Cornerstone Product Strategy 2022

This will serve as the basis of discussion in terms of how we approach this year as an organization / principles we abide by / how we measure and keep each other accountable.

Vision

Our mission is to build the foundational infrastructure to allow Indonesian students especially from underserved demographics to be able to reach their full potential in their professional journeys.

Objectives and key results

What are the three key goals that we must prioritize — based on what we’ve learnt over the past year about our customers?

1. To further expand our end-to-end pipeline to prepare students for job search and to be successful in their jobs / internships (key results: successful beta + first launch of ETTC, successful branding + marketing effort to develop student engagement even beyond our programs i.e. CornerCast).
2. To “expand the pie” and capture student demographics that would not otherwise participate in professional development events or who are not accepted to our programs in order to serve our mission of equity in a stronger way (key results: successful discovery of outreach program for these “non-PD oriented” people that we can strongly build out in H2 2022 or H1 2023, successfully build an asynchronous DJBC program for non-DJBC accepted students).
3. To continue to focus on outcomes, quality, and capturing end-impact for students after taking part in our programs (key results: % of students from our DJBC/ETTC that secure desired roles 6 months post-program, NPS of students who undergo DJBC/ETTC, mentor/mentee attendance rate for DJBC/ETTC)

What are we not prioritizing:

1. Building overly complicated solutions (e.g. a tech platform) for company growth. While this is a “nice-to-have” this is not a priority at the moment.
2. Focusing too much on “scale” and vanity metrics (e.g. # of Instagram followers); this is not a priority at the moment given that we are not touching upon the ideal customer market (we are not at product-market fit and thus accelerating scale at this point will distract our reach; focus on quality vs. quantity now)
3. Getting revenue; for now, Cornerstone will not be focused on making a monetization model for our programs unless we find the right way to approach it. We will still be approaching developing Cornerstone from a non-profit / equity-centered angle.

Roadmap for 2022 (Tentative timeline of programs)

March — April: DJBC #4

April —May/June: ETTC Beta

By June: Deploy asynchronous version of DJBC

June/July — Aug: DJBC #5

August —Sep/Oct: ETTC #1

Nov — Dec: DJBC #6

Throughout year: Conduct discovery to understand how to capture students that don’t fall under our regular pool of PD-oriented students

Processes

• Team topology and objectives

Executive Board: Nathan Gunawan (CEO), Madeleine Setiono (COO), Elaine Indra (CSO), Gavin Adrian (Co-CPO), Sabrina (Co-CPO)

DJBC Live Product Team (supported by either Gavin or Sabrina): Deron (Lead); will likely need to recruit more people — aka dedicated Ops people, PMM. Objective for this year is to continue

DJBC Asynchronous Product Team (supported by Madeleine): Gavin / Sabrina (Lead — whoever is not supporting Live); start lean and build out as necessary

ETTC Product Team (supported by Nate): Jen (Lead), Andrew S., Winston, Vida; likely will need 1–2 more people supporting Ops

Link and Match Product Team (supported by Elaine): Noah (Co-Lead), Jeremy (Co-Lead), Timotius H.

Growth (supported by Elaine): Nathan K. (Lead), Beatrice (Lead — CA)

Branding (supported by Madeleine and Nate): Giovanni (Lead), Archie, Sato, Aktsa

Marketing (supported by Sabrina): Olivia (Lead), Natasya, Dwi, Joana, Adrian, Nathan, etc.

• Meeting cadence and goals