In the latest episode of the "Giant Robots On Tour" podcast, hosts Rémy Hannequin and Sami Birnbaum welcome Marc G. Gauthier, a solopreneur and startup coach, who shares his journey from software development to becoming the founder and developer of The Shadow Boxing App. Marc describes how his interest in software engineering began at a young age with QBasic and evolved through various leadership roles at companies like Drivy (now Getaround) and Back Market. His early passion for gaming led him to learn coding, and over time, he naturally transitioned into management roles, finding excitement in organizing and leading teams while maintaining his love for building products.
During the episode, Marc discusses the challenges and intricacies of scaling startups, emphasizing the importance of balancing speed and reliability in software development. He recounts his experiences in leadership positions, where he faced the dual task of managing rapid team growth and maintaining software efficiency. Marc also shares insights into the startup ecosystem, noting that most startups struggle to achieve success due to a combination of market timing, team dynamics, and resource management. His own venture, The Shadow Boxing App, represents his attempt to return to hands-on coding while leveraging his extensive experience in startup coaching and advising.
Marc also touches on the role of AI in the future of software development, expressing cautious optimism about its potential to augment human workflows and automate repetitive tasks. He advises current and aspiring developers to embrace AI as a tool to enhance their capabilities rather than a replacement for human ingenuity. Marc concludes by highlighting the importance of realistic expectations in the startup world and the need for continuous learning and adaptation in the ever-evolving tech landscape.
- Getaround
- Follow Getaround on LinkedIn, Facebook, X, YouTube, or Instagram.
- Back Market
- Follow Back Market on LinkedIn, Facebook, X, or Instagram.
- The Shadow Boxing App
- Follow Marc Gauthier on LinkedIn.
- Follow thoughtbot on X or LinkedIn.
Transcript:
RÉMY: This is the Giant Robots Smashing Into Other Giant Robots podcast, the Giant Robots on Tour series coming to you from Europe, West Asia, and Africa, where we explore the design, development, and business of great products. I'm your host, Rémy Hannequin.
SAMI: And I'm your other host, Sami Birnbaum.
RÉMY: If you are wondering who we are, make sure you find the previous podcast where we introduced the Giant Robots on Tour series by throwing random icebreakers at each other. And find out that Jared likes it when someone takes the time to understand someone else's point of view.
Joining us today is Marc G Gauthier, a Solopreneur and Startup Coach.
Marc, you used to be VP of Engineering at Drivy, now known as Getaround, and also Director of Engineering at Back Market. You also have been a coach and advisor to a startup for over a decade. Currently, your current adventure is being the Founder and Developer of The Shadow Boxing App available on the Apple App Store. We always like to go back to the start with our guests. Everyone has a story, and we are interested in your journey. So, Marc, what led you into the world of software engineering in the first place?
MARC: Hello. Well, happy to be here. And, yeah, I started getting into software development quite a long time ago. I actually learned software development with QBasic when I was something like seven. And, from there, I just kept on learning, learning, and learning and got into school for it, then worked in different startups, and then moved into more leadership position management. And I'm now, like, coaching people and building my own product.
What do you want to get? Because it's broad. I've been doing it for quite a while. Like, I don't think the QBasic days are that insightful. The only thing I remember from that time is being confused by the print comment that I would expect it to print on my printer or something, but it didn't; it just printed on the screen. That's the only thing I have from back then.
SAMI: Why at seven years old? And I'm taking you back too far, but at seven years old, I was probably collecting Pokémon cards and possibly like, you know, those football stickers. I don't know if you had the Panini stickers.
MARC: Oh yeah, I was doing that as well.
SAMI: But you were doing that as well. But then what drove you at that age? What do you think it was that made you think, I want to start learning to code, or play around with the computer, or get into tech?
MARC: [laughs] Yeah. Well, I remember, back then, I really wanted a computer to play games. Like, I had a friend who had a computer. He was playing games, and I wanted to do that. So, I was asking my mom to have a computer, and she told me, "Yeah, you can have one." And she found a really old computer she bought from a neighbor, I think. But she told me like, "I don't know anything about it. So, you have to figure it out and set it up." And she just found someone to kind of help me. And this person told me to, like, take the computer apart. She taught me a bit of software development, and I kind of liked it.
And I was always trying to change the games. Back then, it was way easier. You could just edit a sound file, and you would just edit the sound file in the game, so yeah, just learning like this. It wasn't really my intent to learn programming. It just kind of happened because I wanted to play video games really.
SAMI: That's really cool. It's really interesting. Rémy, do you remember how...how did you first get...do you remember your first computer, Rémy?
RÉMY: My first computer, I think I remember, but the first one I used it was, first, a very long time ago. I discovered that it was an Apple computer way, way later when I discovered what Apple was and what computers were actually. And I just remember playing SimCity 2000 on it, and it was amazing. And we had to, you know, cancel people from making phone calls while we were on the computer because of the internet and all the way we had to connect to the internet back then.
And after that, just, I think, Windows 95 at home. Yeah, that's the only thing I can remember actually. Because I think I was lucky, so I got one quite early. And I don't really remember not having one, so I was quite lucky with that. And so, I was always kind of in the computer game without being too much [inaudible 05:02] [laughs].
SAMI: Yeah, I think that's similar to me as well. Like, it's interesting because my initial introduction to computers would have been watching my older brothers kind of play computer games and actually being told to get out the room, or like, you know, "We're busy now. Don't bother us." And then, what actually happened is when they left the room, I managed to play what they were playing, which was the first ever GTA. I don't know if anyone ever played this, but it is so cool if you look back on it. You could probably find emulators online, but it was, like, a bird's eye view, like, way of operating.
And it was probably also that drive where you get frustrated on a computer because you want to do something, so, like you were saying, Marc, where you went to edit the sound files because you want to change something. You want to do something. I definitely think that is something which I felt as well is that frustration of I want to change this thing. And then, that kind of gets into well, how does it work? And if I know how it works, then I can probably change it.
MARC: Yeah. And once you figure out how things work, it's also really exciting. Like, once you figure out the initialization file on Windows, like, you can edit, like, what level is unlocked right away. It's kind of cheat codes but not really. And there are some really fun ones. Like, I would edit sound files for racing games. And, usually, it's just a base sound file, and then they would pitch shift the sound to make it sound like an engine. So, if you record your voice, it's just really funny.
RÉMY: So, Marc, you mentioned moving to management positions quite early. Do you remember what made you do this move? Was it for, like, a natural path in your career, or was it something you really wanted from the first part of your career as a developer? What happened at this moment?
MARC: Yeah, that was not completely planned. Like, I don't think I really plan my career precisely. It's just something that happens. So, I joined Drivy after, like, I was already a software engineer for, like, five years at that point. I joined as a lead backend engineer. I did that for three years. And after three years, the company went from...I think there was, like, three software engineers to a dozen. There was a need for more structure, and the CTO, at the time so, Nicolas, wanted to focus more on products. And it was hard to do both, like do the product side, the design, the data, and do the engineering, the software, and so on.
So, he wanted to get a bit away from software engineering and more into product. So, there was a gap in the organization. I was there. I was interested to try, and I was already doing some more things on the human side, so talking to people, organizing, internal communication. I kind of liked it. So, I was excited to try, give it a try. It was really interesting.
I found that it was a different way to have an impact on the team. I just kept doing it. And my plan was to keep doing it until I'm bored with it. And I'm still not bored with it, even though you kind of miss just actually building the software yourselves, actually coding. So, that's also why I'm trying something different right now with my mobile app adventure.
SAMI: Right. So, on the side, you've got this Shadow Boxing App, which, in my dedicated research, I downloaded and had a go with it.
MARC: Did you actually try it, or did you just click around?
SAMI: I did a proper workout, mate. I did. I put myself as, like, the absolute beginner. I did it on my MacBook Pro. I know it's built for iPad or iPhone, but it still worked amazingly well. And it kind of reminded me why I stopped doing boxing because it's hard work.
MARC: [laughs] Yeah, it is.
SAMI: It's not a gimmick this thing, right? So, it's like, the best way to describe it is it's essentially replacing if I was to go to the gym and have a trainer who's telling me kind of the moves to make or how to do it, then this kind of replaces that trainer. So, it's something you can do at home. It was really cool. I was surprised, actually. I thought, at the beginning, it's not going to be that interactive, or it won't actually be as hard or difficult as a workout, and it really was. So, it's, yeah, it was really cool, really interesting to try it.
And going into that, you say you wanted to get back more into coding, and that's why you are doing this kind of, like, app on the side, or it allowed you to kind of do a bit more coding away from the people management. You've been involved in a lot of startups, and I actually often get...as consultants, when we work at thoughtbot, we get a lot of people who come with different startup ideas. When you look back at all the startups you've been involved with, do you think more startups are successful than those that fail? Or have you seen a lot of startups...actually, people come with these great ideas; they want to build this amazing product, but it's actually really hard to be a successful product?
MARC: I think it's [inaudible 10:22] how to have the right idea, be at the right spot at the right time, build the right team, get enough momentum. I think most startups fail, and even startups that are successful often can be the result of a pivot. Like, I know companies that pivoted a bunch of times before finding any success. So, it's really hard actually...if I take my past four companies, only two are still alive. Like, the first two went under. Actually, there's even more companies that went under after I left. Yeah, it's just really hard to get anything off the ground. So, yeah, it's complicated, and I have a lot of respect for all the founders that go through it.
For The Shadow Boxing App, I worked on it for the past three years, but I'm only working on it almost full-time for the past two months. And it was way safer. I could check the product-market fit. I could check if I enjoyed working on it. So, I guess it was easier. I had the luxury of having a full-time job. Building the app didn't take that much time.
But to answer your question, I think, from my experience, most startups fail. And the ones that succeed it's kind of lightning in a bottle, or, like, there's a lot of factors that get into it. It's hard to replicate. A lot of people try to replicate some science, some ideas. They go, oh, we'll do this, and we'll do that. And we use this technique that Google uses and so on, but it's never that straightforward.
SAMI: Yeah, I'm so happy you said that because I think it's a real brutal truth that I'd also say most of the startup projects that I've worked on probably have failed. Like, there's very few that actually make it. It's such a saturated market. And I think, I guess, in your role as advising startups, it's really good to come in with that honesty at the beginning and to say, "It's a big investment if you want to build something. Most people probably aren't successful." And then, when you work from that perspective, you can have, like, way more transparent and open discussions from the get-go.
Because when you're outside of tech...and a lot of people have this idea of if I could just get an app to do my idea, I'm going to be the next Facebook. I'm going to be the next, you know, Amazon Marketplace. And it just kind of isn't like that. You've got these massive leaders in Facebook, Amazon, Google, Netflix. But below that, there's a lot of failures and a massively saturated market. So, yeah, just, it's so interesting that you also see it in a similar way.
MARC: What I saw evolve in the past 10 years is the fact that people got more realistic with it. So, maybe 10 years ago, I would have people coming to me with just the most ridiculous idea, like, you know, I'll do Airbnb for cats. And really think, yeah, I just need a good idea, and that's it. But now I feel like people kind of understand that it's more complicated. There's way more resources online. People are more educated. They also see way more successes. Failures are also a bit more advertised.
We saw a bunch of startups just go under. It feels like every month I get an email from a tool I used in the past saying, "Oh, we're shutting down," and so on. So, I think it's not as bad as 10 years ago where weekly I would have just people asking me, "I want to build this app," and the app would be just the most ridiculous thing or something that would be really smart, but it's really like, "Oh, I want to do, like, food delivery but better than what exists." It's like, yeah, that's a really good idea, but then you need...it's not only software. There's logistics. There's so much behind it that you don't seem to understand just yet.
But, as a coach, so, what I'm doing is I'm helping startups that are usually before or after series A but not too large of startups just go to the next stage. And people are really aware of that and really worried. Like, they see money going down, market fit not necessarily being there. And they know, like, their company is at risk.
And especially when you talk to founders, they're really aware that, you know, everything could be collapsing really quickly. If they make, like, three really bad decisions in a row, you're basically done. Obviously, it depends on the company, but yeah, people are more aware than before, especially nowadays where money is a bit harder to get. Let's say two years ago, there was infinite money, it felt like. Now it's more tight. People are more looking at the unit economics precisely. So, people need to be more realistic to succeed.
RÉMY: What's the kind of recurrent struggle the startups you coach usually face? Apparently, it quite changed in the past decade, but maybe what are the current struggles they face?
MARC: It really depends. It's kind of broad. But, usually, it would be, let's say, a startup after their first round of funding, let's say, if you take startups that are looking for funding. So, you usually have a group of founders, two to four, usually two or three, that are really entrepreneurs that want to bootstrap some things.
They're builders. They're hacking things together, and they're really excited about the product.
And, suddenly, fast forward a few years, they're starting to be successful, and they have to lead a team of, you know, like, 50 people, 100 people, and they weren't prepared for that. They were really prepared to, like, build software. Like, especially the CTOs, they are usually really great hackers. They can, like, create a product really quickly. But, suddenly, they need to manage 30 engineers, and it's completely different, and they're struggling with that. So, that's a common problem for CTOs. And then, it creates a bunch of problems.
Like, you would have CEOs and CTOs not agreeing on how to approach the strategy, how to approach building a thing. What should be the methodology? Something that worked with 3 engineers around the table doesn't work with 50 engineers distributed in 5 countries. And if it's your first time being a CTO, and often founders of early-stage startups are first-time CTOs, it can be really hard to figure out.
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RÉMY: In your past companies, so you've been VP and CTO. So, in your opinion, what's the best a VP or a CTO can bring to a scaling startup? What are your best tips to share?
MARC: I guess it depends [laughs], obviously, like, depending on the stage of the company, the size of the company. For instance, when I was at Drivy, at some point, the most important thing was scaling the team hiring, and so on. But, at some point, we got acquired by Getaround, and the priorities got shifted. It was more like, okay, how do you figure out this new setup for the company and the team? Like, what is good? What is bad? How do you communicate with the team? How do you get people to stay motivated when everything is changing? How do you make sure you make the right decisions?
And then, when I joined Back Market, Back Market when I joined, I had a team of a bit less than 12 engineers reporting directly to me. And after a bit more than a year, I had 60, and I hired most of them. So, here the challenge was just scaling insanely fast. Like, the company is really successful. Like, Back Market is selling refurbished electronics in a mission to, you know, provide a viable alternative to buying new electronics. So, it's basically, do you want a smartphone that is both cheaper and more ecologically viable? And most people would say yes to that. So, a company is insanely successful, but it's really hard to scale.
So, at that point, the role was, okay, how do you make sure you scale as well as possible with a lot of pressure while still leaving the team in a state that they're able to still build software? Because it's just really chaotic. Like, you can't, like, 5X your team without chaos. But how do you minimize that but still go really fast?
SAMI: Yeah. So, not only did I try that Shadow App. I actually went on that Backup website. What's it called? It's not called Backup. What's it called again?
MARC: Back Market.
SAMI: Back Market. Thank you. Yeah, it was really cool. I checked my old iPhone SE from 2020, which I've kept for about...over three years, I've had this iPhone. And they said they would give me $72 for it, which was really cool. So, it sounds like a really cool idea.
MARC: That's something we worked on, which is, basically, if you have any old phones in your drawer, it's a really bad spot for them. And so, there's a service. You go on the website. You say, "I have this, I have that; I have this, I have that." And either we buy it from you, or we just take it away from you, and we recycle them, which is much better than just having them collect dust.
SAMI: Yeah, no, it's a great idea. What interested me when you were speaking about kind of these different positions that you've been in, I was almost expecting you to talk about maybe, like, a technical challenge or code complexity difficulty. But, actually, what you've described is more people problems. And how do we scale with regards to people, and how do we keep people motivated?
So, I guess using that experience, and this might be counterintuitive to what a lot of people think, but what do you think is the hardest thing about software development? I know there could be many things. But if you had to pick something that is the most difficult, and maybe we can all have an answer to what we think this is, but starting with you, Marc, what do you think is the hardest thing about software development then?
MARC: What I saw is how do you build something that works for enough time to bring value to the customers? So, it's easy to hack something together pretty quickly and get it in front of people, but then it might not be reliable. It might break down. Or you could decide to build something perfect and spend, like, two years on it and then ship it, and then it's really stable, but maybe it's not what people want. And finding this balance between shipping something fast, but shipping something that is reliable enough for what you're building. Obviously, if you're building a health care system, you will have more, like, the bar will be higher than if you build, like, Airbnb for cats.
Finding this balance and adjusting as you go is really hard. So, for instance, when do you introduce caching? Because, obviously, caching is hard to do right. If you don't do it, your site will be slow, which can be okay for a time. But then if you introduce it too late, then it's really hard to just retrofit into whatever you already have. So, finding the right moment to introduce a new practice, introduce a new technology is tricky.
And then, like, I talked a lot about the people, and it's also because I spent quite a bit of time in leadership position. But, at the end of the day, it will be the people writing the code that gets the software to exist and run. So, having people aligned and agreeing on the vision is also key because unless I'm the only developer on the project, I can't really make all decisions on things that are going to get built. So, figuring out how to get people motivated, interested in just building in the same direction is really important. It's really easy.
Like, one thing with Drivy, when I was there, that was really fun to see, like, many people have this reaction, especially the more senior people joining the company. They would see the engineering team, and they were really, really surprised by how small it was because we were being really, really efficient. Like, we were paying really close attention to what we would work on.
So, kind of technology we would introduce would be quite conservative on both to really be able to deliver what is the most important. So, we were able to do a lot with, honestly, not a lot of people. And I think this is a great mark for success. You don't need a thousand people to build your software if you ask the right question, like, "Do I need to build X or Y?" and always having these discussions.
RÉMY: What's your opinion on that, Sami?
SAMI: Yeah, I guess it changes. Like, for example, today, the hardest thing about software development was just getting Jira to work. That has literally ruined my whole day. But I've found, for me, what I find is the most difficult thing to do is making code resilient to change. What I mean by that is writing code that's easy to change. And a lot of that, I guess, we try to work on at thoughtbot, as consultants, is following kind of design principles and best practices and certain design patterns that really make the code easy to change. Because that, I think, when I'm writing code is the biggest challenge.
And where I feel when I'm working with our clients one of the biggest things they can invest in, which is difficult because there's not a lot of visibility around it or metrics, is ensuring that code that's written is easy to change because, at some point, it will. And I've also worked on systems which are bigger, and when you can't change them, conversations start happening about the cost of change. Do we rewrite it from the ground up again? And that opens a whole different can of worms. So, that, for me, I think, is definitely one of the hardest things. How about yourself, Rémy?
RÉMY: I don't know about the most difficult. I mean, there are many things difficult. But I remember something that I had to put extra effort, so maybe it was one of the most difficult for me. When I started being a consultant, when I joined thoughtbot was to understand what's the boundary between executing and giving an advice? So, basically, I discovered that when you're a consultant, but it works also when you're a developer in a team, you know, you're not just only the one who is going to write the code. You're supposed to be also someone with expertise, experience to share it and to make the project and the team benefit from it.
So, at some point, I discovered that I should not just listen to what the client would say they want. Obviously, that's what they want, but it's more interesting and more difficult to understand why they want it and why they actually need, which could be different from what they want. So, it's a whole different conversation to discover together what is actually the necessary thing to build, and with your expertise and experience, try to find the thing that is going to be the most efficient, reliable, and making both the client and the customers happy.
MARC: Yeah. And as software engineers, it's really easy to get excited about a problem and just go, "Oh, I could solve it this way." But then you need to step back and go, "Well, maybe it doesn't need fixing, or we should do something completely different." At some point, I was working with a customer service organization. In their workflows, they had to go on, let's say, five different pages and click on the button to get something to do one action.
And so, what they asked for is to have those five buttons on one single page, and so, they could go, click, click, click, click, click. But after looking at it, what they needed is just automation of that, not five buttons on the page. But it's really easy to go, oh, and we could make those buttons, like, kind of generic and have a button creator thing and make it really fancy. When you step back, you go, oh, they shouldn't be clicking that many buttons.
SAMI: Yeah, that makes so much sense because just in that example...I can't remember where I read this, but every line of code you write has to be maintained. So, in that example where you've got five buttons, you're kind of maintaining probably a lot more code than when you've got the single button, which goes to, I don't know, a single action or a method that will handle kind of all the automation for you. And that's also, you know, driving at simplicity.
So, sometimes, like, you see this really cool problem, and there's a really cool way to solve it. But if you can solve it, you mentioned, like, being conservative with the type of frameworks maybe you used in a previous company, like, solve it in the most simple way, and you'll thank yourself later. Because, at some point, you have to come back to it, and maintain it, change it. Yeah, so it makes a lot of sense.
And, Marc, you said you started when you were 7, which is really young. Through that amount of time, you've probably seen massive changes in the way websites look, feel, and how they work. In that time, what's the biggest change you actually think you've seen?
MARC: The biggest thing I saw is, when I started, internet didn't exist or at least wasn't available. Like, I remember being at school and the teacher would ask like, "How many people have a computer at home?" And we'd be like, two or three people. So, people didn't have internet until I was like 14, 15, I'd say. So, that's the biggest one.
But, let's say, after it started, they just got more complicated. Like, so, the complexity is getting crazy. Like, I remember, at some point, where I saw I think it was called Aviary. It was basically Photoshop in the browser, and I was just insanely impressed by just the fact that you could do this in the browser. And, nowadays, like, you've got Figma, and you've got so many tools that are insanely impressive. Back then, it was just text, images, and that's it.
I actually wrote a blog post a few years ago about how I used to build websites just using frames. So, I don't know if you're familiar with just frames, but I didn't really know how to do divs. So, I would just do frames because that's what I understood back then, again, little kid. But it was kind of working. You were dealing with IE 5 or, like, I remember, like, professionally fixing bugs for IE 5.5 or, like, AOL, like, 9, something ridiculous like this.
So, building a website just got way easier but also way more complicated, if that makes sense. Like, it's way easier to do most things. For instance, I don't know, like, 20 years ago, you wanted a rounded corner; you would have to create images and kind of overlay them in a weird way. It would break in many cases. Nowadays, you want rounded corners? That's a non-topic. But now you need, like, offline capabilities of your website. And, in a lot of cases, there's really complex features that are expected from users. So, the bar is getting raised to crazy levels.
SAMI: Yeah, I always wonder about this. Like, when you look at how the internet used to be and how people develop for the internet, and, like you're saying, now it's more complex but easier to do some things. I don't know if as developers we're making things harder or easier for ourselves. Like, if you look at the amount of technology someone needs to know to get started, it grows constantly. To do this, you have to add this framework, and you need to have this library, and maybe even a different language, and then, to even host something now, the amount of technologies you need to know. Do you think we're making things harder for ourselves, or do you think easier?
MARC: Well, I guess there's always back and forth, like, regarding complexity. So, things will get really, really complex, and then someone will go, "Well, let's stop that and simplify." That's why, like, I'm seeing some people not rejecting React and so on, but going a simpler route like Rails has options like this. There's people using HTMX, which is really simple. So, just going back to something simpler.
I think a lot of the really complex solutions also come from the fact that now we have massive teams building websites, and you need that complexity to be able to handle the team size. But it's kind of, then you need more people to handle the complexity, and it's just getting crazy. Yeah, honestly, I don't know. I'm seeing a lot of things that feel too complex for...like, the technology feels really complicated to accomplish some things that should be simple or at least feel simple. But, at the same time, there are things that got so simple that it's ridiculous like just accepting payment.
I remember, like, if you wanted to accept payment on a site, it would be months of work, and now it takes a minute. You just plug in Stripe, and it works. And it's often cheaper than what it used to be. So, it's kind of...or deploying. You mentioned deploying can be really hard. Well, you don't need to have a physical server in your room just eating your place up to have your website, your personal website running. You just push it to Vercel, or Heroku, or whatever, or just a static page on S3. So, this got simpler, but then, yeah, you can get it to be so much more crazy. So, if you host your static website on S3, fairly simple. But then if you try to understand permissions on S3, then, you know, it's over.
RÉMY: I don't know if it's really in the path of our discussion. I just wanted to ask you, so this is the on tour series, where we...so, usually, the Giant Robots podcast used to be a little bit more American-centric, and this on tour is moving back to the other side of the Atlantic with, again, Europe, West Asia, and Africa. You've been part of a company, Drivy, which expanded from France to neighboring countries in Europe. What could you tell our listeners about how to expand a business internationally?
MARC: That's a tough question, especially in Europe. Because I know looking from the outside, like, if you're from the U.S. and you look at Europe, it feels like, you know, a uniform continent, but really, it's very different. Like, just payment methods are different. Culture is very different.
For instance, when I was working at Back Market in France, one of the branding aspects of Back Market was its humor. Like, we would be making a lot of jokes on the website, and it would work really well in France. Like, people would love the brand. But then you expand to other countries, and they just don't find that funny at all. Like, it's not helping at all, and they're expecting a different tone of voice. So, it's not just, okay, I need to translate my own page; it's I need to internationalize for this market.
I guess my advice is do it country by country. Sometimes I see companies going like, oh, we opened in 20 different countries, and you go, how even do you do that? And spend some time understanding how people are using your product or, like, a similar product locally because you would be surprised by what you learn. Sometimes there's different capabilities.
For instance, when Drivy went to the UK, there's so much more you can learn. There's the government database that you can look up, and it really helps with managing risk. If people are known to steal cars, you can kind of figure it out. I'm simplifying a bit, but you can use this. You don't have that in France because we just don't have this solution. But if you go to Nordic countries, for instance, they have way more electric vehicles, so maybe the product doesn't work as well.
So, it's really understanding what's different locally and being willing to invest, to adapt. Because if you go, okay, I'm going to open in the Netherlands but you don't adopt the payment methods that are used in the Netherlands, you might as well not open at all. So, it's either you do it properly and you kind of figure out what properly means for your product, or you postpone, and you do it well later.
Like, right now, I'm struggling a bit with my app because it's open. So, it's on the App Store, so it's open globally. And it's a SaaS, so it's simpler, but I struggle with language. So, it's in French and English. I spoke both of this language, obviously, French better than English. But I think I'm doing okay with both. But I also built it in Spanish because I speak some Spanish fairly poorly, and I wanted to try to hit a different market like the Mexican market that are doing boxing quite a lot. But the quality doesn't seem there.
Like, I don't have the specific boxing lingo, so I'm contemplating just rolling it back, like, removing the Spanish language until I get it really well, maybe with a translator dedicated to it that knows boxing in Spanish. Because I work with translators that would translate, but they don't really know that, yeah, like a jab in boxing. In Spanish, they might also say, "Jab." They won't translate it to, like, [inaudible 38:31].
SAMI: Yeah. At thoughtbot, we have one of our clients they wanted to release their app also internationally. And so, we had also kind of a lot of these problems. We even had to handle...so, in some languages, you go from left to right, right to left. So, that kind of also changed a lot of the way you would design things is mainly for people who are going from left to right. I mean, that's thinking kind of more Europe, U.S.-centric. And then, you could be releasing your app into a different country where they read the other direction.
So, yeah, a lot of this stuff is really interesting, especially the culture, like you're saying. Do they find this humor funny? And then, how do they translate things? Which, in my head, I think, could you use AI to do that. Which is a nice segue into, like, the mandatory question about AI, which we can't let you go until we ask you.
MARC: [laughs]
SAMI: So, okay, obviously, I'm going to ask you about your thoughts on AI and where you think we're headed. But I've seen something interesting, which I don't know if this is something that resonates with you as well. I've seen a bit of a trend where the more experienced developers or more senior developers I talk to seem to be a bit more calm and less concerned. Whereas I would consider myself as less experienced, and I feel, like, kind of more anxious, more nervous, more jumping on the bandwagon sort of feeling of keeping an eye on it. So, I guess, with your experience, what are your thoughts on AI? Where do you think we are headed?
MARC: That's a big question, and it feels like it's changing month to month. It feels way more interesting than other trends before. Like, I'm way more excited about the capabilities of AI than, like, NFTs or stuff like this. I'm actively using AI tooling in my app. I was using some AI at Back Market. So, it's interesting. There's a bunch of things you can be doing.
Personally, I don't think that it's going to, like, make programming irrelevant, for instance. It will just change a bit how you will build things just like...so, we talked about what changed in the past. For instance, at some point, you would need a team of people moving around physical computers and servers and just hooking them up to be able to have a website. But now, most people would just use a cloud provider. So, all those people either they work for the cloud provider, or they're out of a job. But really what happened is most shifted into something different, and then we focused on something different. Instead of learning how to handle a farm of servers, we learned how to, I don't know, handle more concurrency in our models.
And I think when I look back, I feel like, technically, maybe, I don't know, 70%, 80% of what I learned is now useless. Like, I spent years getting really good at handling Internet Explorer as a web developer. Now it's just gone, so it's just gone forever. And it feels like there's some practice that we're having right now that will be gone forever thanks to AI or because of AI, depending on how you look at it. But then there'll be new things to do. I'm not sure yet what it will be, but it will create new opportunities. There are some things that look a bit scary, like, or creepy. But I'm not worried about jobs or things like this.
I'm a bit concerned about people learning programming right now because, yeah, there's a lot of hand-holding, and there's a lot of tools that you have to pay to get access to this hand-holding. So, if you're a student right now in school learning programming and your school is giving you some AI assistant, like Copilot or whatever, and this assistant is really good, but suddenly it goes away because you're not paying anymore, or, like, the model change, if you don't know how to code anymore, then it's a problem. Or maybe you're not struggling as much. And you're not digging deep enough, and so you're learning slower. And you're being a bit robbed of the opportunity to learn by the AI. So, it's just giving you the solution.
But it's just, like, the way I use it right now, so I don't have an assistant enabled, but I usually have, like, a ChatGPT window open somewhere. It's more like a better Stack Overflow or a more precise Stack Overflow. And that helps me a lot, and that's really convenient. Like, right now, I'm building mostly using Swift and Swift UI, but I'm mainly a Ruby and JavaScript developer. So, I'm struggling a lot and being able to ask really simple questions.
I had a case just this morning where I asked how to handle loading of images without using the assets folder in Xcode. I just couldn't figure it out, but it's really simple. So, it was able to tell me, like, right away, like, five options on how to do it, and I was able to pick the one that would fit. So, yeah, really interesting, but yeah, I'm not that worried. The only part I would be worried is if people are learning right now and relying way too much on AI.
RÉMY: Well, at least it's positive for our job. Thank you for making us believe in a bright future, Marc.
MARC: [laughs]
RÉMY: All right. Thank you so much, Marc, for joining us. It was a real pleasure. Before we leave, Marc, if you want to be contacted, if people want to get a hold of you, how can you be contacted?
MARC: There's two ways: either LinkedIn, look up Marc G Gauthier. Like, the middle initial is important because Marc Gauthier is basically John Smith in France. My website, which is marcgg.com. You can find my blog. You can find a way to hire me as a coach or advisor. That's the best way to reach out to me.
RÉMY: Thank you so much. And thank you, Sami, as well.
You can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have any questions or comments, you can email us at hosts@giantrobots.fm. You can find me on social media as rhannequin.
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