Inspiring edtech founders: 5 minutes with Jamie Brooker, co-founder of Kahoot!
Name: Jamie Brooker
Age: 34 (as of 2017)
The company you founded: Kahoot!
Sector: Learning (edtech really, I guess).
Your one line elevator pitch: Make Learning Awesome — create, play and share fun learning games for any subject, for all ages, for free.
Tell us how well you are doing it: Along with my co-founders and a hugely dedicated team, we’ve grown Kahoot! to reach 50 million people around the world every month. Now under new management, I’ve stepped away from my day-to-day role to explore new challenges.
One course or book you think everyone should take / read: Sounds obvious, but… The Lean Startup. It really is the bible for how to do this. If I could mention more, I would — there are so many complementary books out there.
Why did you decide to become an entrepreneur? I’ve never really referred to myself as an entrepreneur, but having set up multiple companies I guess I am. I believe I can use my skills to improve the world in some small way, and the best chance of doing that is to shape your own destiny and find like-minded people to do it with
What has been the best thing about running your own company? Creating my ideal job, with ideal colleagues. And that feeling I get when I realise I’m contributing to improving the lives of millions around the world through what I’ve helped create.
And the worst? When you get the balance wrong, and all the stressful, worrying things that every founder experiences negatively impact your personal relationships, too.
Where did the idea for the company come from? It was the converging of several people’s experiences, knowledge, ideas and desires, with a process that enabled us to collaboratively learn, iterate and validate a concept that we knew deeply impacted the lives of our audience at a very personal and individual level — borne out of our mission to make learning something everyone wants to connect with.
What were the key milestones you think happened to get to where you are today? We always set ourselves “fuzzy goals” for one, three and five years’ time. And then work in three-month increments with much more concrete goals that are adaptable depending on how the world changes around us (but always in context of reaching the “fuzzy goals”).
When we launched, we said to ourselves: “In three years’ time we want to be considered a platform”, and that would have been because our one-to-many game experience had become a recognised “format” for learning about anything (in the same way a tweet is a recognised “format” for sharing any real-time information). Additionally because both the creation and consumption on the platform was coming from our users at scale.
This is very much a “fuzzy goal” when you think about it, but it was a really key milestone for us as it kept us focused for three years, but also allowed us the flexibility to adapt how we’d get there. Too often goals are concrete, and mean you lose the ability to change when the world changes and you quickly become irrelevant.
How do you think you knew you had got what people call “product fit”? When I was in the first classroom to use Kahoot!, observing how an early prototype was used, a child was standing on a table to play the game. I asked the teacher if this was ok (given that’s really not normal classroom behaviour), and she said “yes, he’s widely seen as the most disruptive child in the school. I’ve never seen him so engaged in what he’s learning!”. When we started seeing this type of behaviour repeating itself, we knew that our goal to bring learners from the back of the room to the front (for the right reasons) was happening. This behaviour was so profound for teachers, that we started to see growth through word of mouth right away.
How do you measure the impact of your company? We call it our “Return on Learning”. A lot of it’s qualitative. Impact for us is down to an individual level, it’s about desire and motivation to learn, and engagement with our brand.
We get so much feedback, especially across social media—from pictures/videos from teachers of their classrooms showing excited learners, to the meme culture that has developed where youngsters around the world are remixing the Kahoot! soundtrack, mashing up content from the game or even finding ways to hack into games. That level of engagement isn’t something you can manufacture, so whilst not very scientific, it’s a great indicator for us that our impact is sustained.
When this impact happens a lot, that’s where the scale comes from, and that’s when we look at the quantitative data—focusing on frequency of use, because that shows whether retention is healthy or not. We’re always striving to improve that, which is an interesting challenge when your product by nature isn’t one you’d use daily.
Everyone says that selling in edtech markets is really hard — how did you do it? To be honest, we’ve never referred to ourselves as edtech. We see ourselves as a learning brand, and the distinction really is that we’re not a classroom tool. We’re not explicitly designed for teachers (despite adding a lot of value to teachers). Our learner-centric strategy has meant we’ve focused on the human behaviour of learning, rather than fitting in to the institution of education.
That strategy has enabled us to become a horizontal platform —also being used in universities, businesses, events, social settings and more. That has enabled us to open up revenue streams in other verticals - from businesses who use it for training, or publishers and brands who see distribution opportunities on the platform—ensuring we always keep it free for teachers and students in schools aligned to our inclusive mission.
Our learner-centric strategy has meant we’ve focused on the human behaviour of learning, rather than fitting in to the institution of education.
You raised investment — what did you learn from that? I’m lucky, two of my amazing co-founders did most of that. It’s really tough, but can give you many highs too. I’m not sure I can share too many learnings, but I saw a brilliant tweet earlier, and I’m paraphrasing, but it was something like “If you want to simultaneously feel like you’re a genius, whilst also a complete failure, then fundraise.” You need your investors to understand you and your mission — it’s not just their money you need, but what else they can offer that will help you achieve your vision. Sometimes that can take time to find.
If you had to pass on three golden rules for aspiring or current entrepreneurs, what would they be?
- Aim to build a brand and lead from your mission, it will be your competitive advantage, show you’re more than a throwaway piece of tech, and help build a community and strong company culture to enable sustained growth.
- Always be user-centred, inclusive and strive to connect emotionally with your audience through your products and other touch-points. Solve one person’s problems in ways that enable you to also deliver value to others and don’t box you into a specific vertical.
- Integrate your growth strategies into all areas of the business. Growth doesn’t happen by magic, so ensure your philosophy for growth is factored into all decisions, from macro to micro, by everyone.
What’s the next big goal for you? For Kahoot!, now we’ve hit a good scale, we have revenue targets that we’re aiming to meet with the launch of a range of business models. For me personally, I’m getting ready for the next phase of my other company, We Are Human. So stay tuned, big things to come…
Thanks Jamie! —Nic.
— — — — — — — — — — — — — — — — — — — — — — — — — — — — —
Thankyou for reading… I would hugely appreciate some claps 👏 and shares 🙌 so that others can find it!
Read writing from NAXN — nic newman on Medium. Life is all about growth. I’m partner at an edtech investment company…medium.com