like, I was given, like, so many responses, and I didn’t have time to respond all of them but I was learning so much from people.
So both having the free version and providing free support allow me to build a good product. Be able to, like, just talk to the people, and be able to develop my product and that’s why I continue to keep it, and I still keep them today, and we still get lots of feedback from the free support and we get lots of marketing and users from free version.
Jeremy Weisz 23:23
I think it’s no easy feat to get 15,000 users, even if they’re free. How did you get 15,000 users in a short period of time early on.
Aytekin Tank 23:33
Yeah, when I was releasing Jotform, my strategy was like the use the technology angle. So if today, if I was launching a product today, I would definitely be talking about AI, like I would launch an AI product, and I will talk about AI. And because everybody wants to talk about AI and want to read about AI at that time. This is 2006 just like Gmail came out in 2004 I believe. So during this, like at this time, like software was something like you actually installed on your computer. It wasn’t something like you used on your browser. And so Salesforce was one of the early examples, but the SaaS wasn’t even invented back then. So this was the early days of SaaS, and like, just having a product and the Jotform Form Builder. I didn’t put like a signup page, I didn’t even put like a home page landing page. I just put the Form Builder right on the home page, and you could just go there and create a form by drag and drop and things.
And so it was kind of like an early example of what can be accomplished on the browser. Today it’s just very, very common to see things like that, but back then, it was very interesting. So I used that angle I just started email in like, the tech news sites and everyone else about, like, how this product is an early example of this technology, what can be done on the browser, one-page apps, and what kind of things can be done with drag and drop and this actually worked. And all these tech news sites, they wanted to kind of mention these examples that was a good way to do PR, even though I didn’t know anything about PR, but I was actually doing good PR. And I also kind of, I was part of this community called Business of Software, which is like a forum for kind of software developers. And it was actually Joel Sposkey had a blog, maybe you know it, and this was part of that blog, and I also wrote there, and because I was authentic and I was sharing my experience building and releasing the product, it’s actually received out of kind of views from there, and got traction from there as well, because lots of people who were posting there were also kind of software founders. They had websites where they could use forms.
So I also got some early users from there. But it was, at that time, like there was no social media, so it was blogs were important back then, like, just I had a blog as well. Like, you would actually mention other bloggers, like, because there was no social media, like, you would mention other bloggers, and then they would mention you. And there was this different kind of, like, linking to other bloggers was kind of way to get attention, and they would link back to you. But there are equivalents of those things today, like, the forums are now like Reddit, maybe, and blogs are kind of similar to social media posts, and the technology angle is the AI is the all the hype today? Yeah.
Jeremy Weisz 27:05
So you started Jotform, and then Google Forms comes on the scene. So talk about, in your mind, what’s going on for you? What point are you in the journey, and what are you thinking now, like Google’s entered my arena here.
Aytekin Tank 27:21
Yeah, so, the company actually was growing very slowly, like the first year I had my first employee and I started an office, and the second year I hired a second employee. Like the first five years, like I was just hiring one employee every year. So it was around like 2010 Google Forms came out. But right at this time, I actually had a problem. I was actually buried under busy work, like I was doing everything, so I was like doing all the support I was doing, I spend hours every day on my inbox, processing my inbox, email inbox. And I was doing everything, including, like accounting, legal HR, and like ordinance supplies for the office. So I was in everything and I actually didn’t have time to work on what really matters, which is, like, really advanced in my product, because it’s still a small product. We are still a small company. And right at this moment, something else happened. Google came up with a competing product. So, I had to kind of make a change.
Like, I had to find a way to, like, stop being buried under this busywork and start kind of like just focusing on improving my product, focusing on growing my product and improving my product. More like, just spend my time on important things. And so I had to make a decision there. And my decision was that, okay, I’m gonna automate or delegate everything so that I can actually spend my time on important things. So as I mentioned, like, just I went to oDesk, which is now Upwork, and I hired five remote employees, contractors to do support. So, I was spending from morning to night doing support. Now I actually hand it off to someone else there, I was kind of sad, because I enjoyed provide and support, because I was learning from customers, but I knew that I had to make that change, so that was the big delegation I did, and I was spending so much time in my emails, because I didn’t like really have a good way to like automate my emails like the way I process, like my emails weren’t prioritized.
So what I did was like, I built this system so that I can actually I spend less time on my email, so that I can see the top, highest priority emails first, and then, that way I don’t have to spend hours and hours in email, just take care of the important stuff. And the way we did, like developed our product like I tried to automate everything as much as possible using like principles of continuous integration and deployment. So I use all these automation techniques so that I can actually automate my business, so that I can actually spend my time really focusing on how to improve my product and how to grow my company, my business. And that worked actually, that actually resulted in much bigger improvement and in our growth and signups and in our product improved, and I think that’s the reason behind our success, so that I was able to spend more time with what really matters, and these automation like principles that I learned, that I did not just use it by myself, but I also teach them.
I talk about them to our employees, but I also started applying them to my products, like to Jotform, right? As I mentioned, like, we started, like, kind of figuring out what people were actually spending their time on how we can automate them, and learning all these, like, automation principles and applying them to these principle to my products, to my company, to my own work. That resulted in this book. I released this book last year the Automate Your Busywork.
Jeremy Weisz 32:07
Yeah, there’s a lot of these in here. I might listen to 90% of it at this point, and you share a lot of the principles in here, even from like you get into the weeds a little bit, which is good. And, okay, I created this folder and this label in Gmail, so they would route here, and so that you can basically just look at the priority ones in your inbox. And I just like, how you think about it, because you kind of like, 80/20 okay, what’s the top 20% that I should automate or delegate or eliminate? Because you did delegate some stuff, and then you went and looked at automating some stuff. And I’m sure you eliminated some stuff, but this book is a good example of you were able to grow because you were able to improve the product and then focus on growing the company essentially.
Aytekin Tank 33:01
Exactly, yeah. It’s about like, kind of doing, like a time audit. Basically, you look at the work you do and like, you could create, like, a spreadsheet where you can actually make a log of how you spend your time. And if you do this for a week, and just look like, put these like, okay, I spent this time doing this. I spent this time doing this. And when you look at your whole week. When you audit your whole week, what do you see? You look at how you spend your time, right? And then you ask yourself two questions, like, what should I spend my time on? And what should I spend my time on? And the second question is more important, because the time you spend on things that really doesn’t make you excited is the time you’re not just wasting that time, but you’re that time is kind of you’re also burning out.
You are also like losing your energy, like you’re burning the time that can be used to much more effectively. So you want to first automate, delegate or eliminate those things first, right? Get rid of those things so that you can actually as a subtype of my book, you can actually do less, achieve more, and save your brain for the big stuff, because you want to prioritize your big stuff, so that you can actually, as I did in my business, so that I can actually, like, make my product great and grow my product as opposed to, like, being all these, you know, other things like account and legal, HR and order and supplies for the office.
Jeremy Weisz 35:07
If people are looking at the video part, you could see we’re on Aytekin’s site here. It’s aytekintank.com, I expect nothing less from you. I think obviously there’s a free, something free for you. You could get a free chapter here, or you can get the book on Amazon or audible. I have it on Audible, so you can check it out on his website. Or you can just go to Amazon and type in, Automate Your Busywork and find it there as well. It started with you really cut your teeth working in a media company, a New York media company, and you started creating forms for that company, and this spun off into a separate business.
And what’s interesting, I want to talk about your dad for a second, because he gave you some advice, and maybe it pissed you off at the time, but he did say that I may be butchering a little bit, but kind of engineers don’t get rich, you have to be a business person to get rich. And what have you learned, or who are some of the mentors in business for you as you grew Jotform because obviously, you’re a talented engineer, and you’ve hired talented engineers as well to build out this product, but even with an amazing product, you still have to get out there and sell it. Who are some of the business mentors for you throughout your journey?
Aytekin Tank 36:33
Yeah. So this story, so I was in middle school that I actually took this. I didn’t have a computer at home, but I took this class about programming and every weekend I would go to my school, and there was this computer lab where I would actually do, like, programming for a week, for an hour or something, and that just like, changed me, like, just like, during the week,
I was always like, dreaming about the weekend where I’m going to go and write some code. And just that excited me so much. And that’s when I knew that, like, I want to be, actually become a programmer. And so later on, like, when I was talking with my father, I told him that, like, I was reading about people like Bill Gates, I told him, like, Hey, I’m going to become, like, a software developer, and I’m going to be rich. I’m going to become a software engineer.
Jeremy Weisz 37:45
How old were you at the time?
Aytekin Tank 37:46
I was probably in high school. I will become this computer engineer, and I will become rich. And I remember he telling me, engineers don’t get rich, business people get rich. And in my mind, like business people were like, kind of like, it wasn’t that exciting. Like, just when I look at Bill Gates, I actually didn’t know, didn’t actually see his like business person. He was actually like the real, his success comes from being good business person, right? But I saw him as, like this programmer right by that time, like, just, it didn’t excite me like, that kind of, but I always remember that, like it just sounded so weird to me, like something like that he told me, or something like that. It just sounded so weird to me.
But later on, like when I started like coding, and when I started kind of releasing, even when I was working for the media company on my full-time job, when I was releasing this software products, like open source products, things like that, I discovered that I actually I needed to learn like marketing. I need to learn how to talk to people, like, how to do sales support, talking to clients, like, just those kind of skills. I was kind of missing them. I kind of understood the importance of them, because I was lacking them and then I kind of appreciated what my father said, and then it also allowed me to, like, consider, okay, I’m going to start my business. I’m also going to be a business person, right? And that was kind of inspirational to me. For the mentorship parts, I don’t think I had any like business mentors like that gave me business advice, like particularly, but…
Jeremy Weisz 38:05
It could be a colleague, just like, I’m sure you have a lot of SaaS colleagues that you talk to on a regular basis, it could be someone like that too.
Aytekin Tank 39:53
Yeah, I mean, but actually, I had a replacement, which is like these blogs and books. And I spent so much time like reading and reading and reading all these blogs and reading all these books. So I talked about, like I was mentioning Joel’s blog. Joel Sposki was, like, one of my early people who inspired me. His blog is still available. Like, just, you could still read it and learn so much from it. Paul Graham, I still read his essays, and he had great essays back then as well. Like, just in the books part, I enjoyed reading about, like, I have always been very curious about Apple because, like, they have such great products, they value design so much, and I also value design and product so much. And I wanted to know the secret behind like, Apple, like, how can they create such great products?
Like, what’s the secret behind it? And I try to read all these books from people. There are not many, like, it’s a very secretive company. But the one book that’s really impressive is, like, The Creative Selection. There is also the book called Book Built that also mentions, like, his company was also bought by Apple, and he also talks about how they developed, but The Creative Selection, it’s an amazing book. Any sales founder who wants to learn the secrets of apple and how they do great products should definitely read The Creative Selection. So my mentors have always been these, like books, and learning from these books.
Jeremy Weisz 41:51
Yeah, I’m looking at this one taking Creative Selection inside Apple’s design process during the Golden Age of Steve Jobs, by Ken Cocienda, or how you pronounce it. That’s great. I love hearing about those. Talk about some of your favorite software. I mean, we talked about Jotform. What’s some of your favorite? I know we talked about Zapier. What’s some of your favorite? Maybe apps. It could be personal or business-wise. What’s some of your favorite SaaS, software founders or company?
Aytekin Tank 42:21
I make sure spent a lot of time with these LLMs, just particularly ChatGPT and the Cloud, like they are so good, just being able to, like, if I have an idea, I just start Talking with ChatGPT or Cloud and just bounce my ideas. Like, just, it’s kind of like a friend on demand, like just, if I come up with an idea, and just, I can talk to it and ask it to, like, summarize something. Just give it a document. Give me a summary of this document, or something like that. Or just, I have this idea, like, just improve this idea, and then suddenly, like, or maybe just improve it and then summarize it, like, just turn into a single sentence, and then it just does such a great job. So I actually used different methods in the past, like, I still use that method, like, I will just open a text editor. I use an AI writer.
And because on Mac, it can just go full screen. I have this big mac monitor, and I can just open this black screen. Just there is one, like a single white cursor on my screen, and I start typing and just like, as I type, as I write about an idea, I actually come up with more ideas. But now in this process, I’m also starting to use more and more like, instead of writing by myself, I’m actually writing to ChatGPT, and then I’m writing that idea, and I ask you to like, what do you think about this idea? Or I’m asking, like, can you summarize this idea or just turn it into like this, make it crazy. Make this idea crazy. And I really enjoy talking to LLM because it’s just like another person.
Jeremy Weisz 44:19
Any other favorite ones on your phone that you use. I don’t know if you use any specific apps productivity or personal or fitness, or any of your favorite apps that you use.
Aytekin Tank 44:31
On my phone. Let me see. I mean, one of the things I use a lot is like, full-screen clock. And I have kids, like, every morning I try to push them to school bus, like, right, push them out of the poem. And like, on our iPads, on our phones, I will open this, like, this large screen, like just time i. I need the time because we are trying to catch up everything. Like, just get ready for the school. And I’ll just open it on iPad, put it somewhere, and we go somewhere else. Like, I put it there as well. I use it a lot. It’s very useful to have, like, large screen time wherever you go, yeah.
Jeremy Weisz 45:21
Founder versus CEO. Talk about some of your thoughts on that.
Aytekin Tank 45:26
Yeah, this is exactly the same lesson that I learned previously, that I was doing all this busywork and I wasn’t actually focused on what I needed to focus on. I actually made the exact same mistake again, but this time a few years back, like I was just working so much, I was spending so much time in the office and then I was doing all these like meetings, like I was going from one meeting to another. I was doing everything. I felt like, Hey, this is how you become, like this is how CEOs work, right? They have to do so many meetings. But then I started thinking, like I was burning out. I wasn’t enjoying the work anymore, even the meeting that I was supposed to enjoy wasn’t like, good, like, I didn’t feel like I was really doing well, like I was just taking status from people or, like, just, I wasn’t contributing as much as I should be, and when I had my third child, like I took a break, a long break.
And during this time, like I was thinking, I wonder if I should retire or something like, just, I’m not enjoying work anymore. And when I had that downtime that I was able to think about, like, what’s going on, why I don’t enjoy it, I start thinking, I don’t enjoy the meetings. I don’t enjoy going from one meeting to another whole day long. This is not good, this is not a good idea. This is not the way to spend my time. And when I didn’t want to do all those meetings, I thought to myself, I wasn’t also being productive by just doing everything. And I have all these great, great executors, all these like VPs and C level people, and I have a good COO, I was able to leave everything to him when I was, like, taking the time off. So why don’t I just leave everything to them while I am working as well?
But instead of just doing everything, I just focus on, like, very small number of things and then I started focusing on five things at that time, like, Monday, Tuesday, Wednesday, Thursday, Friday, like, every day, I was focused on different things. And even that, like, after doing that for a while, I discovered that even that was too much like, I decided that I’m just going to focus on two things. What’s the biggest opportunity for our company and what’s the biggest bottleneck for our company? And if I can just focus on those two things, and I leave everything else to our COO, I leave everything else to our executives. They’re already great. They are doing a great job. I don’t need to be everywhere. I don’t need to be on every meeting. And I remember, this is actually about the title I have. Like, my title is founder and CEO. And when I was having all those meetings, I was actually a good CEO.
Maybe I was a good CEO. I was actually doing everything. I was involved with everyone, like making decisions, but I wasn’t being a founder. And my title is founder and CEO, but I was only involved with the CEO part. And I thought the founder title was not just something about pass but it could be something about the future as well. It should be something about the future. And why don’t I just be the founder of the future of our company, future of our team, future of our culture or product? Why don’t I focus on the future? Why don’t I be because there’s no like. Founders cannot be replaced like. And when founders exist, there is a hole in the company that cannot be replaced. So I should be doing my responsibility, which is being the founder. And being the founder is about reinventing the future, inventing the future of our company, our product, our team, and that’s what I try to do today.
And how I do is, like, two days of the week I am focused on, like, one thing, and two days of the week I’m focused on the other thing. And the single day I will just try to catch up with everything else. And so I choose what topics to focus on by asking those questions like, what’s the biggest opportunity and what’s the biggest bottleneck? And right now, with the biggest opportunity, I make sure we are working on this AI product. We have been working on this AI product for a year, and I’m leading that product, which kind of involves, like, 14 different teams are working on this, and I’m just managing that product because it’s I’m so excited about that, and I’m so much enjoying it. And the other thing is, like, the bottleneck for our company is, like the our growth bottleneck is the enterprise sales. Because enterprise like, we have been this for a long time. We have been this product-led company, and we recently started our enterprise product, we built a sales team.
But because we have been this, this product led companies for so long, it’s all those skills, like we don’t have, all those skills, how to create leads, how to kind of turn them into sales, like, all those like sales led growth items like we don’t have them. And I’m trying to figure those things out, and because our enterprise sales has a much bigger growth, and I’m focused on growing that for the two days of the week. And I’m really enjoying it because I’m able to deep time on it, because I’m able to, like, just spend the time do research, like read books, just like talk to individual engineers about something, talk to individual contributions about something. Just go to lunch with someone who knows something. So when I try to do everything like I didn’t have time for anything, but today, I actually have time for the most important things in our business, and I’m feeling much more. I enjoy my work much more than before.
Jeremy Weisz 52:06
Thanks for sharing. That’s super valuable to hear you talk about that and how you think about it. It really is. I know we have just a little bit of time left. I do want to get to some use cases, because I love hearing them, because it gets my creative juices flowing on what I should be doing. Also, before we get to that, though, you hit on one thing that I do want to touch on, you have an interesting structure of how you do pods. I don’t know if you call pods in your company, which allows you to be very productive and the team to be very productive. So if you just touch on that and how you structure the pods to get stuff done, even though you have over 500 people.
Aytekin Tank 52:50
Yeah, I mean, in the beginning, we were like this small team and so our company has grown very slowly in the beginning. So the first year I hired my first employee, the first five years, like I was just hiring one person, and the way we worked was really good, because, like, we were this, especially when we were around like five people, we were this cross-functional team. We had a designer, we had developers, front end developer, back end developer. I was this product person, slash kind of technical person slash sys admin. And so this cross-functional team was working well, but a few years later, when we actually has grown to like this 15-person team that because I didn’t have any experience managing like that large teams that I assume that what I needed to do was, like, I gave everyone, like, one job. So we were this 15-person company, and everybody was working on different things, but things weren’t working well because, like, just we weren’t very productive. I was comparing like, hey, we were more productive when we were five. Why are we not this much, that much productive? And the quality…
Jeremy Weisz 54:09
Triple the amount of people as productive at the time?
Aytekin Tank 54:12
Yeah, and I was curious about that. And at that time, I was also reading about, like, these books about how all these, like other Silicon Valley companies are actually developing software, and I was reading a price blog about, like these lean startup movement and how the cross-functional teams that I looked back on the time where, like we were a small team, and then I decided, okay, maybe we need to work that way, like we need to go back to work in that way. And we were also planning to move to this name, office space, large office space. So I decided, okay, we are gonna I hired this great architect. And I said, okay, build me these small rooms like, maybe glass door, glass rooms where we could only put, like six people, no more than six people. And because back then we had a small office. We were like five people. We had this whiteboard.
So I tried to create that environment for our teams as well. So we built these small team rooms, and we put these teams that way, and then I remember like we were only working on a single project. Because, I wouldn’t call like six people, even if they sit in the same room, if they’re all working on different things, I wouldn’t call them a team. So to be a team, they need to work on a single project. They need to sit down together and work together and just inherit single goals and so that they can actually, in the early days, when we go when it was lunchtime, we would go walk to lunch together, and we would continue talking about the product, talking about the early version of the job form. And I want to create that environment, like just, when we built those rooms, when we created those teams, we also started paying teams to go to lunches together every week, like once a week, like we put whiteboards on the rooms. So that worked really well, and that’s how I was able to actually scale our team skill, our culture, keep this productive culture with our team. And today we are this, like, even though we have like 600 employees, we are still like, this collection of these small teams.
And whenever we need to accomplish something like, okay, we need to get this right. We just build a team like, we just build a team. We put like, five people on it, make sure that cross functional, make sure that they can make their own decisions. They can accomplish team things on themselves, by themselves, and then we give them a room, and they become successful. And that’s how I was able to scale the company and continue to have a great, productive culture.
Jeremy Weisz 57:12
Love it. I know you have some basketball activities to get to in a few minutes, but I do want to touch on some case, some kind of use cases, because it gets my creative juices flowing and how I should be. It’s not about forms. It’s about interacting with customers or the way I see it, and getting in, just getting the data to improve the company the Cincinnati Zoo.
Aytekin Tank 57:33
Yeah, so Cincinnati Zoo has been Jotform user for a long time, but like when, when they had like this new hippo, like a baby hippo, they decided that they were going to name it by doing like this poll, like this survey, so that people can actually vote for different names for the hippo and they received like 90,000 submissions on this form, like they were using Jotform. And we were so excited about them. We went to them, and we became a sponsor as well to these efforts. And just, it was just so much fun.
Jeremy Weisz 58:18
And I’m sure that interaction resulted in people coming to the zoo, and nothing to do with probably promoting the zoo, but it’s an awareness. People want to check in to see if their name was the one that they voted for. So that was a great one. The Sydney Opera House, how they use it?
Aytekin Tank 58:34
They use Jotform for, like, one of the one of the customers that I’m really proud of, because it’s just such an iconic building, and everybody knows about it. And people can do events on the Opera House and they use Jotform for meeting, but one of them is like, just booking different rooms for events on senior operas.
Jeremy Weisz 59:04
What about University of Michigan?
Aytekin Tank 59:07
Like so their teams are very, sports teams are very famous, and they use Jotform. They have been using Jotform for a long time, and they use it for very different things, and like booking and tracking different things and booking different things within the athletic department, yeah, they are also a big Jotform users.
Jeremy Weisz 59:35
I just want to Aytekin, thank you, everyone check out jotform.com. You can also check out, Automate Your Busywork, the book, The Wall Street Journal best seller. Aytekin, thank you so much. Appreciate it.
Aytekin Tank 59:50
Thank you, Jeremy, for having me on your show. Bye, bye.
