Jon Christensen of Bidmii: 5 Essential Elements for Creating a Successful Employee Onboarding Experience

An Interview With Rachel Kline

Preboard New Hires: Start the onboarding experience before their first day to get them excited for their new job and keep them engaged until their start date. I have talked about onboarding beginning in the job ad itself, but once hired, an employee needs to be kept engaged and happy in their decision between the hiring and the start of day one. This is a great time to send them some company swag and the onboarding schedule so they know what to expect.

Onboarding is a crucial but often overlooked step in the employee lifecycle. A successful onboarding process will make the new hire feel part of the team, provide further clarity around the role and responsibilities, and get them up to speed and performing fast. In this series, we are talking to prominent HR and business leaders about how they seek to create exemplary onboarding experiences. As a part of this series, we had the pleasure of interviewing Jon Christensen.

Jon Christensen, the co-founder and CEO of Bidmii (https://bidmii.com/), is known for revolutionizing the home improvement industry by linking homeowners, realtors, and hardware stores with trustworthy contractors. Before Bidmii, he contributed to the growth of numerous food and hospitality companies, showcasing expertise in strategic real estate, construction, and franchising. Alongside his professional accomplishments, Jon has demonstrated a commitment to social services, with his volunteer work including being a Chair of the Board for Hopewell Children’s Homes. As an industry thought leader and educator, he has earned recognition from numerous organizations and aims to continue shaping the home improvement industry with customer-centric innovations.

Thank you so much for your time! I know that you are a very busy person. Before we drive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

For many years, my life revolved around the restaurant industry. I often say that I did not choose the restaurant industry, it chose me. As the son of a multi-unit restaurant owner and a professor at the University of Guelph’s hospitality school, my destiny was almost preordained. I have seen the industry from every angle, having held every role imaginable, from dishwasher to kitchen manager, from host to floor manager. This vast array of experiences exposed me to the good and the bad, the rewarding moments of building customer relationships and the challenges when team dynamics break down.

What I relished most, however, was being part of a high-performing team. When you have a solid cadre of individuals who know how to execute flawlessly, there is an invincible energy that is highly contagious. It is like standing on top of the world, knowing nothing can stop you. This feeling is addictive; it draws in the best of the best, creating a virtuous cycle. It is why cultivating a culture of execution is so crucial — it builds unstoppable momentum.

In late 2019, I was spearheading international expansion efforts at St. Louis Bar and Grill. We were on the brink of finalizing our first U.S. deal, and I had begun laying the groundwork in Korea. Then, out of nowhere, COVID-19 hit and completely upended the restaurant industry. The pandemic brought sit-down restaurant financing and development to a grinding halt, presenting me with a challenging crossroads in my career.

Faced with this unexpected change, I had to decide what to do next. Once the dust of the initial shock settled, I saw the situation as an opportunity rather than a setback — a sliding door moment if you will. Collaborating with my brother and our friend Phillip, we decided to leverage my industry knowledge and Phillips tech prowess in a new, yet somewhat related field: residential renovations.

Residential renovations were the wild west of the construction industry, marked by confusion, dissatisfaction, and a pervasive lack of trust. Stories of contractors disappearing with homeowner deposits were rampant, as were complaints from contractors about unpaid work. It was clear that this sector was crying out for the kind of discipline, organization, and trust that we had cultivated in the restaurant business.

With this in mind, we set out to apply the best practices and automation strategies that had become essential in restaurant development to residential renovations — an industry that sorely needed them. And thus, our journey in transforming the home improvement industry began.

It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

In the early days of our venture into the home renovations industry, we embraced the mantra that user feedback, especially early user feedback, was the key to product development. Eager to gather as much input as possible, we launched our platform with what can only be described as unbridled enthusiasm, despite knowing that a lot more quality assurance could have been done.

The feedback we received on the earliest version of our platform was as direct as it was expected. Users pointed out the myriad of issues, ranging from non-functional features to unclear instructions. I can still vividly recall calls from family and friends who, with a mix of love and brutal honesty, told me, “Jon, I love you, but this platform… it sucks.”

Though we gained some insight from this feedback, it was not exactly the constructive critique we had envisioned. However, an interesting phenomenon occurred as we began making critical changes to the platform to ensure its basic functionality. We started seeing transactions between complete strangers — our first real indication that our platform was gaining traction. This was a champagne-popping moment for us. Despite the platform’s clunkiness and glaring flaws, it was working, adding value where there had been none before.

What this experience demonstrated to us was that the problem we were addressing was real, big, and tangible. Everyone using our platform at that time had experienced one or more of the major issues in the renovation industry — stolen deposits, lack of trust, the hassle of getting multiple quotes from contractors. The problem was so significant that users were determined to make our imperfect platform work.

In retrospect, it is hilarious to think that we pushed a product into a live production environment that early. I am sure tech industry insiders would have been laughing at our audacity if they had been paying attention. However, the lesson we learned from this funny mistake was invaluable: we were on the right track, and we were tackling a problem worth solving.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful for who helped get you to where you are? Can you share a story?

Throughout my journey with Bidmii, there are two individuals to whom I am immensely grateful: Craig De Pratto and Mark Landry.

Craig, currently the CFO of Sleep Country Canada, is someone I connected with during my time at freshii. We immediately hit it off, sharing common ground with our families — both of us have two daughters of similar ages and entrepreneurial wives. When the idea for Bidmii was still in its infancy, Craig was one of the first people I pitched to. His belief in both the idea and our team was immediate and unequivocal. He saw the potential for our venture to be worth hundreds of millions of dollars and, crucially, he believed we were the team to bring that potential to fruition.

Not only did Craig voice his confidence in our project, he put his money where his mouth was, becoming one of our first investors. He further helped us by introducing us to other astute individuals who also became investors, and his wife Julie, founder of the world-class, award-winning branding agency Vanderbrand. Julie also invested in our company and played a key role in shaping Bidmii’s acclaimed branding. Today, Craig continues to be one of our greatest cheerleaders and offers invaluable guidance as a member of our Advisory Board.

The other individual who has been instrumental in our journey is Mark Landry, the Managing Director of World Markets at CIBC. While we crossed paths at freshii, it was not until Craig reintroduced us that Mark and I formed a meaningful relationship. Like Craig, Mark invested in our company and joined our Advisory Board. Both Craig and Mark’s feedback is invaluable. Whenever I am grappling with a strategic issue or future planning for the company, I never hesitate to reach out to them. I consider myself extremely fortunate to count them not just as investors and advisors, but also as friends.

Reflecting on these relationships, I am struck by the truth in the saying that your network is your net worth. So much of success is rooted in meaningful relationships and a spirit of camaraderie that transcends the confines of any one company. You never know where these connections will take you. Craig’s leadership, his understanding of people, his ability to build and motivate a team, and drive results, have all been integral to our success. Without his involvement, our level of success would not be the same.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

The quote that has always resonated with me is by Peter Drucker: ‘The best way to predict your future is to create it.’ This has been an underlying philosophy throughout my personal and professional life. Reflecting on my journey, I realize it has been about shaping my own destiny rather than waiting for opportunities to come to me.

When the pandemic hit and my career in the restaurant industry was momentarily halted, I was at a crossroads. I could have chosen to wait it out, hoping for things to get back to normal. Instead, I chose to interpret that moment as an opportunity to create something new. It was in that spirit that I, along with my brother and our friend Philip, founded Bidmii.

The concept of creating our future was instrumental in our approach. We leveraged our combined knowledge and experience in the restaurant industry and applied it to an entirely new domain: residential renovations. We didn’t merely seek to become a part of this industry; we aimed to redefine it, to create a future where trust and efficiency are the norm rather than the exception.

Looking back, it’s clear that the decision to create our own path, to predict our future by actively shaping it, has been a key factor in our success. Drucker’s words serve as a reminder of the power we each hold to design our destinies and the impact we can have when we choose to wield it.

Thinking back on your own career, what would you tell your younger self?

If I were to give advice to my younger self, it would be: “Embrace uncertainty. Don’t let fear define your path.” Looking back on my journey, particularly when transitioning from the restaurant industry to founding Bidmii during a global pandemic, the path forward was far from clear. Yet it is precisely within these murky waters of uncertainty where the most significant growth occurs.

Uncertainty can be unnerving, but it is also a catalyst for innovation. Uncertainty also hones our instinctual abilities. Through the years, I have had to make difficult decisions, ones that were not always met with immediate approval. But these decisions, often born out of uncertain times, have proven to be right in the long run.

Moreover, uncertainty cultivates adaptability. The world is in constant flux, and the ability to adapt to these changes is crucial for both survival and success. When we first launched Bidmii, it was far from perfect, but we learned from the initial feedback, adapted, and improved our platform. This adaptability has allowed us to thrive despite various challenges.

Now, we stand on the brink of a potential recession, particularly within the tech sector. It is a time that’s rife with fear and uncertainty. But rather than viewing this as a cause for alarm, I see it as an opportunity. Recessions often act as a reality check, pruning away companies with inflated valuations and weak fundamentals. They present a chance for entrepreneurs who can deliver real value to rise to the occasion.

So, to my younger self and all the entrepreneurs out there, I say, do not cower in the face of uncertainty or let fear of an impending recession halt your progress. Embrace it. See it as an opportunity to build something meaningful and valuable. Amid this uncertainty, you will find your path, learn to trust your instincts, make tough decisions, and adapt to whatever comes your way. And remember, true entrepreneurs might not stand up and be noticed — they are too busy, heads down, driving their organizations forward.

Let’s now move to the central part of our interview. What does the onboarding process consist of at your organization?

At Bidmii, our onboarding process is designed to integrate every new hire into our tight-knit team, ensuring they are well-informed, motivated, and ready to contribute to our shared mission from the get-go. As a relatively small team, we prioritize quality over quantity, and we operate as a true meritocracy, where everyone’s ideas are valued and the best idea always wins, regardless of where it originates.

1. Welcome Meeting and Company Overview: On the first day, new hires are introduced to the entire team during a welcome meeting and are provided with a comprehensive overview of Bidmii’s history, mission, values, and culture. From the outset, we stress the importance of open communication and encourage everyone to express their ideas and critiques, fostering an environment where the fastest path to the truth is paramount.
2. Departmental and Product Training: Specific role-related training is conducted by department heads, while all team members, regardless of their role, also undergo comprehensive product training. This ensures everyone fully understands our platform and their individual contribution to our shared goals. Every single person within our organization should be able to pitch our product but also our company.
3. Leadership Meetings: We believe in open lines of communication at all levels of the organization. New hires can meet with senior leadership, including myself, early in their tenure. This reinforces our commitment to transparency and collaboration, and gives them a clear understanding of our strategic vision.
4. Continuous Support and Feedback: We provide continuous support and constructive feedback to our new hires, facilitating their growth and helping them thrive in their roles. Regular check-ins are conducted to ensure they are settling in well and to address any concerns.

On a final note, I believe that a successful onboarding begins well before the interview process. Our job ads reflect our company’s reality — we are upfront about the fact that we may not offer top-tier salaries or a plethora of stock options, but instead, we promise a chance to work on a problem we’re passionate about solving. This candid approach helps us attract those who share our passion and are ready to make a real difference.

Once on board, everyone meets me not only during the hiring process but also during onboarding. I ensure they know they can always come to me with any issue. After all, we are a team, and the goal is to build something impactful together. Our onboarding process, therefore, is not just about teaching the ropes but also about fostering a culture of transparency, mutual respect, and relentless pursuit of truth.

How have your onboarding practices evolved over time and why?

Our onboarding practices at Bidmii have certainly evolved over time. In our early days, our process was incredibly informal and non-structured. As a start-up, we were fueled by passion, ingenuity, and a shared drive to solve a problem that we cared deeply about. Our initial onboarding approach was essentially a conversation about our mission and a query: “Is this something you feel you can add value to? If so, let’s go.”

However, as we grew, we realized the importance of having a more structured onboarding process to ensure our new team members could hit the ground running and quickly become integral parts of our organization. This realization was sparked by the arrival of our Director of Operations, Aliza Fatima. She recognized that while our enthusiasm and drive were essential, a structured onboarding process was needed to ensure that every new team member was equipped with the necessary knowledge and resources to contribute effectively to our mission.

Aliza insisted on creating a more formal process, highlighting the importance of not only getting team members up to speed on our product but also embedding them into our culture and values. Recognizing that our organization was, metaphorically, building the plane as it was taking off, Aliza worked diligently to put together a comprehensive onboarding process that could be easily followed and iterated upon.

Her initiative led to the development of our current onboarding system, which includes a welcome meeting, departmental and product training, a buddy system, leadership meetings, and continuous support and feedback. This structured approach has dramatically improved our new team members’ transition into our organization and has played a critical role in fostering the culture of open communication and relentless pursuit of truth that we uphold at Bidmii.

In retrospect, we see that our onboarding practices had to evolve as our company did. Starting informally reflected our start-up culture, but as we grew, we recognized the need for a more formal, structured approach. This evolution has been crucial for our team’s growth and cohesion, enabling us to continue to build and innovate effectively.

Could you share a successful onboarding story and what made it successful?

I already mentioned her above, but one of the most successful onboarding stories we’ve had at Bidmii involves our Director of Operations, Aliza Fatima. Her onboarding was a game-changer for our organization and a testament to how the right person can truly make a difference.

During the early days of Bidmii, we were in desperate need of a robust Customer Relationship Management (CRM) system. We were aware of the gaps in our processes and knew we needed someone with the right skillset and expertise to build and manage it. Aliza came into the picture with a wealth of experience in creating and running CRM systems, making her an ideal candidate for the job.

The beauty of Aliza’s onboarding lay not just in her technical prowess but in her confidence and forthrightness. During the interview process, when asked if she thought she could add value to the company, she responded with a concise list of areas where we were clearly falling short. Screening, selection, and onboarding were among the critical areas she identified that needed improvement — effectively highlighting some of our most pressing insecurities.

Aliza’s candid feedback was a breath of fresh air. It was a testament to her confidence and her determination to effect meaningful change. We knew then and there that she was the right fit for our team, and she was hired on the spot.

Within weeks of joining us, Aliza was training the team on the new and improved systems she had set up. Her onboarding was not only successful in terms of integrating her into our team but was transformative for Bidmii as a whole. She quickly became an invaluable asset, her impact extending well beyond her initial role and remit.

Aliza’s onboarding story underlines the importance of hiring individuals who are not only skilled but also bold and insightful — those who are not afraid to address the elephant in the room. Her contribution has been pivotal in improving our processes and overall functioning, setting a high bar for what successful onboarding can look like at Bidmii.

Based on your experience and success, what are your top five tips for a successful onboarding process? Please share a story or an example for each.

1. Preboard New Hires: Start the onboarding experience before their first day to get them excited for their new job and keep them engaged until their start date. I have talked about onboarding beginning in the job ad itself, but once hired, an employee needs to be kept engaged and happy in their decision between the hiring and the start of day one. This is a great time to send them some company swag and the onboarding schedule so they know what to expect. I once was hired as a Sr. Sous Chef at a high-volume upscale restaurant and the owners of that restaurant sent my wife (then girlfriend) flowers, thanking her for agreeing to share my time with them. This was a relatively inexpensive gesture, but it always stood out in my head as a very progressive thing to be doing, and I’m obviously still talking about it today.

2. Staying True to Your Culture: This principle suggests that your onboarding process should reflect your company’s unique culture and values. By doing so, new employees can better understand and align with your company’s culture from the get-go, setting them up for success in the long run. There is nothing worse than an empowered HR manager pretending that a company is something that it is not. This type of pretend results in high turnover because expectations go unmet. Many times, honesty is rewarded handsomely by interested candidates, and if they balk at the truth of the situation, they were never going to work out anyway.

3. Involving Senior Leaders: Senior leaders’ involvement in the onboarding process can demonstrate to new hires that they are valued members of the organization. Senior leaders can set the tone for the organization’s culture and values during the onboarding process. They can share the company’s vision, mission, and core values, giving new hires a clear understanding of what the organization stands for. Senior leaders can be involved in training sessions, either by leading them or by being present. This can provide new hires with the opportunity to learn from their experiences and knowledge. Senior leaders can conduct regular check-ins with new hires. This can help to build a relationship with them, and it also provides new hires with the opportunity to ask questions or discuss any issues they may have. The best example of this was when I was working at Boston Pizza as a Project Manager. Ken Otto who was the EVP at the time and would later take on the COO role, would regularly walk the halls and talk to employees at all levels, and not just about business. He was genuinely interested in everyone who worked for the organization, and this always stuck out to me, as something unexpected but very much appreciated.

4. Do not underestimate a Welcome Kit — I have always believed that a proper welcome kit is more than just a collection of items with a company logo on them. It is an extension of the company’s culture and an initial touchpoint that can set the tone for the relationship moving forward. It represents an opportunity to make new hires, partners or clients feel valued and part of the team from day one. I recently had a first-hand experience of this when my team and I started collaborating with Google on a couple of projects. Before we even started, we received a welcome kit from them. This kit was more than just a package of goodies; it was a manifestation of Google’s vibrant culture and inclusivity. It included Google-branded sweaters and water bottles, among other things. The moment we unboxed the welcome kit, there was a palpable sense of excitement among the team. It’s one thing to be working with a global giant like Google, but to feel embraced and part of their community was truly special. Despite us being grown adults, there was a childlike joy in receiving these items. You see, the impact of the welcome kit went beyond the moment of unboxing. The Google sweaters quickly became a favorite piece of swag among my team, and they are still being worn to this day. Every time a team member puts on that sweater, it’s a reminder of our connection with Google, reinforcing a sense of belonging and pride. It’s this enduring impact that makes a well thought out welcome kit so crucial. This experience solidified my belief in the power of a good welcome kit. It’s not just about the items in the box, it’s about what those items represent — a warm welcome, a sense of belonging, and the beginning of a great relationship. It’s a small investment that can pay dividends in terms of employee or partner engagement and satisfaction. It may seem like a small gesture, but its effects are truly profound.

5. Involving the whole team — we brought a new member into our team. We knew how important it was to make him feel welcome and part of the team right from the start, so we involved everyone in the onboarding process. The week before his start date, we had a team meeting where we discussed his role, his background, and how each of us could help him settle in. On his first day, instead of just having him sit with HR and fill out paperwork, we made sure he was introduced to everyone on the team. Each team member took a few minutes to explain their role and how they would interact with him in his new position. This helped him understand how his role fit into the larger team and gave him a clearer picture of our operations. Our CTO and my cofounder, took him under his wing. He served as a mentor, showing him our code base, explaining our development processes, and answering any questions he had. This one-on-one interaction made him feel comfortable and supported from day one. Throughout his first few weeks, we made sure to regularly check in with him, asking for his feedback and addressing any concerns promptly. This not only helped him adjust quickly, but it also showed him that his opinions were valued and that he was an important part of our team.

Can you share 3 or 4 of the most common mistakes you have seen businesses make during the onboarding process? What should one keep in mind to avoid that?

Absolutely, there are indeed several common mistakes that companies make during the onboarding process that can lead to less-than-ideal outcomes. Here are three common ones that I’ve observed:

No Feedback Mechanism: One common mistake is not having a mechanism for new employees to give feedback about their onboarding experience. Without this, it is difficult for companies to know what is working and what is not, and to make improvements. Therefore, I recommend regularly checking in with new hires during and after the onboarding process to ask for their feedback and suggestions for improvement. One instance was when I worked with a company that implemented a simple feedback form for new hires to fill out after their first week, first month, and then at three months. This simple mechanism provided invaluable insights that led to significant improvements in their onboarding process over time. Fortunately, at Bidmii, we’re still small enough in head count where this follow can still be completed in person, but in larger organizations it may need to be more formal and/or automated.

Not Personalizing the Onboarding Experience: Another common mistake is treating the onboarding process as a one-size-fits-all experience. This can lead to new hires feeling like they are just a number in the system, rather than valued individuals. To avoid this, consider how you can tailor the onboarding process to the individual, considering their role, experience level, and personal learning style. For instance, at a software company I worked with, they created different onboarding tracks for developers, designers, and salespeople, recognizing that each of these groups had unique needs and experiences. The result was a more engaged and productive workforce from the start.

Skipping the Follow-Up: Finally, many companies make the mistake of not following up with new hires after the initial onboarding period. Just because an employee has finished their onboarding does not mean they are fully up to speed or feeling fully integrated. It is important to continue checking in with new hires, addressing any questions or concerns, and providing additional training as needed. I have seen numerous instances where companies have lost new employees shortly after onboarding because they felt unsupported or unclear about their role after the initial training period. Following up can help avoid this. For example, one company I know initiated a system where HR would schedule check-ins with new hires at one month, three months, and six months. This ongoing engagement helped to clarify any lingering questions and ensured that the new hires felt supported and part of the team.

How does or how would your approach to onboarding remote hires differ from those who will work onsite?

Bidmii launched during the pandemic and as such, our initial work and onboarding process was entirely remote. I firmly believe that the principles of effective onboarding apply universally, regardless of whether employees are on-site or remote. In fact, some aspects of onboarding gain additional significance in a remote work context. This is particularly true for elements that foster a sense of belonging, team unity, and engagement with the company culture. Two strategies that stand out in this regard are the distribution of a thoughtful welcome kit and the provision of consistent feedback and follow-up from upper management. These strategies are crucial in helping remote employees feel connected and valued as integral parts of our team.

How do you measure the success of your onboarding program?

We measure the success of our onboarding program in several ways, but one of the most significant indicators is employee turnover rates. If we observe a pattern of high turnover, especially in crucial roles, it signals to us that there may be gaps in our onboarding process that need addressing. We see every instance of an employee leaving as a learning opportunity — it is a chance to reflect on whether we may have misjudged the role requirements during recruitment, failed to screen adequately during the interview process, or missed the mark during the onboarding phase.

However, it is important to note that turnover, especially in a startup like ours, does not always indicate a problem with onboarding. In a rapidly evolving organization, the needs of the business change quickly, and it is natural for some turnover to occur as roles evolve and new skills are needed.

We pay extra attention to turnover in key roles. For instance, while having a high turnover among customer success reps in the early days might not raise a red flag, frequent changes in finance positions or within the executive team would be a cause for concern. We believe that if we can perfect our recruitment and onboarding processes, we can better retain employees in these crucial roles and build a stronger, more successful company.

Which tools do you use or recommend for your onboarding?

Keeping the onboarding process as simple as possible is crucial to ensure that new hires do not feel overwhelmed. The last thing you want is to present new team members with a steep learning curve for multiple complex platforms as soon as they join. Instead, it is beneficial to use straightforward, user-friendly tools that require minimal time to master and can be implemented smoothly into their daily tasks.

For communication, we utilize Slack. This tool is user-friendly and straightforward, allowing team members to collaborate, share information, and ask questions in real-time. It is excellent for both team-wide and one-on-one communication, making it a versatile tool for all team members. It also seems to help with team building and helping new hires to feel like they are a part of something greater.

When it comes to document sharing and collaboration, we prefer Google Drive. It is a simple yet powerful tool that allows team members to create, share, and collaborate on documents, spreadsheets, and presentations. Its simplicity and ease of use make it a fantastic tool for new hires to learn and use quickly. I will say that we utilize a paid version that allows for centrally located company files. This structure allows new team members to quickly get up to speed and find the resources they need to quickly have a positive impact.

For video conferencing, we use Google Meet. It is an intuitive platform that allows for effective communication and collaboration, irrespective of geographical location.

Rather than introducing new hires to a plethora of complicated, horizontal software with long learning curves, we emphasize using the simplest version of a solution that meets our needs. This approach ensures a smooth onboarding process, enabling new hires to quickly deliver value, instead of spending excessive time figuring out complex software.

We are very blessed to have some of the biggest names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world whom you would love to have a private lunch with, and why? He or she might just see this.

Whitney Wolfe Herd — a fantastic entrepreneur who has made significant strides in the tech industry. As the founder and CEO of Bumble, she has shaped the company into a leading player in the online dating scene by introducing a unique twist: allowing women to make the first move. This simple yet powerful approach has not only led to the rapid growth of Bumble but has also disrupted traditional gender dynamics in the dating scene.

Bumble’s success is due in part to Wolfe Herd’s understanding of her user base and her innovative approach to meeting their needs. She saw a gap in the market for a dating app that caters to women and empowers them, and she took the initiative to fill that gap. Wolfe Herd’s perspective as a woman in a male-dominated industry has been instrumental in shaping Bumble’s unique value proposition and its culture of empowerment.

Similarly, Bidmii is also serving as a clearinghouse in the renovation industry. Much like Bumble, you are providing an approachable platform for users, in this case, homeowners and contractors, to connect in a straightforward and efficient manner. You are making the renovation process more accessible, much like Bumble has done for dating.

The similarities between Bidmii and Bumble go beyond their function as clearinghouses in their respective industries. Both companies aim to simplify a traditionally complex process (dating and home renovations) and make it more approachable and user-friendly. Both platforms empower users by giving them control and choice in their interactions.

Meeting Wolfe Herd would provide an opportunity to gain insights into her strategies for building a user-focused platform, fostering a supportive community, and navigating a traditionally male-dominated industry. It would also be interesting to learn from her experiences with scaling Bumble and driving its continuous growth.

In addition, it would be valuable to explore with Wolfe Herd how she maintains Bumble’s core mission and values while expanding into new areas (like Bumble BFF and Bumble Bizz), something that might be relevant for Bidmii as it grows and potentially diversifies its services.

How can our readers further follow your work?

Readers can keep up to date with our latest news and developments by visiting our website regularly. Additionally, we encourage everyone to follow us on our social media platforms, such as Facebook, Twitter, LinkedIn, and Instagram, where we regularly post updates and share insights into our work. We also have a blog/newsletter that provides in-depth insights and updates about our projects, the industry, and our community involvement. If you are interested in receiving these updates, you can sign up for our newsletter on our website. Thank you for your interest and support in our work!

Thank you so much for sharing these important insights. We wish you continued success and good health!