Niklas Jansen, Co-founder, Blinkist
Education on the Go
How Niklas Jansen and Blinkist created a service that provides a priceless asset—time.
Raise your hand if you’ve experienced the all-too-common dilemma of wanting to read new books but instead falling slave to long hours and mindless digital content consumption. (I’m raising mine right now.)
Self-education takes time, and time is often the one asset we don’t have nearly enough of.
Well, Niklas Jansen found a way to give his customers more time. “Some of my friends and I didn’t have time to read books, and we were working full time. We also noticed more people consuming content on their mobile phones,” he says. “We wondered, ‘Is there a smarter way to combine these two things?’”
This was the very question that Niklas Jansen and three of his friends addressed as they formulated the idea for Blinkist, a mobile app subscription that provides 15-minute insights from the bestselling books we all wish we had the time to read.
Today, Jansen and his team of 130 are bringing ideas from the best nonfiction books to some of the busiest people on the planet. Blinkist is paving a new path for modern content consumption and self-education, and they’re doing it in a remarkable way.
Jansen has been an entrepreneur since he was in college. He did consulting for a couple of years, but once the idea for Blinkist hit him, he dove right in and founded one of the most unique startups in Berlin. That was seven years ago.
As Jansen and his three co-founders developed the company, they each managed different parts of the business: content, product, operations, and marketing. (Jansen owned the product side.) The team tried to stay lean from day one, a decision they’re happy about today because, as they scaled Blinkist, they didn’t become distracted by a large team.
“We had to figure out so much every day,” Jansen says. Keeping the team small allowed Jansen and his co-founders to hustle every day, soaking in new knowledge by trying new things, reading voraciously, and talking to others. This process was especially important for Jansen, as he had no experience with product management prior to Blinkist.
Despite initial obstacles, it only took a couple of months to build the first version of the Blinkist product. To keep the development process simple, Jansen and his co-founders decided they only needed three things to get started: a mobile application, 50 nonfiction books to populate the app, and a marketing plan. “After five months, we were ready to launch,” Jansen says. “We were incredibly productive in that time.”
As the Blinkist team did their competitive research, they found that there was only one similar product on the market, but since it served a different audience and used a different business model, they weren’t worried. “We designed our content for mobile from day one in order to be different,” Jansen says.
Blinkist closed their launch day with five customers, “after our parents, of course,” Jansen says, laughing. To promote the launch of their product, the Blinkist team published a variety of articles in startup magazines and relevant websites. Jansen had high expectations for launch day. “I thought everything was going to explode,” he says.
The number of initial Blinkist customers was fewer than Jansen expected, but he still enjoyed watching people discover and purchase the product. “It felt good to watch it grow.”
And grow it did. Blinkist is now a worldwide product with major markets in the US, Canada, Australia, Great Britain, and Germany.
The leap from five customers to more than five global markets wasn’t an easy one. It took years of trial and error, but Jansen and his team eventually scaled Blinkist to a successful, profitable level.
With unique approaches to fundraising, marketing, and team management, Jansen has lots of valuable insights to share with aspiring founders.
As they built the company, Jansen and his team raised about $35 million from investors in the US, Germany, and other parts of Europe. They raised their first $300,000 as early stage, pre-seed money. If he could, Jansen isn’t sure that he’d do that part again.
“We felt a pressure to use it without having figured out a lot of things,” he says. He also suggests other founders be careful about taking on too much money too early. “Investors have expectations, and building a company takes time. Mistakes can be more costly if you have too much money in the bank.”
Of course, money can be helpful, but with too much, it can be tempting to spread your business too thin, too early. “If you can do one thing really, really well, that can be your superpower,” Jansen says.
Working from a small budget can also help you focus.
Jansen boils Blinkist’s marketing strategy down to one word: Sustainability. “It’s important that whatever you do in marketing to grow your company is repeatable,” he says.
For example, Jansen wouldn’t consider PR a sustainable growth channel. It might work a few times, but after one or two days, PR stops being effective. “Marketing needs to be able to be repeated and sustainable,” he explains. “You don’t want to burn money for customers.”
As for Facebook and other social advertising, Jansen and his team know precisely how to target their customers and how much they’re going to spend on acquisition. Through different campaigns focusing on different creative elements, his team was able to conduct A/B testing and determine what the best parameters were.
They now apply those parameters to replicate successful campaigns. “It involves lots of mechanics and details, but once you find something that works, you can scale it,” Jansen says. “That’s why we call it a ‘marketing machine.’ We automate as much as possible.”
Recently, Blinkist has started investing in TV advertising—a completely new channel for the company. “It’s very different from the others, but it’s exciting because now we’re part of mass marketing and mainstream media,” he says.
Additionally, Jansen and his team rely heavily on word-of-mouth marketing and customer stories to grow the Blinkist brand. “It’s a very shareable product,” he says. “People share stories about how they use Blinkist and how it improved their lives.” The team also polls customers and uses the feedback they receive to further improve the mobile app.
With such a robust strategy, one must wonder how the Blinkist team manages so many marketing channels. Contrary to what you might think, the team doesn’t outsource any of its marketing strategy or creative work.
Blinkist keeps everything in house, which is helpful for making lots of updates and changes to a campaign or strategy. “We want full control of the whole customer experience and what customers see from Blinkist,” Jansen says.
What started with the Blinkist co-founders testing various ads has turned into a team of six to seven tech marketing experts. Today, they manage their marketing by channel: Two managers for paid social (such as Facebook and Instagram), one for paid content (such as Outbrain), one for AdWords and Google, one for podcast and influencers, and one for TV.
The team also retains a creative team in house, including videographers, designers, copywriters. These folks work with the Blinkist channel managers, who develop audiences and strategies. These managers, in turn, go to the creatives for the right vision or creative assets.
A single, in-house creative team can be tough to share across an organization, but Jansen believes Blinkist has established a good model for dividing resources. “Some designers work directly with marketing. Video and copy are shared with other teams, but they do prioritize marketing needs.”
At Blinkist, this model works because the marketing sees faster duration cycles than the product teams do. Marketing has daily cycles of content production, whereas product managers deal with longer cycles of design-build-test-repeat.
The entire Blinkist team still resides in Berlin. “We haven’t expanded offices yet,” Jansen says. “So far, we’ve established a global business, but we work out entirely out of Berlin.”
While Jansen doesn’t plan on expanding the Blinkist team outside the Berlin office, he is excited for the international growth of the Blinkist product. The team is currently pushing into brand new markets and eventually wants to expand to be a truly global brand.
They’re also making changes to how they select and source the content available on the Blinkist app, by selecting local curation from different markets. “We want to find what’s popular in each market and be very local when selecting and curating content,” Jansen says.
He’s also aspiring to build out more original content under the Blinkist brand. Right now, the product is mainly focused on third-party books and authors, but there’s a potential to create a learning space and provide new content formats.
At the moment, Blinkist is a curation tool, but Jansen can see the product creating original content, not unlike what Netflix has done. “We know what users like and their behaviors and favorite topics,” he said. “We can use that data to make original content that our customers love.”
Above all, Jansen encourages other founders to stay on top of what’s happening. “Learn as much as you can,” he says, “whether through books or podcasts or Blinkist!”
- The origin story of Blinkist
- How Blinkist can publish summarized content of nonfiction books and why they see themselves as a marketing tool for authors and publishers
- What the first six months of building the product looked like
- Why Jansen thinks Blinkist raised money too early
- The inherent virality of Blinkist and other growth levers they’ve pulled
- The Facebook ad “machine” they’ve put together for sustainable marketing
- A breakdown of their paid social strategy
- International growth and the introduction of original content on Blinkist
Full Transcript of Podcast with Niklas Jansen
Nathan: So the first question that I ask everyone that comes on is how did you get your job?
Niklas: That’s a very good question. I founded my first company as a student, and after university I worked in consulting for one and a half years. But I reconnected with friends from university over a problem that we had shared, after working full-time, which was interesting we were never able to read books anymore, we just didn’t have time. So just working full-time, it just felt out of reach for us to read books. And at the same time we thought that people would start to read a lot more content on their mobile phones, so it was just seven years ago, so it was really long ago.
But we looked at the problem of not being able to read books anymore. We saw the trend of people reading more and more on their smart phones. And we thought, is there was a smarter way to combine these two things, and that’s how we started with the idea of Blinkist, so we got really excited about that and how I got my job, well that’s the answer. I quit my old job, I moved to Berlin and just started working on Blinkist. So everything happened really quickly. But we were so excited about the idea that we just started working on it.
Nathan: Yeah, wow. And how long ago was that, you started Blinkist?
Niklas: How long ago it was?
Niklas: More or less, seven years ago. So, it feels like ages, to be honest.
Nathan: Mm-hmm (affirmative). And was there any kind of platforms out there like Blinkist at the time?
Niklas: There was one product that we looked at closely. But they seemed to serve a different audience. Also, in our opinion, they had a different business model and did things very differently. And what we tried to do different is that we thought our content and our product mobile from day one. Because we saw the big trend in mobile. We believed that it is going to change the way people consume content. And we thought everything mobile from day one.
Nathan: Mm-hmm, Interesting. So, just for everyone listening, if they haven’t heard of Blinkist, what could they expect from your product?
Niklas: Very simply said, what Blinkist offers is the key insights from non-fiction books. So if you don’t have time or motivation to read non-fiction books, for non-fiction books you can use Blinkist to get the key insights from the books, in 50 minutes in text and audio. And after that, you can still decide if you want to read the full book or not, for example. Or you could easily smarten up on topics that are relevant for you in your personal or professional life.
Nathan: Yeah, I love it. I’ve used it before. Because it is very, very difficult to read books. I’m curious, how long did it take for you to build the product? And do you have to have agreements with all of these books to get their cliff notes? Or how does that work?
Niklas: So the first question, how long it took us to build the product? It just took us a couple of months to really build the first version of the product. As I said we quit our jobs, we moved to Berlin. We were super excited and stoked to work on the idea, and we basically had, probably, the easiest plan of all times.
We said to launch, we needed three things, we need an App, we need 50 books and blinks, that’s how we called them. So the key is to have 50 non-fiction books, and we need a marketing plan. And we had this plan written on a white board, which was hanging next to our desks for six months. After five and a half months, we were done with all those three things. So we were ready to launch after five months, we were incredibly productive in that time. That was really cool.
The second question. We have relationships with our authors or publishers. They can be very different from market to market, but we definitely see ourselves as a marketing tool for authors and publishers. So what we see is that a lot of people, after reading our content, they get more interested in buying the full book, and they go on to Amazon to buy the book in text or audio.
Nathan: I see. So, talk to me about in that first six months, is it just you and a couple of co-founders? You have a developer, hacker?
Niklas: Yeah, sure. We’ve got four co-founders. We had one technical co-founder. We had one guy focusing on content. I took care of product and all the business operations. And then my fourth co-founder, he was doing marketing. So we basically sat down on day one and said, ‘Okay, what do we need?’ And we said, ‘Okay, all these files need to be done’, and that was how we split the team. And then we got a couple of freelancers, or we had an intern to support us, with different topics. But we tried to stay very lean in the first days.
I think this was a good decision in hindsight, because once we started growing a team, we realised you get a little bit distracted from hiring people, onboarding people, and especially in the early days, when you don’t really know what’s going to be the next step because you have to figure out so much stuff every day. I feel like having a bigger team is a distraction because you don’t have to think for yourself. Only about a couple people at the same time.
Regarding, hustlers, I think we all tried to hustle in the early days. Kind of like building a product is like … I didn’t have any experience in product management, and my technical co-founder, he came straight out of university, so basically every day was a hustle. We really tried to learn everything just by doing these things, or by reading about it, or by talking to people. And just start building these skills and the experience we needed to build the product.
Nathan: How did you get your first customer?
Niklas: So after our parents, you mean.
Nathan: Yeah, after your parents.
Niklas: I still remember that day pretty well, because it was our launch day. We worked for six months on getting the product ready and making the marketing plan. We had a couple of articles on our launch day, in German start-up magazines. And we were super excited. We thought, ‘Okay, now everything’s just going to work, it’s going to explode, and we’re probably going to have to restart the server, so whatever.’
We got the first customer though these articles, and by the end of the day we ended up the day with five customers. Which was way less than we expected, because we’d thought if we just put this article out there, people would just come and buy the product. But just five was a good amount of people for the first day. So they all came through the articles, basically.
Nathan: Yeah, that’s awesome. On the first day we launched our product, we had a couple of subscribers to the magazine, so I was pretty pumped about that.
Niklas: It started, and it would be worse if no one bought a product on day one. So that was really cool. It felt really good to see people really kind of signing up, getting the product and also purchasing. It really kind of paying money for that. And then, of course, took us a while to grow that but it was a really good result for the first day, at least.
Nathan: Yeah, I agree. So talk to me around where you guys are at now? Do you share how many users, how many people you’ve impacted with your products? And then also, how big is your team? Have you expanded offices? Yeah, just like a full fast forward.
Niklas: Yeah, sure. What we communicate is we around nine million users worldwide. They come basically from everywhere. The biggest market is the US. But also Canada, Australia, Great Britain, Germany, Austria and Switzerland are big markets for us. So that’s kind of like on the user side. So we feel like, we’ve asked people and the feedback we get is also very positive that because of what we do actually, we do learning and learning can really impact peoples lives like crazy. So people can share all these cool stories about how they started using Blinkist and on how they improved their lives, like the personal, the professional lives. So that’s really cool.
The team is 120 people right now. And we’re still all based in Berlin, Germany. So we haven’t expanded offices yet. And we are very careful about setting up new offices out of Berlin. So far, what’s caused that, we have a very global business but we’re able to manage everything out of Berlin, so far, which is great. And it requires a little bit of travelling from me and my co-founders but so far we have decided to do that.
Nathan: Yeah, awesome. Have you guys raised any venture funding?
Niklas: Yes. We have raised in total 35-million dollars from investors from Germany, Europe, and United States.
Nathan: And when did you raise your first round?
Niklas: I would say way too early. So we raised very early, right around launching the product we raised our first collective precedes very early . About 20 thousand dollars back then, which was, on the one side, really great because we had a lot of money that we could invest, but on the other side it put us under pressure to make use of the money and, as of back then, we weren’t really ready to deploy that much cash. But yeah, it was really early in the life of the company.
Nathan: You said too early. So if you knew what you knew now you wouldn’t have raised that early? Because you just didn’t-
Niklas: Yes and no. I think it makes sense to raise a little bit of money very early just to finance the basic operations and maybe to pay yourself a salary at least. Be able to hire 1 or 2 people if you collect a solo but I would be very careful to not take on too much money because at some point you feel like investors to put in money into your business, and of course has expectations of what you do with the money, especially if you are a first time founder, or very young entrepreneur. I think you just have to acknowledge that things will take time.
You have to learn a couple of things, you have to screw up a couple of times. I personally feel it’s probably easier to screw up things if you don’t have too much money in the bank, because then you will also be a little bit more lean and careful about what you do, and otherwise your mistakes will be much more costly if you have too much money in the bank.
Nathan: Yeah, I haven’t raised any venture funding but I know what is required to make something out of nothing and really try to make it by with tweaks.
Niklas: I think it also can be very helpful to start with limited resources and really focusing on one thing that matters, rather than spreading yourself too thin too early, can really be also be a kind of super power, if you can do one thing really, really well, it also can be incredibly helpful to grow a successful business.
Nathan: Yeah, I agree. What has been some of the biggest growth levers for you guys, besides having a great product that, as you say, is very shareable, in the sense that people can really share their learnings and their insights, it is a very viral product.
Niklas: Yeah, it’s definitely a lot of word of mouth, so as you said, people learn something new and they love to share what they’ve learned, and I guess conversation. They also bring up Blinkist because this is where they’ve learned it.
Besides that, we have a very strong paid marketing machine, we have built a paid marketing engine over the last years, which is really efficient, very profitable, and mostly relies on channels like Facebook, Instagram, all paid marketing.
We recently started doing TV advertisement, which is completely new for us. That’s very exciting because its really now tapping into the mass market and the main stream, but it will take time to make it work, it is very different from the marketing channels that we’ve been using so far.
Podcast also is a very good channel for us, by the way.
Nathan: Yeah, I could imagine podcasts would be really powerful just because you guys have a unique kind of customer that is a learner.
Nathan: Yeah. So a lot of people love to learn via podcast.
Niklas: But it also took us time to figure it out, paid marketing. We tried it a couple of times, and always said ‘Okay, when we do paid marketing, we want it to be profitable and sustainable’. So we weren’t just throwing money for customers, we would pay less than we would make for the customer, this took us a really long time to really figure it out, and really get the machine and make strides.
Nathan: Yeah, I’m curious, because you talk about this machine, what does this machine look like? Because I think for new founders, or founders that are in their early stages, everyone always talks about ‘I’m going to do Facebook ads’, as everyone has in their mind that you can grow your product with Facebook ads, or Instagram ads, or any form of paid acquisitions. Because it is very difficult, we do a lot of it now at Foundr as well. It is powerful, but it is very difficult, I believe.
Niklas: Its true. For me its very important, whatever you do in marketing, whatever you do to grow your company, it needs to be repeatable. I wouldn’t consider something like PR as a sustainable growth channel because it have worked once, and it might work twice, so it brings you peace, but then, after one or two days, basically you go back to your initial level. So when we think about marketing, it needs to be something that can be repeated day after day, week after week, and it needs to be sustainable.
So this is how we look at a very simple paid Facebook ad. We know what for customer, and through that we know what we are willing to spend on a customer, and then we set up all these campaigns with different creative, and we see which campaign we can achieve our desired return on investment, and then we scale those campaigns. There is a lot of mechanics, a lot of details, that you have to figure out but once you find out that it works then you just try to scale it as much as possible. This is why I call it the machine, in the end it’s a lot of data that you collect, test as you run data, and decisions to make, and once you make a decision, then you try to automate it as much as possible.
Nathan: Yeah, that makes sense. I was just about to ask, because I have seen your guys’ ads everywhere, so you must have your targeting on point, because I see your guys’ ads everywhere, so I’m curious, do you guys use an external agency, did you at the start, or do you just build team internally only?
Niklas: We do everything in house, so we started with just my co-founder trying out Facebook advertisement, and as soon as we saw it works on a really low scale we started hiring a person to take it over, and she has been building a team of 6 or 7 paid marketing experts now in our office.
So, everything is done in house and for us its really important to have full control of the whole funnel because we are very efficient at that, but there is also this planning element in every Facebook ad that we do, because so many people see it, there is always an element of planning and we want to have full control of the whole customer experience, and what our customers see from Blinkist.
Nathan: Yeah, that makes sense. So, out of curiosity, out of those six people have you split it up, so one is focusing on purely writing copy, one is focused on purely producing creative, and then, perhaps, the other four are focusing on each channel, so one on AdWords, one on Facebook, one on, perhaps, Instagram, one on YouTube, etc. etc.? Or, how have you split it up?
Niklas: We split it up by channel, so we have I think by now two people who do what we called paid social, so that’s Facebook, Twitter, Quora, then we have one person on paid content, so that’s, and then we have one person for AdWorks, Google, one person for podcast and influencers, and one person for TV. We also have a couple of creative people in house, like video, and copy, producers, and designers, and they collaborate together with the channel managers on creative and copy.
So the channel managers, they give off ideas, and understanding of the audiences so they can target their channel, and then they start working with the creative people on finding the right visual, the right copy, putting everything together for the right creative.
Nathan: Got you, and do the creative teams, like the video and design, and also copy, are they fully dedicated to just create PPC content, or they are servicing also other members of the team as well?
Niklas: It depends. When it comes to design, we now have fully dedicated designers that only work for the marketing teams. Video and copy is still a little bit shared with other teams, but video also may have a big priority working for the marketing teams.
We have this companies, where you have prod and marketing, and then they try to share resources, so prod needs a designer, marketing needs a designer, I think the things are by nature very different, the requirements are very different, and at some point we realised and then decided we just need to split that, it doesn’t really make sense to compete for the same person with different requirements when you get that have focus on either product or marketing.
Nathan: Yeah, that makes sense. We’re in this stage now, which you described, where there’s kind of that fight, we call it a push and pull, for resources. Because it makes sense from an economies of scale standpoint that you would want to hire one person vs. two if you don’t have to, but it is difficult with this level of priorities.
Niklas: Yeah, absolutely. Also, I think the duration cycles in marketing are much faster than in product, because in product, especially for a designer, you design and you build, and then you test to make a result, then you start doing the next duration, while in marketing you can probably durate every day, and if you split a designer between product and marketing, no one off both teams will get enough time of the designer’s, and I strongly believe in focus, and I believe in giving people head space to focus on one thing, and go really, really deep and understand it at the core, and then come up with the required solution, rather than just giving them briefs, and saying ‘Can you just make this look pretty for me? Can you please make me this, and make me that’.
So, that’s how think of designers at Blinkist, as a core part of our business, and really supporting our product and marketing teams to not only have things that look nice, but also things that work really, really well and follow through, and evoke emotions, and therefore trigger action.
Nathan: Yeah, that makes sense, I think focus is key.
With your price points, it is pretty cost affordable, at $90 per year or $15 per month, are you guys profitable on the front end or do you have an earn-back period? Is that why you raise a decent amount of venture funding, for the earn-back period?
Niklas: Yeah, its for the earn-back period, it’s working capital mostly, but also we have been investing a lot into growth, like building up the team, investing in the technology, how to scale the business, investing a lot in data and analytics, so this also requires money, this is what we use part of the money for.
I think now its at scale profitability is closer, or even achievable, if we want to, but also in the first two or three years, we had to re-do a lot of investment to get where we are now.
Nathan: Yeah, I always find this interesting. How companies, when they do raise venture funding, if they do, if they are using it for customer acquisition, what level of aggression are they using to scale. Is it break-even, is it earn-back period? If so how long? Its difficult to get profitable on the front-end.
Niklas: Yeah, as I said, we want to be sustainable with our marketing channels so we always try to aim for a ratio of customer costs of 3:1, so we earn three times more with the customer than we spent, but, of course, what happens is you won’t get all the return with the first purchase, or in the first month, but it takes time, up to eight to 12 months to get the full investment back, and then maybe 1 or 2 years to really get back the lasting value. So, that’s how we think about it for now.
Nathan: Yeah, that makes sense. So, are you guys thinking of launching any other products under the Blinkist suite? What is exciting for you guys at the moment? You said your starting TV ads, so you’re obviously moving into some other channels to reach a more mass broader level market, I guess a more mature level of adoption of the product, but what else is exciting right now?
Niklas: I think these are the two most exciting things, personally. First is international growth, so we really try to push going into more markets. We’re pretty global as a product, but, with an app, you’re available everywhere there’s an app store, but we really want to markets, beyond our call markets, which are mostly just select US, and Germany, Austria, and Switzerland.
So we are looking at India, for example, which is a very interesting market for us. That’s very exciting because it also changes the way we select and curate content, because we are going to start to have more local selection integration for different markets, which I found very exciting because for the ones we already operate in right now, we rely heavily on what’s popular in the US, and we know what’s popular in the US will also work in the other markets, but if you think of a market like in India, or another market in Asia, we have to be very, very local when it comes to selection integration, so that’s very exciting.
The second thing that I found very exciting is original content. So, we want to build more original and new formats that will also be part of the Blinkist subscription and the Blinkist app, but they won’t be based on books, but can be based on other problems we see our users have, or can open up use cases for Blinkist by really designing content around specific context the users can be in.
Nathan: Oh! Can you tell me more about that? So, you’re saying the product will serve original content as well?
Nathan: Can you define what original content is?
Niklas: I think that’s a good question because, of course, everything we do is original and exclusive content right? So everything we doesn’t exist anywhere else. But, the way we think about original content right now is right now, we are pretty much based on the books, so we provide the key insights from a non-fiction book, but with the authority we can expand in the national learning space, we can also use that to provide different content.
We haven’t really wrote the complete strategy yet, its more for us the vision that we also want to serve different types of content to our users, but it can range from everything from a guide to a topic to super innovative formats that can be used in very specific context.
Probably when we talk in a year from now I can give you my examples, or you can see more examples in the Blinkist app, but for now it is more select division where we want to be without having the complete plan. But it is a big priority for us this year.
Nathan: Yeah, that’s really interesting and it makes sense, because Blinkist right now is a form of a curation tool, like a Netflix for example, they curate all your favourite movies, however they can’t give it to you in short chunks and pieces, you have to watch the whole movie, right? But they also produce a lot of their own original content, like Daredevil, for example, that was produced by them. So you guys are looking to produce your own content into your eco-system to service your audience as well?
Niklas: Exactly. I don’t want to just use Netflix as an analogy because it’s been used a lot, but of course we have a very similar advantage as Netflix that we have a very good understanding now of what our users like, we have a very good understanding of their behaviours and topics they engage with, and we can re-use that to collect for our audience, and its super exciting. They do call it a content business, right, so we create content and build technology to bring it to our customers, but I find it very interesting and very exciting to bring our product to the next level when it comes to content.
Nathan: Yeah, that is really exciting because then you could create pathways, you could do all sorts of things, you could build your tool to predict with intertwined between original and the non-fiction books, you could do all sorts of crazy, cool stuff. That’s amazing.
Niklas: Yeah, maybe you should join up for it (laughs) You have very good ideas.
Nathan: I try to grow Foundr, our mission is to build a household name, entrepreneurial brand, that impacts 10s of millions of people every single week with our content across audio, video, written, we have educational courses, we’re building a big educational course suite, so I’m honoured, I truly am, but I have my own mission, a little bit different to you guys, but around the content space as well.
Niklas: Yeah, I like what you guys do, so I’m also really inspired by your work. It’s really cool.
Nathan: Amazing. Well, look, I’m super mindful of your time Niklas, so, we’ll have to work towards wrapping up. Just a couple last questions.
Nathan: One: just some lessons, or imparting words, that you’d like to share with our audience, just to finish off?
And then the second one is, where’s the best place people can find out more about yourself, and also Blinkist?
Niklas: Parting words, I don’t have much to say to be honest, but I strongly believe in math and learning, and if it’s not Blinkist that is the tool you want to use, then use Foundr magazine or any other podcast or magazine. We live in a time where its super important to keep learning and always stay on top of what’s happening, and everyone, not only entrepreneurs, should have a very good learning routine. Just make sure that they learn as much as they can.
And where can people find me? So, of course, you can find Blinkist in the app store, Play store, on Blinkist.com. I’m on Twitter, @jansenniklas, and reach to me and say ‘hi’, and I’m happy to hear from you.
Nathan: Awesome. Thanks so much for your time Niklas, I really appreciate it. Congratulations on all of your success thus far, and thank you so much for a great interview.
Niklas: Thank you.
Key Resources From Our Interview With Niklas Jansen
- Visit the Blinkist website
- Download the app from the App Store or Google Play
- Follow Niklas Jansen on Twitter