At Rocketium, we spent the last two years listening closely through surveys, exit interviews, and conversations to understand what it truly feels like to work here.

What we found was encouraging.
And then… incomplete.

Because listening showed us our progress, but not all our blind spots.

🧑‍🤝‍🧑The biggest reason people stay: the people they work with

One insight surfaced more consistently than anything else.

People choose Rocketium because of the people at Rocketium.

Across teams and tenure, team members spoke about:

• Colleagues who step in, step up, and genuinely care

• Leaders who mentor, guide, and share openly

• A culture where conversations feel easy, honest, and human

Across exit interviews and team surveys, approximately 62% of respondents explicitly highlighted the people and team culture as a core strength of working at Rocketium. In exit interviews specifically, this number rises to nearly 84%, making 'people' the single most consistently praised aspect of the company.

That consistency has been both humbling and instructive. 🤝

🦄 Owning real work, with all its messy edges

Another theme that came up again and again was learning, the kind that comes from being thrown into real problems, being trusted to figure things out, and owning outcomes that actually matter.

People love this part of working at Rocketium. It’s also the part that can feel overwhelming sometimes. High ownership means fewer handrails. Fast learning means ambiguity. And while that’s exactly what many people come here for, it’s also where the mess shows up.

✅ The opportunity to try new things
✅ Learning faster than elsewhere
✅ Seeing direct business impact

When asked what would make people pause before leaving for a higher-paying role, the answer wasn’t comfort or familiarity, it was the fear of losing ownership, impact, and the chance to build something that genuinely matters.

Here is what some of our teammates had to say -

“The flexibility to work on my own time. No micro-management.”

“What would make me hesitate to leave Rocketium is the level of ownership and product influence I have here. I’m able to work closely with customers, influence product decisions, and develop team capability in a fast-moving environment. The chance to solve real, complex problems and see direct impact on both customers and the business is a strong differentiator beyond compensation.”

The opportunity to use different complementary skillsets together for bigger impact. And the sense of calm in building something good, patiently.

I think the access to choose the projects, build and work on gen ai stuff. And most important is the people and nothing else which has glued me here.

But learning and ownership also come with friction.

In our most recent survey, 45% of team members shared that while they value autonomy, the pace of working, context-switching, and making quick decisions sometimes drove them crazy. And that tension became important for us to acknowledge.

🌿 Growing confidence in leadership

Another encouraging shift over the last couple of years has been the rise in trust and confidence in leadership decisions. We heard this frequently not only in team surveys but also in exit interviews of team members moving on from Rocketium.

As Rocketium sharpened its focus around our AI Studio vision, more team members shared that they felt aligned with where we were headed. Transparency around wins, challenges, and trade-offs helped people feel included, not just informed.

What stood out most wasn’t the sentiment itself, but why it existed.

In our recent survey, 74% of the team members said that they trust the founders to make decisions that are in the best interest of the company.

People didn’t expect every decision to be perfect. What they valued was context, understanding the “why,” especially when decisions affected priorities or ways of working. Even when they didn’t fully agree, clarity helped maintain trust.

This distinction mattered more than any single score.

🤷🏽‍♀️ For a while eNPS helped, until it didn’t

If there was one metric that helped us validate our progress early on, it was eNPS.

Watching it improve over time was reassuring. It told us that advocacy was growing, that trust was strengthening, and that fewer people felt disconnected from the company. For a growing team reinventing itself, that signal mattered.

But over time, we realised something important.

eNPS told us how people felt.
It didn’t tell us what was getting in their way.

The score moved, but it didn’t help us prioritise what to fix next. And gradually, it started to feel more like a temperature check than a tool for action. 🌡️

💪🏽 From scores to context: asking harder questions

That realisation led us to try something different.

Instead of asking people how likely they were to recommend Rocketium, we asked questions that were harder, and more revealing.

The responses were not always easy to read. But they were far more useful.

A few patterns stood out:

• Many people enjoy the breadth of their roles, but feel that expectations and success markers can blur as the company scales.

• When people imagined leaving, what held them back wasn’t comfort or familiarity, but impact, ownership, and the chance to build something meaningful.

• Those who struggle here often expect clarity to be handed down, rather than shaped together, a cultural expectation we hadn’t always made explicit enough.

None of this showed up cleanly on a 0-10 scale. But all of it told us where to focus.

🧝🏼‍♀️ Listening, evolved

This journey hasn’t been about replacing one metric with another. It’s been about changing how we listen.

As the team has grown, we’ve learned that trust, pride, and advocacy can’t be fully understood through a single score. Those signals still matter but they’re only a starting point.

The most meaningful feedback often shows up in conversations, in moments of friction, and in the grey areas between what’s working and what isn’t. Learning to pay attention to those signals and to act on them has shaped how we evolve our culture and our systems.

Committed to be ‘Bold & Fast’ in 2025 ⚡️

Just before we rang in the new year, our India and US teams came together in Bangalore for two unforgettable days of fun, reflection, and full-on energy.

We kicked things off with a high-energy Drum Circle that had us all giggling, grooving, and totally in sync. Then came a mural workshop, where everyone let their creative selves run wild. And of course, we upheld our annual tradition - honestly reflecting on the hits and the misses. We owned our goof-ups out loud and clapped till our palms hurt, celebrating the wins.

As we revisited our 2025 milestones, a realization struck: we needed a unifying theme to steer us toward a bigger, bolder goal. And just like that, “Bold & Fast!” was born.

Let’s just say, feeling purple wasn’t just a phrase - it was the vibe! 💜

🎨 P.S. Here’s a picture of the collaborative artwork our team painted during the offsite. It now brightens up a wall at the office and reminds us daily of the magic we make together.

Introducing Rocketium’s Creative Astronaut Certification 🪪

We’re thrilled to launch a stellar new initiative for our power users, the Creative Astronaut Certification. This isn't just a badge; it's a cosmic shoutout to the champions of visual content!

🛰️ Launch Pilot: For those who’ve mastered the basics of on-brand content creation and are all set to launch their team’s growth into orbit.

🪐 Space Walker: For the ones pushing boundaries with creative automation, brand governance, and campaign analytics.

🌠 Cosmic Trailblazer: For the visionaries commanding the full visual content galaxy and charting new frontiers for their teams.

Want to learn more about what our certified users are capable of? - Check out our page here!

Who Says You Can’t Be Your Own Favorite Customer? 😉

What’s better than building a great product? Putting it to use ourselves to create a set of reusable templates that teams can rely on. 🤝

Our visual designers from the customer-delight team pulled off a 6-hour design sprint, crafting a library of reusable templates across retail, automotive, food & beverages, and fashion & beauty.

It wasn’t just a creative joyride for the designers; it also gave our engineering team a golden chance to gather feedback on the advanced powers of Rocketium’s new Editor.

Follow our LinkedIn page to know what's new we’ve been up to!

Celebrated Rocketium’s 10-year milestone! 🎉

2025 marks a milestone moment for all #RocketiuMates, past and present.

This April, we celebrated 10 years of Rocketium, joined by our alumni, investors, teammates, and their families. From just 8 members in 2015 to 80 today, we’ve grown 10x over the decade!

For a startup that’s navigated pivots and carved its place in the niche world of CreativeOps, this anniversary is more than a number. It’s a proud, personal win for every member of the Rocketium journey.

What does a winning team look like? One that takes charge of its own growth. And guess who’s lucky enough to have that kind of team? Us! 😁

Earlier in Q4, our customer success team came up with the idea of adopting a few practices inspired by the Kaizen concept. The goal? To encourage everyone on the team, at every level, to tackle challenges head-on—not by complaining, but by rolling up their sleeves and finding solutions to make things better.

Here’s a snapshot of some of the topics different team members focused on:

• A single source of truth for customer info in an easy-to-digest format

• Standardizing presentation decks

• Sharing the latest trends in design and AI

• Automating call transcripts to save time

• Reducing food waste

• ….and more

While some of these areas will need ongoing attention, we aim to test out different solutions and keep improving. Stay tuned for more updates on these initiatives in future versions of this newsletter!

More Cheers, Less Fears: Our NPS is on the Up!📈

As we wrapped up H1 (Jan’24-Jul’24), we had some reason to smile. Our bi-annual eNPS (Employee Net Promoter Score) survey came in with a score of 39, marking a whopping 1000%+ growth over the past year and a half. So, we decided to dig a little deeper to understand what sparked this impressive jump.

• It turns out, that 84% of the team sees themselves as a key player in our growth journey. This was music to our ears, complimenting our belief in building big with a high talent density.

• 81% of folks said they felt their ideas were actively heard and valued—definitely a win for recognition and feedback in the team.

• Even more encouraging, 84% confirmed that they believe the initiatives from our People Success team have been making a positive impact on their work-life.

• And here's the plot twist: for the first time, health & wellness made its way to the top of the list, sitting alongside flexible work schedule as one of the most valued benefits!

Lights & Confetti! 🎉

Diwali was once again a blast at the Rocketium office like every year. 🎇

Food, spot games, vibrant traditional attires, festooned bays, presents, and the Diwali OG — Tambola! And oh, did we forget to mention ear-to-ear smiles? 😁

Would you like to learn more about the culture at Rocketium? - Check out culture.rocketium.com

Selling to enterprises is a dance of persistence and finesse. The sales cycle stretches longer than a giraffe's neck, with hurdles at every turn. You must juggle the expectations of C-suite executives, balance the demands of different functions, and keep your act together while waltzing through endless meetings. Despite these challenges, enterprise sales can be very rewarding!

Introducing our business teams to new perspectives of making their enterprise sales journey more rewarding, we invited Kadambari Chakravarthi to host a live workshop. Given the shared ICP, our interactions with Kadambari go back to multiple opportunities for exchanging learnings.

We couldn’t empathize more with the key takeaways -

• Identifying your champions among the prospect’s teams. Also, identify multiple champions!

• Always look at the end impact that your offering is going to make on your customer

• Build relationships beyond transactions

• Tap into the financial goals of the customer accounts you’re targeting

• Think about the customer first and your product second

A Rollercoaster Ride 🎢

Just like two interdependent instruments in an orchestra, Customer Success and Engineering collaboration can create a symphony of exceptional customer experiences. To truly strike a chord, these teams must not only harmonize their efforts but also empathize with each other's challenges. By stepping into each other's shoes, they gain an appreciation for the complexities faced on their respective journeys.

To simulate the challenges of both these functions, we played a game. The teams were divided into four heterogeneous groups, each one with the objective of building a roller coaster. In addition to two hours of fun & laughter, both teams learned that:

• Managing customer expectations while still keeping them happy, isn’t easy.

• Understanding the detailed how and why of requirements is necessary before getting into the act of building.

• It is always better to ask more questions than to make assumptions.

• When working together, collaboration and honest communication is the fuel.

• Building a solution isn’t as simple as it may sound. If not thought through, it can do more harm to other processes running in parallel.

• Customer Success and Engineering are allies and not competitors but allies.

The Investor’s Mindset 🧠

Investors play a crucial role in the growth and development of startups, providing not only financial support but also valuable guidance and industry connections. By understanding their perspective, teams can align their strategies and actions in a way that set them up for success. They can focus on building a scalable and sustainable business model, showcasing market potential, and effectively communicating the value proposition.

Our team had the opportunity to live-interact with two notable investors who shared their stories of success & learnings.

Our key takeaways?

• Every startup has different goals and orientations. One standard approach to business doesn’t fit all.

• There is always going to be some or the other fire burning. The skill of the founders is in measuring the size of the fire and making decisions based on impact analysis.

• Most younger teams are not thorough in processes. While agility is imperative at that stage, setting up strong ground rules is a good indicator of the startup’s attention to detail.

• Scaling is great but scaling too fast too soon is also not a verified indicator of the business’s success. It requires the alignment of strategic plans with the vision, to make the scaling become successful.

• The most recommended approach is to compound. It is not about how high you went, it is about did you take a steady path to build a good company.

• Well-managed companies focus on the customer, and prioritize the growth of the product, as opposed to the valuation.

Let the LeadTribe Blume 🌻

In an initiative to empower women founders to become better leaders and achieve their professional and business goals, Blume Ventures launched a cohort-based learning program. Conceptualized in 2020, the Lead Tribe program has observed three seasons so far.

As one of the speakers for this year’s cohort, Satej Sirur (Co-founder & CEO, Rocketium) shared his journey of building a B2B SaaS business and his learnings from building products at Microsoft and Amazon.

If you would like to tune into what went behind the scenes, follow Blume Ventures’ LinkedIn space for updates.

The Blog Day! ✍🏽

How often do you find yourself in a situation where you really want to pen down a masterpiece but the work and personal distractions don’t stop playing their part?

We have all been there and that is why our Engineering team experimented with a new initiative in the name of #TheBlogDay

All our developers took time a few hours out of their weekday routine to dedicatedly spend time writing about the ground-breaking work that they’ve done and solutions they’ve built. The intent was to share our knowledge with the community and express how we at Rocketium approach problem-solving.

Interested to read more? - Check out this space here!

The power of peer-learning among managers is a territory less explored. Every team has its own micro-culture and different managers approach solutions differently. By collaborating with the fellow managers, they can gain a better understanding of varied perspectives, cultural nuances, and alternative approaches to problem-solving. Additionally, it also fosters a sense of community among them.

For our first ever manager roundtable session, we brought together 12 of our line managers for a discussion about 'Delivering High Performance Teams’. The highlight of the session was the presence of T.N. Hari who comes with more than two decades of experience of being an author, advisor, entrepreneur, and a seasoned HR Leader. Hari also shared real-life case studies and insights from his experience of building and managing teams over years.

Below is a sneak-peek into the key take aways for managers from the session -

• Invest time in understanding and mapping the behaviour of your team members. All outputs are influenced by certain behaviours.

• There are 5 critical traits/qualities that all managers can look up to while building a high performing team: Entrepreneurial, Uncluttered Thinking, Customer Centricity, Team Building, Communication & Influence.

• Educate your teams about how salaries are determined and adopt a balanced approach that is a mix of merit-based and market-correction methods. This ensures avoiding disparity conflicts.

• Build the team with members who are self aware. While it may not come naturally to all on your team, it is important to think of ways to mentor them towards building it. The question of SKILL v/s WILL should be at the surface of evaluating someone’s performance.

• In a high-growth startup, an ideal team member would be someone who is smart and lazy. While this may sound counterintuitive, such folks are often focussed on thinking of the most strategic ways to achieve outcomes for the top three priorities. They do not waste time on things that do not support maximum productivity.

Building Better: An expert chat with Arpit Bhayani 🧱

We kicked-off a fresh series of #ExpertChats that focus on bringing an opportunity for individual functions at Rocketium to learn from experts and thought leaders in the industry.

The first of many was a chat with Arpit Bhayani, Staff Software Engineer at Google and an engineering leader with the experience of working at companies like Amazon, Unacademy, and Practo. During the session, Arpit shared insights on the aspects of his journey towards becoming an engineering leader, working at young and large organisations, transition from IC to managerial roles, coding best practises, building better tech products and teams.

Here are a handful of key learnings from the session -

• Companies have different approaches and ways of functioning. It is crucial to quickly understand and adapt to the company's DNA when staring a new position.

• Being a good engineer is not just about coding skills. It is also essential to have good communication skills and the ability to talk about the impact of your work.

• Extreme ownership is a critical trait while working in a team. It is important to make the life of your manager simple and earning their trust.

• Business always comes first. Engineers should align themselves with the business objectives and prioritise outcomes over outputs.

• A good engineer always wears three hats: that of an engineer, an architect, and a product manager.

• For an engineering team, observability and documentation are crucial for troubleshooting and quick resolution of issues. This transparency and easy accessibility to information can be a game-changer.

Rocketium at the E-Commerce Conclave 2023 📺

Karan Rao (SVP Business, Rocketium) shared the stage with fellow leaders from the retail media space for a panel discussion at E-Commerce Conclave 2023, in collaboration with HiveMinds.

The event drove a stimulating conversation about how retail brands can enhance their creative capabilities to fully leverage data & AI tools for truly powerful developments.

Sneak-peek into the highlights from the panel discussion -

• The power of data for creating an impact on consumer’s experience is that it gives you a gift of time. Having access to it validates a lot of hypothesis for eventually marrying it with the brand strategy.

• Brands need to move on from dash-boarding data and turn into something truly actionable.

• Agile CreativeOps infrastructure is becoming an inevitable need for e-commerce platforms to effectively communicate with their audience.

• Although personalisation as a concept has been there for a long time, it has become a necessity for brands now. Given the scale of personalisation efforts by names like Swiggy, Amazon, Flipkart (..and more), customers now expect the same from all brands.

Watch the complete discussion below in the video.

Inside Rocketium 🫣

Rocketium turned 8 on 1st April 2023! 🎉

The team celebrated an adventure day out, with activities that were reminiscent of the enthusiasm of an 8-year-old. From human foosball to paintball to giant swing, it was a treat to watch everyone enjoy with childlike joy.

Here's to many more years of adventure, growth, and overcoming challenges! 🚀

Interested in learning more about the culture at Rocketium?; Check out culture.rocketium.com

If you would like to share your suggestions or feedback, write to culture@rocketium.com

Except, we are saying NO to every alternate path that takes us away from focussing on anything less than going big. The first step in the direction was a Dev Hackathon and the Business Kick-off for 2023!

The theme for our year’s first Dev Hackathon was a #NoBox approach. This meant, that the groups were free to choose and build anything of their interest without being bound by any rules. The idea was to not only think out of the box but also believe that there is no box. 💪🏽

The Business kick-off on the other hand was a successful start for our marketing, sales, and customer success teams, of coming into alignment with their plan towards going big. The teams split into micro-groups and also participated in collaborative exercises like learning the art of storytelling, bringing innovation in design, leading with an enterprise narrative, and more..

Stitching small milestones for large wins - with Vijay Rayapati (Founder & CEO, AtomicWork) 🗻

How often do we have an opportunity to meet real people whose stories inspire us into believing that taking risks today pays back tomorrow?

In the January session of Rocketium’s Blue Sky Hour, we had a chance to interact with Vijay Rayapati (Founder & CEO, Atomic work) and learn from his mindset journey of building multiple startups. Vijay is a technology enthusiast turned entrepreneur and business leader, who sold is last company to the multi-million dollar Nutanix. In his conversation with our team, Vijay shared how he went about practising a growth mindset in regards to self, team, and community.

Here are a few snippets from the session -

• Vijay believes that if you want to achieve big goals, make it a point to share them with your circle. This could mean talking about them with your immediate family members, friends, or even colleagues. Sharing the word puts you into a position of accountability and you do everything in your capacity to achieve those goals.

• You will always be surrounded by three groups of people. First, who choose to work with you because they whole-heartedly believe in you and your vision. Second, who are with you because you pay them well and this value of reward keeps them going. Third, who do not agree with your style of working and will always have complaints regardless of what you change. The first kind are the ones you have to keep close and keep rooting for.

• It is a non-negotiable to build relationships with other teams. If you’re a developer you have to be on good terms with the marketers, if you’re a designer you have to be on good terms with the product folks. These relationships help you and your function grow faster and better. Even building close-knit relationships with your customers goes a long way in them becoming your backbone while pitching to new prospects.

  

  ---

  ‘Emotional Inclusion’ for Managers 🫂

  For managers to take charge of the well-being of their teams, it starts with acknowledging their own emotions first. In collaboration with Serein Inc., our managers underwent a session to learn about the elements of well-being and how we can identify signs of stress and burnout among their teams.

  In this session, we learned -

• Diversity in a team also includes the diversity of emotions. There will always be a mix of folks feeling happy, sad, angry, anxious, grateful, and so much more. This makes it all the more important for the managers to be mindful of how they interact with different people. Each person needs to be approached differently.

• Our feelings impact the way we treat others. If we have unresolved conflicts within our mind, we will end up being unintentionally hard on others eventually making them feel devalued. Hence, it is imperative for managers to keep a check on their own emotions and adopt methods that help them destress.

• Prefer asking open ended questions in 1-on-1s. This helps in giving the team member an opportunity to share detailed responses. For e.g. instead of asking “How are you doing?”, ask pointed questions like “Is there something that has been stressing you out?”, “What has been the most energising for you in the last few weeks?”

• Look for the signs of burnout. This could include unexpected drop in their performance, fatigue, consistent sickness, argumentative behaviour, etc.

  

  ---

  Acing your ‘Performance Management’ strategy 📈

  It is that time of the year! Forms are rolled out, benchmarks are reviewed, ratings are announced, and often a roller coaster of emotions is experienced across team members. 🙂

  In a recent virtual master class on 19th Jan’23 in collaboration with The Shape of Work community by Springworks, our Human Resources Lead Shivani Pande along side Sumit Singla (HR & OD Consultant) shared the nuances of setting up a performance management system, relevant tools, and common mistakes to avoid.
  

  Some common takeaways from the session included -

• If you’re an early stage startup or a team that is just getting started with setting up a performance management system, be agile with your process. Getting driven away by the jargons used by large organisations may not work the best in your favour. Be open to experiment with the models of performance reviewing until you see a higher success.

• Do not fret too much about implementing tools/tech for your process. Choose what works the simplest for you while getting started. You’re not missing out on anything if you choose to go with Google Sheets or Excel in your early stages.

• Some of the most common mistakes that the companies make while setting up a performance management system are -

  • Leaving goal setting to the last minute. In many cases, Q1 is almost over by the time goals are finalised which leaves little to no time for team members to absorb and start executing.

  • Not giving enough feedback. Being too nice and not calling out underperformance with actionable points for what should be done differently. As Sumit quotes, this leads to people starting to lose faith in the performance management system.

  • Being hesitant towards making pivots in your performance review process. As a process that is developed to support the growth of team members, organisations often forget to involve the participants while designing the process.

  • Not reassuring team members about how their KPIs (key performance indicators) are going to change with respect to the change in mid-term changes in business direction.

  • Not sensitising and training the new managers about the nuances of your performance reviews and management process.

    

    If you would like to learn more about Rocketium’s performance philosophy, read here.

Learn more about Rocketium’s team culture on culture.rocketium.com
Check out the career opportunities with us on careers.rocketium.com

If the thought of a role transition frightens you, let us tell you about an engineering leader who moved to the people function and made this massive career transition after nearly two decades. Episode 5 of #BlueSkyHour at Rocketium welcomed Krishna Raghavan, Chief People Officer of Flipkart. One hour was just not enough to get all of Krishna’s insights on e-commerce, technology, early stage v/s growth stage, and building a high-performance culture.

Krishna has experienced growth at different companies that are leaders in their space (Yahoo!, Flipkart). Three years ago, he took the leap to leading the people function. Building on the unique strengths of engineers, he believes in making people decisions backed by data.

During these session, Dhruva Shetty (VP Marketing, Rocketium) moderated a chat with Krishna where they touched upon topics like

• His journey over the past 20+ years and the ups & downs of making the career transition

• Evolution of how the people function is perceived

• Using data to make decisions that impact performance and growth

• Scaling teams without compromising culture

• His views on how CreativeOps impacts the way e-commerce works

CreativeOps global roadshow 🇺🇸

Rocketium has been spreading the gospel of CreativeOps with our products and customer stories. We took our story to the world with our team sponsoring and participating in two high-profile events - Adobe MAX and CreativeOps LA.

Even our clothing did the talking for us. The quirky messaging on our T-shirts and swag definitely turned heads. See it in action with our co-founder Anurag Dwivedi. 😎

Our conversations with industry leaders were not only about how Rocketium’s CreativeOps platform can turn them into creative powerhouses. They were also about understanding how the world has changed (downturn, low attention spans, competition, …) that creates the need to change the way they work (automation, decentralization, analytics, …). We were glad to have customers who have helped us be a clear authority in the space! 💪

Building in India for the world 🌎

Satej Sirur (Co-founder & CEO, Rocketium) joined industry leaders and fellow founders at HSX Bangalore to celebrate Headstart Networking Foundation’s 15th anniversary.

HSX an invite-only summit with the who's who of startups, VCs, and CXOs. This event had participations from 1,500+ companies.

Satej spoke in the panel “Making in India for the world”. Having grown Rocketium into a global business serving customers from 12 countries, Satej talked about the true and not-so-true preconceived notions of building a global business.

Bonus highlights from Rocketium 🫣

The Recharge Escape 🔭

October ended with our business team heading out for a 2.5-day workation. We called it #TheRechargeEscape to highlight the cross-team collaboration, group activities, and creative brainstorming projects.

Top highlights of this escape included

👉🏼 Each team using a bunch of quirky items like lego blocks, miniature animals, clay, poster colours, and anything they could forage to build a terrarium. The idea was to represent how they perceive Rocketium and its future.

👉🏼 A fireside chat with famed marketing leader Dave Gerhardt on the importance of creative in every communication, how to tell a story that connects with buyers, and why he is personally excited about Rocketium.

👉🏼 A 4-hour exercise by cross-team groups to brainstorm ideas for finding and winning over large enterprises. Customer Success, Marketing, and Sales team members came together to create a compelling McKinsey-style reports that told our story to enterprises.

👉🏼 Interactive chat with leaders from two large consumer Internet brands to hear firsthand stories from our users.

👉🏼 Learning sessions with our Head of Business, Marketing, and the CEO on Rocketium’s enterprise narrative, business focus for the coming months, and the potential market we are going after.

Learn more about Rocketium’s team culture on culture.rocketium.com
Check out the career opportunities with us on careers.rocketium.com

September 2022 had Rocketium as the creative automation partner for WebEngage’s flagship conference EngageMint. The gathering brought together CXOs, marketers, and enterprise leaders to learn, network, and celebrate each other’s growth story.

A fireside chat moderated by Satej Sirur (Co-founder & CEO, Rocketium) drove an interesting series of insights from Arindam Das (Growth Product Lead - Digital Centre of Excellence, Airtel). The conversation had at its heart the impact of driving efficiency through creative ops, and Rocketium’s role in Airtel’s creative campaigns.

If you’re curious, here are a few the key highlights from the chat -

• The scale of growth operations at Airtel

  Airtel is the third largest telecom company globally with 400M+ subscribers across 18 countries. Their marketing campaigns have scaled with their business - 5K campaigns running at any given time and 60M+ daily impressions. The channels that support these campaigns include Google, Facebook (Meta), and their own apps and websites. At the above scale, the teams across internal & external channels make about 250 changes every day.

• Personalisation for different segments and Airtel’s approach to it

  The key to successful personalisation is making all communication relevant to users so they are not bothered by any interruptions. It does not only benefit the user but also the business in reducing marketing costs and delivering far better outcomes. Airtel has multiple lines of business such as prepaid, postpaid, broadband, and DTH. The process starts with grouping users into cohorts. These cohorts are extremely large so they are further broken down on the basis of geography, demographics, languages spoken, and so on.

• Rocketium’s role in the success of growth campaigns run by Airtel

  With such scale, it is impossible to operate without automation at every stage - content creation, collaboration, approval, asset management, and analytics. Rocketium’s creative analytics helped them identify which components of their creatives influence users to move forward in their funnel.

Watch the full conversation here.

Does Rocketium compete with Adobe and Figma? 🥷🏼

One news that took everyone’s breath away last month was Figma’s acquisition by Adobe for $20B. The news generated a range of reactions from surprise to disappointment to awe. Being in the design tech space, we fielded a lot of questions on this, including what, how, this impacts Rocketium’s competitive positioning.

Our CEO, Satej Sirur, took to LinkedIn a blog sharing his candid thoughts about the entire story and what this could mean to Rocketium. His post covers:-

• Did Figma sell too early? ⏳

• Did Figma break their promise to users? 😢

• Will Figma’s product suffer? 📉

• How will Adobe and Figma integrate? 👫

• Did Adobe overpay for Figma? 💸

• Will Adobe acquire Canva next? 🤤

• What does this mean for competition? 🤼

• …and finally does Rocketium compete with Adobe and Figma? 🤔

To read Satej’s views on the story, read the full blog post here.

Blue Sky Hour with Seema Vijay Singh, former HR head at Amazon India and InMobi 💡

Rocketium’s fourth Blue Sky Hour dove into organisational stereotypes, the role of managers, goal-setting, and the power of open sharing. All shared by seasoned people leader Seema Vijay Singh. She was among the first 20 team members at Amazon India and played an important role in scaling it to a multi-billion enterprise employing thousands of high-performance team members. She then headed the HR team at InMobi, India’s first unicorn. Both her stints gave her enough interesting stories and war wounds that she shared candidly with us.

Our key takeaways from Blue Sky Hour with Seema:-

• HR teams are usually seen as operational teams who take care of hiring, payroll, parties, and exit formalities. Their biggest value is in building a culture that balances high performance and happiness.

• Teams in organisations of all sizes are very inter-dependent. Each team must be given a sneak peek into how their efforts impact the results of the others. The only way teams can work well together in harmony is if they understand each other’s pain points.

• It is a common myth that becoming a manager is the only way to go up the career ladder. She has seen multiple instances of individual contributors having a bigger impact and being rewarded even more than senior managers. Being a manager is about accepting a new set of responsibilities to shape and nurture your team’s career goals.

• 75% of new managers fail because they do not receive the right coaching and lack the ability to separate transactional objectives from growth objectives.

• Practising candor and having open conversations is a proven way to avoid misunderstandings and dissatisfaction at workplace. This does not come easy to all and organisational culture plays a big role in making sure this is adopted at all levels.

Bonus highlights from Rocketium 🫣

Our bit towards the world around us 🌳

Our team is always taking big and small steps to live more consciously - avoiding disposable plastic bottles, reducing paper usage, avoiding plastic stirrers, ….

This is why we were excited with our goal of “75 trees for 75 members” for the weekend of September 25th. We partnered with a nonprofit who had arranged for us to replant a barren park. In addition to planting the trees, we heard behind-the-scenes stories of land conservation and the role that such green areas play. This was a small step but it helped us connect better with each other and the world around us.

Rocketium will be at Adobe MAX 2022 🪄

Rocketium’s rapidly-growing CreativeOps platform empowers campaign teams with creative automation, seamless collaboration, powerful creative analytics, and automated brand compliance. Brands can now become creative powerhouses and take their communications to market faster and at lower costs. And to showcase this, our team will be at Adobe MAX in Los Angeles from October 18 - 20.

It’s a common tendency to evaluate a startup’s success based on its team headcount. As a recommendation from most VCs and growth stage startup founders, here are a few critical parameters that can help you in more ways to build your own yardstick.

• Funding stage - Most startups that touch the Series A mark, are validated by the fact that they know what they’re doing and the product market fit is visible. The portfolio of investors is another feather to the hat.

• Customers - The relevance of this parameter varies based on the nature of the business. In a B2C setup, the adoption rate among users is a breaking point. However, if you’re evaluating a B2B SaaS product, the scale and quality of enterprise customers is an indicator of growth.

• Cash runway - A runway of 12-15 months is a solid benchmark to evaluate the sustainability. In exceptional cases, a 2 year period is also a good indicator.

• Team culture - A candid chat with a founding member/s or ex-team members can help in collecting varied viewpoints about work-life balance, internal growth opportunities, knowledge sharing, collaboration practices, etc.

Matt Mochary in his book “The Great CEO Within” shares that, a lot of startups resort to scaling the team too soon, even before they haven’t found a PMF (Product Market Fit) yet. As outsiders, people often weigh a startup's success against its headcount. In the early stages, it is a recommended to be frugal while hiring. Build the team with folks who are ready to hustle with you so all of you can together build a better future.

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40+ new hires, 200+ interviews, 1000+ CVs screenings 🤯

If the numbers above surprise you, be ready to be shocked, because on an average the number of interviews conducted by growth stage companies shoots 3X of this. In the last 12 months, we at Rocketium made 40+ new hires after 200+ interviews, and screening 1000+ CVs. Whether you’re out in the market seeking opportunities today, or might plan to do so in the near future, our observations below on top-gaps ignored by the talent pool will help you navigate the role-search wisely.

• Shoot your shot! - You want that role but the job description says you’re only 40-60% qualified for it. Hang in there!

  • Record a candid but succinct video pitch and send it across to the recruiter or the leader of the function you’re interested in. They weren’t expecting it but now something that isn’t just another one-click application among 1000+ others, has caught their attention.

  • Bring your research power into action and find out a few ways you can bring a positive change in their product and team. An interesting anecdote to share, we once received a cold email from a candidate pitching 5 improvement areas in our product’s messaging narrative. We ended up hiring her in less than a week.
    

• Take a dip into their culture - Every growth stage company that values the power of team culture, will openly welcome folks who share common values, over someone who tops an IVY league but creates a toxic work environment for their peers.

  • Take  an effort to read more about their culture on either dedicated company pages or through content shared by Founders and founding team members.

  • During interviews, ask questions about how they came up with the principles highlighted on their career/culture page. Knowing if the principles are top-down instructed or are co-written along with team members, speaks volumes about how decisions are taken.
    

• Ghosting is archaic - Half way into the process you realize this isn’t your pursuit. Many folks would choose to take the easy path - avoiding calls and emails from the hiring team, not showing up on the interview day, etc. The world is small and you never know when you bump into the same members from the hiring team again.

  • Share your reason for why you do not see a mutual fitment. Preferably, give them a call and close the loop.

  • If you can, share with them what you liked about the interview process, as well as the areas where you as a candidate would have expected more.
    

• Money isn’t the ultimate truth - It is a talent driven market and organisations are preparing for all ways to bring the best of folks onboard. We have seen the organisations pay craziest multi-figure salaries and perks. In fact, quite a few strong players in the market have been using incredibly high salaries as a way to cut the entry of new competitive players in the market. As tempting as it may sound, make sure you’ve thought through the longevity and stability of the offerings.

  • If the market is affected and the organization has to undergo restructuring that leads to your role becoming redundant, would you still be able to find another job without taking a pay cut?

  • Under all the cash offered, how is the organization’s culture thriving?; Non-cash benefits like health cover, physical & mental wellness support, performance coaching, etc. form a big part in defining how an organization cares for its team.

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Inside Rocketium 🫣

Is the Engineering team’s culture different from that of the company’s?

‘Micro-culture’ is a real concept. Although, the rise of it is influenced by the values and practises adopted by the larger group of folks. Similarly, the engineering team at Rocketium believes and lives by the principles that tie back to our Prime Directives. While the culture code for engineering remains constant as that of the company’s, the team’s unique approach called for an exclusive mention.

A detailed narration of how our engineering squad is crafted on the engineering culture page here.

If you’re pondering how this narration will help you, below are a few questions that we thought of addressing while detailing these principles. We also circle back to these questions while hiring new team members on the engineering team.

• Do they obsess over the shiniest new weapons or do they stick to rusty old tools?

• Do they rush into battle or do they while away hours debating at the war table?

• Do they go for individual glory or are they mindless cannon fodder for the general?

Two months in a row, our customer-facing teams have topped their game and we can tell the finance team is loving it! 😁

Standing tall and strong, the team delighted us with the highest MRR in a single month (July), in Rocketium’s history.

H2 has begun with a loud echoing gong sound. The year end, is going to be nothing less than firecrackers! 🎉

Mantras to be invincible like the Amazon-ians 🏺

In the July session of Rocketium’s Blue Sky Hour, we invited Madhu Kurup (VP, Indeed), to address the team. Madhu comes with more than two decades of experience witnessing growth with technology leaders (Yahoo, Amazon, Indeed).

The best part about the session was a treasure trunk full of insights from his decade long stint at Amazon, packaged into an hour long session.

Key insights from his session:

• Ditch the data, trust the anecdote: Technology and science are here to bring reasoning and rationale into everything we do. However, sometimes, human experiences speak more volume than any data point.

• Follow the ‘Rude FAQ’ method to identify pot-holes: Every time you come up with an idea or a project plan, think to yourself, what are some of the most difficult questions that I can be asked about it. You know all the strengths and weaknesses of your proposal. So when you think one layer deeper, you get to analyse the unseen potential breakages.

• 5 WHYs: A method already used by the largest of organisations, 5 WHYs helps in many ways to decipher problem areas. Diving 5 steps deeper takes you to tapping faster into the source of a problem.

• Be honest and clear: If you do not know the right answer, admit it. Never choose to beat around the bush because smart people will always find out. It is okay to be a fool once, to grow into a smarter person.

• Be greedy for failures: Let’s just admit, all of us learn more from failures than we ever do from success. Be hungry to reflect on the instances when you failed.

• Develop a habit of writing: Writing down your thoughts (either digitally or on a paper) helps in bringing structure to thoughts. At Amazon, everyone is a fan of documenting and it helps them streamline the flow of ideas.

Living the Hackathon tradition 👾

Six months into 2022 and it was time for our bi-annual Hackathon. If you checked out our March edition of this newsletter, you’ll know exactly what we’re talking about. Time of the year when the brains behind our product get away from the usual office space, and spend 2 days ideating, innovating, and chilling.

Here is what their day looked like when they were refueling to hack a solution to the next big problem, last month.

What made it special this time was having all the legos together - Product Developers, Product Designers, Product Managers. The outcome spoke for itself in the form of 3 colossal projects that are are live in action as you read this. 🙂

The project names blew minds as much as their impact!

• Black pearl: Enabled users switch between different dev environments.

• Panaroma: Plugging in all handy & quick editing features, under one collapsed view.

• Elder Wand: Enabling designers to magically eliminate repetitive activities by clipping objects in a design, based on their focal point.

Sharing is caring: Be it food, or feedback 🎙

Performance reviews at Rocketium are a high effort:high value bi-annual activity. This means, that every 6 months, we all take a step back to reflect on what we promised and how we did compared to it. Contrary to the usual, we made one big change this time to integrate our prime directive of ‘Share openly and often’ into the review process.

We made our peer reviews non-anonymous to encourage everyone on the team towards sharing critical but actionable feedback. At first, we were skeptical if the decision will be accepted well by the larger team. But, the common purpose of helping each other become better, played its charm.

Here is a snippet from the 4A framework we encourage, to make the art of feedback exchange successful -

• Sharing feedback

  • Aim to assist: Share feedback with positive intent. Refrain from venting out personal frustration or malice. Before sharing, reflect on how your feedback will help the other person. Do not include derogatory remarks.

  • Actionable: Always share feedback that follows accurate next steps. Avoid sharing generic feedback and wherever possible, include the anecdotes from instances.
    

• Receiving feedback

  • Appreciate: Positively acknowledge the feedback giver’s intention towards sharing the feedback. Be reflective, than reactive. Stay calm and hear the feedback carefully, ask clarifying questions if needed.

  • Accept or Discard: Not all feedback needs to be imbibed. Use your judgment to evaluate if the feedback needs immediate action. Do not let your ego or vulnerability come in the way of making the right decision of accepting or discarding the feedback.

Like what you read? Sign-up to blog.rocketium.com 🚀

Blue Sky thinking involves creativity with no limits and opening your mind to fresh perspectives. When we were to title our series of fireside chats, we named it after the exact method we used to come up with its name - BLUE SKY HOUR.

Blue Sky Hour with KK Kumar (former Google exec)

KK is a Business Operations and Product leader with two decades of experience working with global enterprise giants. As someone who has been closely associated with ad revenue leader Google, KK shared his learnings with us on topics ranging from advertising, industry trends, working with enterprises, global expansion, and more.

Key insights from his session:

• Digital advertising space - India’s digital advertising market is ~$4B and ~50% of it is Google. Digital advertising is growing at ~30% each year. At the pace, there is both a massive opportunity but a growing challenge to stand out in the crowd. Ads used to be intent-based and are now moving to influencing users throughout the buying journey - awareness, interest, desire, action.

• Role of visuals in ads - Search ads will continue to dominate the bottom of the funnel. Everything above it needs to move buyers to the bottom layer. And this will largely be driven by visuals like banners and videos.

• Impact that Rocketium can bring in advertising - Ad platforms will rarely have opinions on what visuals should look like. Even if they do, they will optimize for their platform. What gives a platform like Rocketium an advantage is that it can optimize for all platforms and give brands and agencies a single place for campaigns across channels.

• Need for creative analytics - Creative analytics is a combination of art and science. It is a tough enough nut to crack that large enterprises build dedicated teams for creative analysis. Doing this as a platform is extremely powerful so everyone can get the same powerful insights without building a large team.

Blue Sky Hour with Manoj Agarwal (Co-founder, DevRev)

Manoj is a Product and Engineering leader who has scaled teams and built world-class products multiple times. Before DevRev, he scaled the engineering team at Nutanix from 50 to 7,000+. Since 2020, he has been building an enterprise developer CRM.

Key insights from his session:

• Engineering should not be seen as a back-office function. They are the ones building the product and need to be on the forefront alongside customer-facing teams. Bringing developers closer to the customers solves most of the problems.

• The distance between business and product teams needs to be eliminated. Everyone needs to have equal access to information to make the right decisions.

• Developers often build a mindset that the companies that need marketing and sales teams do not have a good product. That is not true. Marketing, Product, Sales, all need to complement each other to create a successful business.

• Engineering teams need to ask themselves the below questions. If they have a clear answer for each of these, it means you’re doing the right things at the right place.

  • Am I getting challenged enough?

  • Am I surrounded with smart people?

  • Is my work creating an impact?

• Advice to engineers-turned-managers - Find 70%+ time to code. You will also realise that it is not just about you, you have to empower others too.

• Signs of a potential leader in the engineering team - These folks are interested in the problem and how customers use it. They keep coming back to customers and the impact the product can have on them.

Rapid fire with Rocketium’s first Senior Product Manager - Gopal Chandak

One question that all aspiring young product managers should ask themselves.
“WHY” should be at the centre of everything that a Product Manager is doing. There are so many problems in the world. Why do you want to solve this one first?

Do Product Managers need to code or should they know how to code?
Knowing the code helps but isn’t a blocker. Coding isn’t a necessary skill that they should have. But, if you do, it complements your work because you’re able to empathise with the developers and ask the right questions.

Is there a difference between how a B2B vs. B2C Product Manager would work?
Yes, given that the expected response time at both of these setups is different, the speed of shipping and pace of decisions vary. However, this gap is narrowing now.

Do younger teams even need a Product Manager?
There are different set of people involved in the ecosystem where we build products. Solution to a technology problem is often not as easy as business teams perceive it to be. Similarly, a developer may not always be able to understand the business impact of their solutions. This amalgamation of what needs to happen and why it needs to happen is why a Product Manager exists.

Most common mistakes that budding Product Managers make.
- Starting to build the first solution that comes to mind
- Falling in love with your solution
- Dictating the solution instead of reaching it naturally

Top competencies that you look for while hiring a Product Manager.
- Analytical thinking and problem-solving
- Optimistic attitude and clear communication
- Thriving in ambiguity

Why Rocketium?
I would attribute my decision to two reasons - Space and People. Based on my previous experience, I am confident about the power held by communication and personalisation. The people aspect had a significant contribution to my decision. The interviews weren’t an evaluation but a two-way conversation. I was also sold on the fact that a company which invests so much in infusing product and business knowledge even to its recruiters is sure to make it big!

Something has broken, and we’re not sorry for it 🤑

It was a fiery end to Q2 as our customer success team went on to record break their own results. It started in the month of May when the team brought in highest expansion revenue in one month, in the history of Rocketium. Before we could celebrate the win, they had another achievement to top themselves. As the quarter ended, the team closed with a massive 143% expansion revenue from the enterprise customers, all in the month of June itself.

Now you know why we aren’t sorry? 😉

The most challenging part about being an Engineering Manager

Well, this would be the volume of content and context coming from diverse teams. As an Engineering Manager, I am working with teams within teams. I get to have dozens of technical discussions daily. Staying focused amidst all this contributes to my effectiveness as an Engineering Manager. The skill of context-switching is the most challenging and also the most essential component of being an Engineering Manager.

One thing you recommend budding Engineering Managers should unlearn

Finding solutions to hard problems and executing those solutions is the primary DNA of all engineers. As an Engineering Manager, one’s role becomes that of an enabler of solving problems and I won’t shy away from acknowledging that I am still in the learning phase of reaching there. If a team member is stuck with their code, the first reflex I have is to correct it myself. I am slowly learning that with the transition of role that I have made, I am going to show the right path and provide the right resources to my team, and watch them find a way out. Of course, I will be there to guide them whenever they need me, but jumping in to do it on their behalf will only restrict their growth.

Something you learned about the team’s behavioural patterns

Your team mirrors you. If they see you not putting enough trust in them, not sharing important details, not acknowledging mistakes, they will start to believe such behaviour is acceptable. Everything that you want them to exhibit has to be displayed by you first. This has to be reinforced with clear and consistent communication.

A misconception about becoming an Engineering Manager that you would have liked to learn sooner

I am a social person. On a nice day, I could be found joking around. (Laughs casually...😄). While joining, I feared this trait might not be appreciated by my team, given that as a manager, I am expected to follow a typical role model image. Questions like - “What if my team thinks I am not a good leader?”, “What if they don’t take me seriously?”, used to hover over me. Not too late that I learned my inhibitions were nothing but a myth. Holding a stern look or not cracking that silly joke that I was sure to make everyone laugh did not strengthen my positioning among my team members. Everything eventually zeroed down to how well I was able to help them unblock the hurdles, show them a clear growth path, and empathize with their challenges. My socially active personality only made it easier for me to build a bond with my new team.

Words of advice: By the founding managers for the new managers

At Rocketium, when you’re entrusted to be a manager, you start owning the success of not only the organisation but your team and yourself. But it is not all lilies and roses. As a manager at Rocketium, you are expected to share and listen to feedback that may not always be a smooth path. You make tough decisions that you may not always like at first.

In addition to all that we do to lead by example, there are a few traits we hold in high regard:-

• Make the team accountable

• Identify folks who raise the bar, and then do everything to keep them

• Make tough decisions for the greater good

• We are a ‘TEAM’ not a ‘FAMILY’

• Build a growth mindset

• Focus on what you can control

1:1 discussions are not supposed to feel like performance reviews

Teams are moving faster than ever. And they are collaborating more than ever. This means most managers either do not have the time for 1:1 or do not feel the need for it. This can be a big mistake. In our experience, managers and their teams share very different things even if a fixed monthly meeting feels forced.

To bring structure into the conversations and avoid missing any significant themes, we follow a standard set of questions. Of course, this is in addition to any other topics that anyone wants to bring up.

• How are you doing? How has this month been for you?

• What were some challenges you faced last month? How could I have helped you with them?

• How are you progressing towards your goals?

• How has your work-life-balance been this month? Did you have to work extra hours, often? If yes, what can we do together to improve this?

• What are the upcoming month's top priorities?

• Do you have any questions about the team's goals or plans?

• What feedback do you have for me?

• Do you have any feedback for our / another team?

Bonus beans: We’ve been brewing something big!

Rocketium hosted its first BIG virtual conference, bringing together growth and design legends from Leo Burnett, SUGAR Cosmetics, SocialBeat, Ferns N Petals, Flatheads Shoes, Isobar, Taproot Dentsu, and Madison World.

This event features a fireside chat, live teardown, hands-on lab, and a panel discussion. first-hand insights from globally positioned agencies, led by our very own advocates of creative-impact at Rocketium - Satej Sirur, Karan Rao, Kunal Sharma, Srijan Kumud.

• 1 Day

• 4 Interactive Sessions

• 10 Expert Speakers

Look forward to our updates on the event on our LinkedIn page.

Here are a few milestones we crossed in the last year.

• Grew our team from 27 to 63. And we are growing faster this year! 👫

• Moved to a swanky new office space. 🙌

• Raised $3.2M from leading VCs in the Valley and India. 🤑

• Attracted senior leaders from high-growth unicorns to head Engineering, Product Design, Product Marketing, and Sales. 💪

• Won the trust of 7 of the top 10 e-commerce companies, 20+ unicorns, and 5 Fortune 500 companies. 💎

• Added significant design prowess to our product to make our designer users’ lives even better. 📈

• Launched a private beta of Creative Intelligence, which gives our marketing users unique insights that no other platform gives. 💡

POV: You’re the Engineering Leader for a creative scaling platform ✨

On Rocketium’s journey of becoming a #WorldClass platform, Santosh Bheemarajaiah has been building, leading, and mentoring our engineering team. It was after 15 years of working with young and large organizations in the US that Santosh took the leap of owning the scaling of a startup in his homeland.

What excited you about the problem?

Visual content plays a crucial role in campaigns across the user lifecycle. Growth teams are on an endless campaign treadmill because the tools and processes to work with visual content have not evolved. As visual content influences most consumer decisions, every growth team needs a visual marketing stack that takes care of everything - visual content creation —> collaboration —> asset management —> content delivery —> insights.

Building a 0-1 product for smart global users, solving hard technical challenges, and blazing a trail in creating a new category are all things that excited me.

How does your team come up with product ideas?

Rocketium is not a copycat product that has a competitor’s roadmap to rip off. Also, since the engineering team has neither marketing nor design experience, new product features are not at our fingertips. To build a world-class product, we keep our ears close to our customers, use implicit feedback from product usage, and, most interestingly, use our unique background.

The engineering community has a lot of tools available to them that have been built over the past several decades. A lot of those ideas can be translated to the marketing and design world. This unique perspective allows us to come up with truly transformative product experiences.

One big innovation by the team that you would bet your money on!

This has to be hands down the Creative Intelligence Engine. It helps marketers and designers understand the impact of messaging, imagery, layouts, typography, colors, and more on their campaign performance.

This powerful capability is the next natural step after helping teams scale visual content production. Our creative intelligence engine connects to platforms where content is used, automatically pulls in data, visualizes it in rich charts, automatically generates actionable insights, and sends daily reports to decision-makers. All of this helps teams run more effective campaigns and plan future campaigns even better.

The truth of a startup pivot and finding the GTM 🎯

Rocketium started as a game-based learning app and soon became a “Canva for video”. In the last two years, we discovered our calling as an enterprise-focused visual marketing platform.

In a conversation with Abhinav Arora on The Traction Show, our co-founder & CEO Satej Sirur talks about Rocketium’s pivots, current go-to-market strategy, and the mental model that he recommends to anyone starting up. He calls it the ‘Slice of work’.

We have 8 hours of sleep, 8 hours of fun, and 8 hours of work. As a B2B SaaS company, you’re attacking the 8 hours of work. If you’re uncertain of who is the person whose 8 hours of work you’re going to impact and how much of those 8 hours is your product going to solve, then you don’t have a GTM.

Watch here the full story of Rocketium’s journey through pivots and finding our GTM.

As a platform for designers, Rocketium today is enabling teams at some of the leading brands - Amazon, Meesho, Urban Company, Groww, BigBasket, etc. in automating their campaign operations end-to-end. On the quest of building an exceptional product and team, we have been able to instill trust in the minds of folks who have been living and breathing Adobe products for all their creative needs. This feat is a massive achievement given the scale at which we’ve been able to expand, as a team and as a product.

Satej Sirur (CEO & CO-founder, Rocketium) was interviewed by 100x Entrepreneur. This podcast was a no-filter conversation about -

• Building a design & marketing platform for 1200+ brands

• Deep knowledge about the user

• Attracting the best talent and creating the best culture

• Playbook for International expansion into 95+ countries

• …and more!

Watch the complete podcast, here.

Live talk by xto10x and Flipkart founder - Binny Bansal, at our bi-annual Hackathon🤟🏽

Ever since Rocketium got its first 10 founding members, we followed a tradition of doing a company-wide hackathon, every quarter. For the past 2 years, we could not relive this high-collaboration experience due to the pandemic. But, this year, we finally got a chance to bring everyone together.
         
During the two days, teams divided into groups to plan and execute projects which they would not have otherwise been able to make time for. In addition to the high-value output on ideas, different team members who had mostly been working remotely so far had a chance to meet and interact with others across functions.

We started the hackathon reflecting upon the impact and changes that 2021 brought to Rocketium, how we expect 2022 to add on to our journey towards becoming a unicorn, and ended it with an insightful live talk session with the man behind xto10x and Flipkart, Binny Bansal.

How does a leader in Product Marketing pick startups? 🎯

Rakhi comes with a decade of experience leading marketing and GTM strategy for SaaS companies. Before Rocketium, she was leading the product marketing vertical at Zenoti, a recognized SaaS unicorn in the salon and med-spa industry.

What made her choose us?

It will be an understatement to say Rakhi’s energy is contagious and she was looking for a setup where this energy is reciprocated. Having seen the fast pace of startups, the scope of how product marketing casts magic, and the scale at which a unicorn operates, she wanted to leverage this knowledge in building the vertical at a younger company. The experience of working closely with designers added an edge in making her resonate with Rocketium’s problem statement.

How is Rakhi going to shake things up for Product Marketing at Rocketium?

What do you do when your users are under a problem but don’t realize it? - You tap into their minds and make them think! Rakhi is going to help us do exactly that. As a platform that has already had its problem-solving ability validated with unicorns like Meesho, Khatabook, Urban Company, Khatabook, and many more, Rocketium is prepared to press-hard the accelerator. Rakhi will lead the key initiatives by curating stories that hit the bulls-eye for our prospects and customers. Her role is going to be a critical driver in making Rocketium’s product capabilities reach the want-list of renowned brands and advertising agencies.

How to get a job at start-ups?” - A personal journey shared by our new engineering teammate Vivek Nigam 🙌

For anyone kickstarting their career in startups, beginning the journey can often be overwhelming. With so many options in the ecosystem and no proper direction, we’re often stuck in the loop of finding answers to questions like - Is this a safe decision?; How do I know if the company is doing good?; What should I prepare for the interview; How do I set the salary expectations?

Most of us have found ourselves in this situation in the early stages of our careers. Empathizing with the need, Vivek chose to share his experience of interviewing at startups and using the right parameters while making decisions throughout the processes.

Learn more from the insights shared by him, here.

We’re organizing a Live Masterclass on “Building a strong company culture to fuel growth”

In partnership with Freshteam by Freshworks, we will be live on a session where our CEO Satej Sirur shares real-life examples and practices of how we’re building a high-performance culture at Rocketium.

We’re consistently evolving and with every new member on the team, we’re also adding new features and improvements to our culture. Our users (team members) have a pivotal role to play in every change that drives our decision-making and communication.

If you’re interested in listening to what we’ve been doing so far and what is next on cards, register for the webinar for free via this page.

We look forward to answering your questions and listening to your views live during the session. 🚀